Department of Allied Health Sciences Five-Year Strategic Plan

STRATEGIC PLAN 2019-2024

LETTER FROM THE CHAIR The Department of Allied Health Sciences in the UNC School of Medicine is a beacon of excellence among many superb schools and programs at the University of North Carolina at Chapel Hill. Over the past five years, our programs have provided high-quality education, conducted innovative science in the broad area of rehabilitation and intervention science, created culturally sensitive and practiceready professionals, and have cultivated diversity in academic and workplace environments. For example, five of our professional programs are ranked in the top 15 or higher (with three in the top 10), according to U.S. News & World Report. Our department averages $5 million in grants and contracts each year, and our students collectively generate over $5 million in supervised clinical services annually simply as part of their training. We are expanding our interprofessional education and practice opportunities for our students, and we have advanced our efforts in global affairs. We also are proud to be a diverse educational environment, with more than 20 percent of our students identifying as underrepresented minorities, and we are equally proud to have approximately 75 percent of our students remain in North Carolina as employed professionals in various communities across the state. We are a true example of excellence at UNC-CH! As we continue to serve the state, the southeast region, and the country, the department is poised to expand upon the successes of the past five years. This expansion is illustrated in our five-year strategic plan (2019-2024). With both faculty and staff input, we have linked our plan to those of the University of North Carolina System, UNC-CH’s “The Blueprint for Next,” the UNC School of Medicine’s “Forward Together,” and our national organization of allied health professionals. With the input of our various programs, we are proud to highlight the following five pillars:

• Wellness • Research and Discovery • Community Engagement, Service, and Impact • Workforce Development and Student Success • Departmental Supports These pillars encompass ambitious goals and objectives. The pillars, goals, and objectives will allow for continued success in exemplary teaching, innovative research, and person-centered care. As our Vision Statement states, we put the quality in the quality of life, and we intend to strive to do this with exceedingly high standards of excellence. Nothing could be finer! We embrace the future of the department and look forward with excitement to the next five years. Over the next several years, we will work to achieve outcomes of goals and objectives set forth by these pillars. We are looking forward to sharing this success with you as we deploy our fiveyear strategic plan.

My most sincere appreciation as we move forward together,

Stephen Hooper, PhD

CHAIR AND ASSOCIATE DEAN

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CONTENTS 1.

Processes and Phases

2.

Strategic Planning Guideposts

3.

Departmental Values

4. Mission 5. Vision

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Pillar I WELLNESS

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Pillar II RESEARCH & DISCOVERY

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Pillar III COMMUNITY ENGAGEMENT, SERVICE, & IMPACT

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Pillar IV WORKFORCE DEVELOPMENT & STUDENT SUCCESS

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Pillar V DEPARTMENTAL SUPPORTS

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Strategic Planning Task-Force Members

PROCESSES AND PHASES Phase 1: April 2018

Leadership meeting and preliminary planning.

Phase 2: April-June 2018

Faculty involvement in examining mission statement; SWOT analyses.

Input from: • Seven divisions • Five associate chairs (research, clinical, academic, administrative, student affairs) • Neurodiagnostics and Sleep Science • Center for Literacy and Disability Studies • Office of Development and Office of Communication • Other areas (e.g., faculty wellness, community outreach, international activities, etc.)

Phase 3: June 2018

Departmental retreat. Sharing of SWOT; review of foundational documents and status of efforts from previous strategic plan; drafting of preliminary goals and objectives.

Phase 4: June-September 2018

Completed first draft of goals and objectives.

Phase 5: September 2018

Faculty meeting; initial draft of goals and objectives.

Phase 6: September 2018-January 2019

Feedback from faculty and task-force modifications.

Phase 7: February 2019

Faculty meeting; drafts shared with faculty.

Phase 8: February-May 2019

Feedback from faculty and task-force modifications.

Phase 9: June 2019

Departmental retreat. Sharing of final draft and request for final feedback from faculty and staff; timeframes developed and necessary resources suggested.

Phase 10: September 2019 Implementation.

