Create an Accredited School to Advance and Accelerate Public Health Improvement

Transcription

1 Create an Accredited School to Advance and Accelerate Improvement A B C D E Enhance Existing and Develop New Educational Offerings Generate and Translate to Promote Strengthen Community Engagement Secure Needed Human and Financial Resources Create a Sustainable Organizational Culture and Structure 1 Create Core Programs and Graduate Students Generate SOPH Pilot Funding Mechanism Establish and Nurture Anchor Relationships with Community Partners Recruit the Dean of the SOPH and Office Staff Create Faculty Governance and Internal and External Advisory Boards 2 Conduct Program Assessment and Define Future Curricula Create Prioritized SOPH Agenda Convene and Support Community Advisory Boards Establish the Budget for the SOPH Develop a SOPH Structure to Increase Collaboration and Partnerships 3 Strengthen Practicum and Internship Opportunities Capitalize on Newly Available Funding Opportunities and Collaborations Advocate for Collaborative Organizational Structure for CE Include SOPH in the Capital Campaign and Ongoing KUEA Initiatives Integrate Public Health Faculty as Full Partners: KU, KC and Wichita 4 Increase Funding for and Strengthen Infrastructure for Pipeline Programs Create a SOPH- Focused Institute Support System Attract Resources with Key Partners for Community Determined Projects Identify Footprint for SOPH Administrative, Educational and Components Recognize and Promote Excellence in Scholarship, Teaching and Service 5 Workforce Development Translate Into Effective Policies Elevate and Value CE for Faculty: Promotion, Tenure and Compensation Recruit and Retain Faculty and Staff to Support Education and Promote Interdisciplinary Education Among Students and Faculty 6 Marketing and Recruiting for Students Expand the Involvement of Public Health Students in Integrate Community Engagement into Health Policy Secure GTAs, Scholarships and Training Grants Create a Hub for Transparent Internal and External Communication F Provide Key Services to Other KU Schools and Community Partners G Strengthen Internal and External Communication with Key Stakeholders

2 Secure Needed Human and Financial Resources Recruit the Dean of the SOPH and Office Staff D-2: Establish the Budget for the School of (SOPH) D-4: Identify Footprint for SOPH Administrative, Educational and Components The Fiscal Year 211 consolidated budget for the Institute for Community and (ICPH) was $11.6 million. Of this, $5.4 million included funding flowing to the departments from the KU School of Medicine. This portion of the budget will transfer to the newly established Office of the Dean of the School of. It is estimated that new funds must be raised ranging from $3-5 million to allow the recruitment of a dean and to fully support the new SOPH. space needs are required to meet the demands of the SOPH. This includes new space as well as a reallocation of space to further integrate the educational and administrative components of the departments into closer geographic areas. This will encourage further collaboration when possible and appropriate. Establish the Budget for the SOPH Include SOPH in the Capital Campaign and On-going KUEA Initiatives Strategy An incremental budget is being created that will provide an additional $3.7 million annually through a combination of transfers of faculty salary lines, increased grants and contracts for services and other internal reallocations. A fund-raising strategy is being developed with the goal of raising $3-5 million in endowments and unrestricted funds. This strategy includes having the SOPH included in the University s capital campaign. Future year projections will be revised based on on-going assessments of the financial conditions in the state. Identify Footprint for SOPH Administrative, Educational and Components 8/1/211-12/22/211 SOPH operating budget quantified Recruit and Retain Faculty and Staff to Support Education ad 3/21/211 Master Space Plan submitted 9/23/211-12/22/211 Fundraising strategy and donor search initiated Secure GTAs, Scholarships and Training Grants 3/1/211 5/1/211 8/1/211 1/1/211 12/31/211 5

3 D-1: Recruit the Dean of the SOPH and Office Staff D-5: Recruit and Retain Faculty and Staff to Support Education and Secure Needed Human and Financial Resources Recruit the Dean of the SOPH and Office Staff Establish the Budget for the SOPH When a letter of application for change in status from an accredited program to a school is approved by CEPH, the institution is expected to begin operating as a program in transition. The applicant school should begin operating under the direction of a Dean or have a clear position description and timeline for the recruitment of a Dean. Initiation of a Dean search is predicated on three critical issues. First, funds must be identified to support the school, the Dean and the operation of the central administration of the school. Second, there must be assurance that at least one student will graduate in each MPH concentration and at least one student will graduate in one of the 3 PhD programs within 2 years of acceptance of our application to CEPH. Third, CEPH must review and accept our application for a change in status of our fully accredited Master of (MPH) program to a single-institution School of. In addition to the Dean search, a number of recruitment efforts are underway to support the mission of the new SOPH. Recruitments are on-going for multiple open faculty positions and a variety of research faculty. Include SOPH in the Capital Campaign and On-going KUEA Initiatives Identify Footprint for SOPH Administrative, Educational and Components Recruit and Retain Faculty and Staff to Support Education and 6/22/11-12/21/11 Recruit and retain faculty and staff 11/15/211 Filled Chair position in Wichita 8 Strategy Hired department chair for Preventive Medicine & at the KU School of Medicine-Wichita. Recruit for 6 faculty positions in Kansas City and 2-3 positions in Wichita. Recruit research faculty. ICPH committee to create a Dean search strategy - including a recruitment package, position description, and search committee. Obtain funding, meet CEPH s criteria, and launch Dean search. 9/23/11-6/3/12 ICPH committee determines Dean search strategy 7/1/212-7/1/213 Dean recruitment Secure GTAs, Scholarships and Training Grants 7/1/211 1/1/211 1/1/212 4/1/212 7/1/212 1/1/212 1/1/213 4/1/213 7/1/213 7/1/211-7/1/212 Obtain funding and meet CEPH s criteria 25

