Strategic Planning Plan
Background
Steps in quick-and-dirty strategic planning
1) Planning process – How do we intend to go about building a plan?
2) SWOT analysis – What’s our environment like? (Consider TWOS instead)
3) Key issues – What are the major issues we need to plan for?
4) Values – What ethical, behavioral, and cognitive traits do we hold for our work?
5) Vision – Where are we trying to go?
6) Mission – What are we trying to accomplish?
7) Strategies and rationale – What are our primary approaches to pursuing our mission and applying our values? Why?
8) Goals – What are our specific and top priority objectives for each strategy?
9) Tactics – What specific steps do we need to take for each goal?
10) Actions – What specific actions do we need to do for each tactic? Who is responsible for each action?
11) Monitoring and management of plan – How will we assess progress, detect when we need to modify parts of the plan, and maintain focus on the plan and its execution?
12) Formal plan document – Puts all of the above in a coherent plan in a logical sequence.
Status of where we are in the process (Walton’s perspective)
1) Planning process – How do we intend to go about building a plan?
Here’s what Walton believes we’ve agreed to:
√ / Step in Process / Who√ / a) Accept the vision, mission, values, goals, and strategies of the University. / Team
√ / b) Assume for the time being the vision, mission, values, and goals of the School. / Team
c) Develop a short, quick-and-dirty plan for each School component (viz., each department and its administered program(s), Dean’s office, Management Team, MPH program, UG program, CREST, and CHHP). / Each component
d) Review and revise each component’s plan. / Team
e) Review and comment on each component’s plan by faculty and staff, with major focus on the component reviewer is primarily part of. / Faculty and staff
f) Determine whether assumed vision, mission, values, and goals of the School need to be revised, expanded, or reduced based on components’ plans. / Team
g) Extract and abstract/generalize items in components’ plans into School plan. / Identified Team members and staff
h) Review and comment on School’s plan. / Faculty and staff
i) Publish. / Dean’s office
Everything else we need to do.
How we can go about doing “everything else”
Ø Each component of the School completes a plan form, copying and pasting from existing documents where appropriate and developing where needed, as follows:
School Component / Person Responsible ForBioinformatics and Biostatistics / Somnath Datta
Environmental and Occupational Health Sciences / David Tollerud
Epidemiology and Population Health / Rick Baumgartner
Health Management and Systems Sciences / Bob Esterhay
Health Promotion and Behavioral Sciences / Richard Wilson
Dean’s Office / Pete Walton
Management Team / Susi Walsh
MPH Program / Bob Jacobs
Undergraduate Program / Kira Taylor
CREST Program / Susan Muldoon
Center for Health Hazards Preparedness / Paul McKinney
Assume these inferred Priorities FOR NOW (unordered and from Walton’s observations and biases of SPHIS effort expenditures)
· Transition (e.g., ongoing operations, priorities, strategic plan)
· Undergraduate program
· Enrollment expansion (e.g., recruitment, marketing, making MPH professional degree))
· Research
· Faculty effort effectiveness (e.g., how are we assigning and spending our efforts, effort distribution)
· Faculty expansion (e.g., how do we accomplish everything we need to do and want to do)
· Reaccreditation
· Academic effectiveness and coverage (e.g., university program review, SLOs, PHS MS notion)
Assume the following FOR NOW
SPHIS Vision
We will be an internationally recognized center of excellence for the creation, sharing, and application of knowledge for the public’s health.
In achieving our vision:
We will extend the domain of public health to include all factors in the public’s health.
We will pursue health information sciences as an inseparable aspect of public health.
We will work for close integration of individual health, health care, and public health.
SPHIS Mission
We advance knowledge for the public’s health in the increasingly complex and interconnected world of the 21st century. We accomplish this through activities in the three cornerstone areas for advancing knowledge:
Research. We create knowledge by seeking new discoveries and understanding through scientific exploration. We communicate our findings.
Teaching. We share knowledge with students committed to and prepared for learning in a facilitated environment. Our learners are our students, our faculty, and our staff. We commit to preparing our learners for success.
Service. We apply knowledge through quality services to the communities of which we are a part – the University, Louisville Metro, Kentucky, the United States, and their respective environs. [Including community activism and workforce development]
SPHIS Values
In fulfilling our mission:
We nurture an academic setting that fosters ethics, respect, diversity, cooperation, learning, and fun.
We strive to improve our approach and performance through a program of active feedback and deliberate change.
We embrace innovative ideas for advancing knowledge.
We investigate new techniques and technologies for doing research, teaching, and service.
We think globally and act locally.
We collaborate with any who will join us in working for the public’s health.
We recognize that public health starts with the individual.
We advocate for the public’s health.
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