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STRATEGIC PLANNING GUIDEPOSTS • Association of Schools of Allied Health Professions (ASAHP) • Three tactical objectives • Advocacy • Clinical education • Corporate alignment and partnerships • Five strategic-plan goals • Interprofessional education • Marketing, promotion, and growth • Advocacy • Innovations and new services development • Alliances and partnerships

DEPARTMENTAL VALUES

INNOVATION COMPASSION ACCOUNTABILITY RESPECT

• UNC System completed Strategic Plan to include: • Access • Student success • Affordability and efficiency • Economic impact • Diverse institutions

EXCELLENCE

• UNC-Chapel Hill developed The Blueprint for Next: • Two core strategies • Of the Public, for the Public (i.e., eliminate barriers, use expertise in NC and beyond, encourage informed public discussions) • Innovation Made Fundamental (i.e., prioritize foundational research and creativity, personalized and experiential learning, translational research, adapt to evolving workforce and associated student needs).

TEAMWORK

EQUITY DIVERSITY

COLLABORATION INCLUSION

• UNC School of Medicine strategic plan: Forward Together (2018-2023). Key areas include: • Research • Education • Service • Diversity • Faculty • Administrative infrastructure

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MISSION

To improve the health and wellbeing of people of North Carolina, the nation, and globally through exemplary and culturally sensitive teaching, innovative research, and person-centered care.

• EXEMPLARY TEACHING: To prepare a diverse, interprofessional, and culturally competent workforce of health care practitioners, educators, researchers, and health care leaders.

• INNOVATIVE RESEARCH: To conduct research aimed at generating new knowledge that advances the practices and policies of health care.

VISION

TO PUT THE QUALITY IN QUALITY OF LIFE.

• PERSON-CENTERED CARE: To advance the science and practice of person-centered care with a focus on patient outcomes, families, communities, integrative health care, health promotion/disease prevention, and the improvement of overall quality of life.

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GOAL 1:

DETERMINE WELLNESS AMONG FACULTY, STAFF, AND STUDENTS Obj 1: DAHS will determine the baseline level of wellness among faculty, students, and staff so programs can be developed and targeted to enhance wellness.

Obj 2: DAHS will use the Mayo Clinic Well-Being Index (the measure employed by the UNC SOM) to establish a baseline for faculty/departmental wellness, and to track improvements over time.

GOAL 2:

REDUCE/ELIMINATE INEFFICIENT WORK PRACTICES FOR FACULTY AND STAFF Obj 1: Scrutinize existing work elements and processes; look for opportunities to streamline workflow and workload.

Obj 2: Evaluate the utility and value of new work elements and processes prior to implementing them.

Obj 3: New work components will be evaluated with efficiency, value, and faculty, staff and student wellness in mind.

GOAL 3:

INCREASE AWARENESS OF THE IMPORTANCE OF WELLNESS FOR FACULTY, STAFF AND STUDENTS

WELLNESS PILLAR I:

Obj 1: Provide information about wellness to faculty, students, and staff on a regular basis. This information will be provided electronically on both the DAHS webpage as well as dedicated Sakai sites for the department.

Obj 2: Develop departmental supports to foster a sense of interdisciplinary community and connectedness.

Obj 3: Conduct at least one wellness event each semester to address mindfulness, physical health, stress management, emotional intelligence, etc.

Departmental vitality depends on the individual wellness of faculty, staff and students. This pillar will promote routine assessment of wellness and its overall importance. Inefficient work practices for faculty and staff will be reduced or eliminated, and programs will be developed to enhance overall wellness. Initiatives will be tailored to promote wellness and joy in personal and professional lives of faculty, staff, and students.

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GOAL 1:

ADVANCE SUCCESS FOR ALL FACULTY Obj 1: Invest time and resources in mid-career faculty (e.g., sabbaticals, mid-career boost awards, mentoring/coaching, protected time, career development awards).

Obj 2: The DAHS Office of Research and Scholarship to determine how to serve all faculty effectively in scholarship generation and to develop informational systems that provides faculty with a diversity of funding opportunities.

Obj 3: Divisions to identify targeted research areas requiring new faculty with a particular focus on what innovations will be advanced over the next 20 years.

GOAL 2:

ADVANCE INTERDISCIPLINARY COLLABORATIONS Obj 1: Increase number of large grant submissions (e.g., $500K+) that include collaborations with scholars in and outside of DAHS, with stronger partnerships with UNCH and SOM departments.