4 A-1: Create Core Programs and Graduate Students A-2: Conduct Program Assessment and Define Future Curricula Enhance Existing and Develop New Educational Offerings Create Core Programs and Graduate Students Conduct Program Assessment and Define Future Curricula Strengthen Practicum and Internship Opportunities The University of Kansas has offered an MPH degree for more than 15 years. In July 211, the program received a full, 7-year reaccreditation. In addition, the University has offered a Masters in Health Services Administration for more than 3 years. This program is fully accredited by the Commission on Healthcare Management Administration through 213. In 27, Biostatistics was created to expand support of the educational, research and service activities at KUMC. As of Fall 211, there were two PhD programs and three MPH concentrations (Epidemiology, Social and Behavioral Health, and Generalist) in operation within the departments. The three remaining MPH concentrations (Biostatistics, Management, and Environmental Health Sciences) will be active by Spring 212. The third PhD degree will be active in 213. In addition, the Generalist concentration will cease admissions in Fall 212. It is anticipated there will be graduates from each of the MPH concentrations and graduates from at least one PhD program by May 213. Strategy Internal and external approval of all 5 MPH concentrations, which require development of curricula, practice experiences and concentration-specific competencies. Received approval from University and Regents to phase out the Generalist MPH and begin offering concentrations within the MPH degree. Develop proposal for third PhD program. Receive University and Regents approval to offer a third PhD program. Receive approval from CEPH Board of Counselors to continue with application as Program in Transition. Increase Funding for and Strengthen Infrastructure for Pipeline Programs 3/21/211-5/3/211 Internal approval of each MPH concentration 3/2/212-6/19/212 Receive approval from CEPH Board of Counselors to continue with application 9/22/212-12/2/212 Submit proposal to CEPH Board of Counselors Workforce Development /1/211 7/1/211 1/1/211 1/1/212 4/1/212 7/1/212 1/1/212 12/31/212 Marketing and Recruiting for Students 3/2/211-9/3/211 University and Regents approve phase out of Generalist MPH and begin concentrations within the MPH degree 9/22/212-12/2/212 Receive University and Regents approval to offer a third PhD program 33

5 Create a Sustainable Organizational Culture and Structure Create Faculty Governance and Internal and External Advisory Boards Develop a SOPH Structure to Increase Collaboration and Partnerships Integrate Public Health Faculty as Full Partners: KU, KC and Wichita Recognize and Promote Excellence in Scholarship, Teaching and Service E-1: Create Faculty Governance and Internal and External Advisory Boards E-2: Develop a SOPH Structure to Increase Collaboration and Partnerships E-3: Integrate Faculty as Full Partners: KU, KC and Wichita The current 4 departments in ICPH have more than 45 faculty with more than $3 million in on-going, aggregate grant funding. The reorganization of ICPH will merge these assets into the new SOPH. Strategic planning for creating a sustainable organizational structure is shared across 3 active committees (governance, education, research) and the ICPH Chairs. Strategic planning has involved 3 ICPH retreats where faculty and staff discussed the creation of the SOPH. Since 21, the interdisciplinary governance committee has been reviewing the governance structures, policies and procedures of a number of schools of public health across the nation. This group is now working on the governing documents for the SOPH and to align them with the governing documents of KUMC. The committee proposals will be approved by the faculty of the school and submitted to University administration and the Board of Regents. The education committee, also organized in 21, has been developing the core public health competencies that are the basis of the educational, research and service programs in the SOPH. This committee also developed admissions standards and recruitment plans for each of the existing and planned degree programs. The committee is developing procedures and policies relating to the research mission of the SOPH including funding expectations by faculty, indirect funding allocations, and grant administration structures. In addition, all departments currently have internal and external advisory boards. A SOPH advisory board will be formalized once the new Dean is hired. On-going strategic planning will communicate with other schools of public health, public health programs, CEPH and other stakeholders. Strategy Approve new structure by the ICPH Chairs committee., Education and Governance committees formed to make recommendations concerning SOPH Finalize committee recommendations and draft of SOPH bylaws, policies and procedures. Develop list of questions and items that can/must be addressed by EVC/ICPH leadership (Dec 211 retreat) on behalf of future dean in order to maintain progress toward school. Promote Interdisciplinary Education Among Students and Faculty 1/1/21-4/3/211, Education and Governance committees formed to make recommendations concerning SOPH 5/1/211-12/1/211 ICPH Chairs committee review and approve new structure 4/3/211 Drafts presented at ICPH retreat 1/1/212-3/31/212 Prepare committee recommendations and draft of SOPH bylaws, policies and procedures Create a Hub for Transparent Internal and External Communication 1 1/1/21 1/1/211 4/1/211 7/1/211 1/1/211 1/1/212 3/31/212 25

6 School of (SOPH) SOPH D2, D4 Comments for this page SOPH D1, D5 The dean search will commence by July 1, 212. The current director will remain until a dean is identified. If the dean search is not underway by July 1, 212, a new plan for the directorship must be addressed. SOPH A1, A2 Comments for this page SOPH E1, E2, E3 Committees are still active, but we are reaching the point that decisions must be made that, in fairness to the future dean, must be made with her/ his input. However, ICPH leadership will address critical decisions that must be made before the arrival of a new dean so the director and Executive Vice Chancellor can maintain progress and momentum.