Obj 2: Develop mechanisms that would engage clinical and research faculty in collaborations for excellence in clinical services and knowledge generation.

Obj 3: Increase our dissemination and visibility of research findings by departmental faculty and trainees, with particular focus on sharing within and across the UNC System.

GOAL 3:

ADVANCE RESEARCH TRAINING INFRASTRUCTURE

PILLAR II:

RESEARCH & DISCOVERY

Pillar II activities will facilitate the energy and enthusiasm for knowledge and discovery among productive scholars who use varied methods to study diverse topics. These activities should increase departmental opportunities to collaborate within the department, on campus, and in the community, including those engaged in innovative technology. This Pillar will be mobilized by ongoing development of the departmental infrastructure to support research and discovery for faculty and students.

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Obj 1: Increase number and type of interdisciplinary training grants submitted for students and post-docs, and postdoctoral fellowships in each discipline.

Obj 2: Increase partnerships with NC TraCS Institute, particularly for targeted trainees and junior faculty so as to facilitate faculty research development (e.g. young investigator awards, K awards, etc.).

Obj 3: Develop new sources of revenue to support all students, particularly PhD students, across disciplines and research foci.

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GOAL 1:

DEFINE PRIORITY COMMUNITIES FOR EXPANDED ENGAGEMENT OPPORTUNITIES Obj 1: Create interdisciplinary group(s), including community stakeholders, to identify and review relevant communities.

Obj 2: Develop, administer, and analyze faculty survey for identifying and prioritizing communities, including the development of principles that would guide DAHS community engagement priorities.

Obj 3: Analyze current and potential community-based sites for clinical rotations, with particular respect to IPP opportunities and increased collaborations with NC TraCS Institute CASE. This should include all hospitals in the UNC Health Care system.

Obj 4: Analyze current and potential international engagement by faculty and students, and prioritize international connections and initiatives consistent with Departmental and SOM, and UNC Global goals.

GOAL 2:

DEVELOP A SUSTAINABLE PLAN FOR PRIORITY COMMUNITY ENGAGEMENT Obj 1: Engage in authentic and substantive contact with community partners to understand service needs of priority communities, which include rural and underserved areas of the state, through integration with the SOM Office of Rural Initiatives.

PILLAR III:

COMMUNITY ENGAGEMENT, SERVICE, & IMPACT This Pillar will guide our examination of our community involvement and develop key principles and priorities for engaging communities. Pillar activities will involve supporting faculty, staff, and students in forming authentic community partnerships to enhance the health and wellbeing of communities in N.C., the U.S., and the globe. This will include analyzing current and potential community-based sites for clinical rotations, particularly with respect to interprofessional practice opportunities and increased collaborations with NC TraCS Institute CASE (Community and Stakeholder Engagement). This Pillar also will guide our analysis of current and potential international engagements by faculty and students, and it will identify and prioritize international connections and initiatives consistent with DAHS, SOM, and UNC Global goals.

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Obj 2: Create an interdisciplinary group to review information to develop a short-term and long-term ongoing communication and engagement plan with priority communities.

Obj 3: Increase the number of clinical sites where students can engage in IPP, valuebased care, and integrated health care delivery. This should include cultivation of clinical sites across all hospitals in the UNC Health Care system.

Obj 4: Identify evidence-based best practices for community engagement and adopt those principles as activities.

GOAL 3:

DEVELOP STRUCTURE FOR COLLABORATIVE EVALUATION OF SERVICE INITIATIVES WITHIN PRIORITY COMMUNITIES Obj 1: Create an interdisciplinary group, including community partners, to identify evaluation processes, metrics, and structure DAHS will use for evaluation of service activities. This will include positive, collaborative, sustainable, reciprocal, and meaningful outcomes.

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GOAL 1:

PREPARE FUTURE LEADERS IN HEALTH SCIENCES AND EDUCATION Obj 1: Prepare students for future health care and education roles through innovative course and curriculum changes including IPE, telehealth, distance learning, and principles of integrative and value-based care.

Obj 2: Prepare students to serve in underserved and rural areas through course work, clinical rotations, and community service.

Obj 3: Increase the resources needed to attract talented students, particularly firstgeneration students and underrepresented minorities, and help students address financial management, work-life balance, and mental health issues.

Obj 4: Explore student expansion possibilities for all DAHS educational programs, considering all vehicles for growth (e.g. online, hybrid, traditional), so as to increase development of the health professional workforce across the state.

GOAL 2:

SERVE THE PEOPLE OF NC BY SHARING FACULTY EXPERTISE Obj 1: Increase our use of innovative methods and technologies to deliver continuing education that improves the skills of the North Carolina workforce.

Obj 2: Expand evidence-based clinical services to increase geographic reach and to address emerging health care and education needs (e.g. integrative care, value-based care, population health).

Obj 3: Identify unmet needs in the University, state, and country and develop new educational programs as indicated.

PILLAR IV:

WORKFORCE DEVELOPMENT & STUDENT SUCCESS This Pillar focuses on preparing future leaders in health sciences, serving the people of NC by sharing faculty expertise, and promoting diversity and inclusion. Health care roles will continue to change as a result of technology, innovation, educational strategies, and evidence-based practices. The Pillar commits the DAHS to being at the forefront of these changes to prepare future health professionals.

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GOAL 3:

PROMOTE DIVERSITY AND INCLUSION Obj 1: Encourage and fund pilot research that addresses issues of diversity and inclusion among faculty and students.

Obj 2: Examine our approaches to recruit students and faculty from diverse racial/ ethnic backgrounds so as to mirror the state population across programs and explore new strategies for increasing our student and faculty diversity.

Obj 3: Optimize DAHS curricula and its delivery pertaining to cultural and linguistic competence across all disciplines (e.g. increased DAHS involvement with state HBCUs). This will include use of the AAMC Diversity Engagement Scale, in tandem with the SOM, to determine our baseline for departmental diversity climate and to track changes over time.

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GOAL 1:

COMMUNICATIONS Obj. 1: Survey faculty and staff for preferred tools when interacting with others within the department.

Obj. 2: Evaluate internal e-newsletter to determine how to increase its utility for faculty, students, and staff.

Obj. 3: Encourage quarterly check-ins between division leaders and support staff.

Obj. 4: Conduct meet and greets for any new, permanent employee.

GOAL 2:

PROFESSIONAL DEVELOPMENT Obj.1: Create professional development plans for each staff.

Obj. 2: Provide resources for activities that contribute to the enhancement of knowledge, skills, competence, or working practices (e.g., shadowing, mentoring, workshop and training offerings both internal and external to enhance job-related skill sets).

Obj. 3: Create one new networking opportunities each semester.

GOAL 3:

PILLAR V:

DEPARTMENTAL SUPPORTS Various departmental supports, including resources from faculty and staff, connect our four pillars to foster success. These supports are critical to addressing our multiple missions and are a necessary set of components to our overall departmental success. It is important for our department to strive for increased connections as well as with the broader UNC School of Medicine, larger University community, and the nation (Communication).

It also is important to invest in all of our faculty and staff so as to facilitate their highest levels of performance and job satisfaction (Professional Development). Finally, it is critical to our success for relationships between faculty and staff to be strong. We intend to explore multiple avenues to strengthen these relationships (Faculty Connectedness) as a key departmental support to address our goals and objectives.

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IMPROVE FACULTY CONNECTEDNESS Obj. 1: Encourage staff to be engaged and to provide feedback in departmental and division decision-making as well as programmatic planning.

Obj. 2: Increase opportunities within the department for collaborations for faculty and staff.

Obj. 3: Faculty and staff to review workflows; offer opportunities to evaluate current practices with an eye toward increasing efficiencies.

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STRATEGIC PLANNING TASK-FORCE MEMBERS • Wellness • Paul Chelminski • Eileen Burker • Sharon Williams

• Research and Discovery • Nancy Bagatell • Elizabeth Crais • Deborah Givens

• Community Engage, Service, and Impact • Joy Renner • Lisa Johnston

• Workforce Development and Student Success • Susan Beck • Brenda Mitchell

• Staff • Dani Shirey • Valerie Tan

• Faculty and Staff Input

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