COH Strategic Plan 2024-2030

Purpose

Enhancing Health Outcomes for Â鶹ÎÞÂë°æns

Core Values

Our interactions, decisions, and energy embody the values of:

  • Collaboration (partnerships, teamwork)
  • Equity (accessibility, belonging, diversity, inclusivity, justice)
  • Integrity (consistency, honesty, stewardship, transparency)
  • Quality (continuous improvement, excellence, innovation)
  • Service (caring, professionalism)

Mission

UAA College of Health advances the health and well-being of people and communities in Â鶹ÎÞÂë°æ and abroad through high-impact education, research, and community service.

Envisioned Future

UAA College of Health is the first choice for students, employers, and partners to meet the dynamic health and wellness needs of Â鶹ÎÞÂë°æns. The College of Health will achieve this envisioned future by organizing high-impact collaborations among the college’s three core constituencies of students, community partners, and employees.

Aspirations

Students
Current and prospective students view the College of Health (COH) as a supportive and high-quality education and training environment for advancing their professional and career goals. 

  • Students enroll and graduate from COH and choose careers in health-related fields in Â鶹ÎÞÂë°æ. 
  • COH empowers and equips students to provide and advance healthcare in Â鶹ÎÞÂë°æ and beyond.

Community Partners
Community partners work closely with COH leadership and health programs. COH education and research have a significant positive impact on Â鶹ÎÞÂë°æ’s health and well-being. 

  • COH engages with community partners to develop innovative community-based health solutions.
  • Â鶹ÎÞÂë°æ’s employers, government, and community trust COH to be a vital partner in fulfilling Â鶹ÎÞÂë°æ’s public health and healthcare needs.

Faculty and Staff
COH remains strong, stable, and agile. COH faculty and staff are focused, collaborative, innovative, and lead the way in achieving our core values, mission, and envisioned future.

  • Leadership supports faculty and staff in ways that increase trust and student success. -
  • UAA and COH systems are high-quality, efficient, and responsive to the dynamic needs of our stakeholders.

Collaboration with Students

Academic Year Goal Plan Metrics
Short-Term (AY 24/25 and AY 25/26) Enhance opportunities for student input
  • Create a diverse student advisory council that meets with COH leadership each semester
  • Provide regular feedback forms to students and alumni to gain an understanding of student experiences
  • Percentage of COH units with student representation in the student advisory council
  • Frequency of feedback requests sent from COH to students and alumni
Mid-Term (AY 26/27 and AY 27/28) Increase graduation rates by improving the user experience
  • Help current and prospective students navigate UAA and COH processes – ‘no wrong door’ ethos
  • Ensure all students have access to advising and progression planning
  • Offer COH degree alternatives for all types of students and prospective students
  • Coordinate marketing, public relations, recruitment, and retention efforts
 Graduation rates as defined in UAA Combined Annual Reports on Student Success as of Fall 2023
Long-Term (AY 28/29 and AY 29/30) Students enroll in COH programs, graduate, and practice in Â鶹ÎÞÂë°æ
  • Offer both traditional and individualized and competency-based programs
  • Facilitate connections between students and Â鶹ÎÞÂë°æn employers
  • Advise students on continuing and graduate educational opportunities
  • Headcount of students majoring in health programs
  • Number of degrees awarded in health programs
  • Percentage of prior-year COH Graduates working in Â鶹ÎÞÂë°æ or seeking further education

Collaboration with Community Partners

Academic Year Goal Plan Metrics
Short-Term (AY 24/25 and AY 25/26) Strengthen internal and external partnerships
  • Increase collaborative innovation across UA campuses, centers, and units
  • Assure adequate coordination on recruitment, enrollment, communication, and research
  • Create and assess a plan to visit community partners in person to deepen engagement
  • Host a health policy summit, inviting legislators, students, and community members
  • Number of collaborative proposals and cross-unit buyouts
  • Number of active MOAs established for practicum educational purposes
Mid-Term (AY 26/27 and AY 27/28) Grow COH program capacities to meet community-based health needs
  • Assess the Â鶹ÎÞÂë°æ health and social services workforce needs; utilize findings to guide initiatives
  • Improve visibility of COH research and other non-instructional activity
  • Develop proposals to address health workforce needs
  • Welcome and integrate Program Community Advisory Councils for each health program
  • Demand gap analysis
  • Number of submissions to our communications team highlighting research and other activity
  • Number of health workforce development project proposals
  • Percentage of programs with active Program Community Advisory Councils
Long-Term (AY 28/29 and AY 29/30) Serve as a community partner of choice in fulfilling Â鶹ÎÞÂë°æ’s health industry needs
  • Anticipate and respond to community and health industry needs
  • Increase research productivity across a variety of disciplines
  • Identify new opportunities to promote health workforce development
  • Cultivate relationships with the community and alumni to establish a philanthropic culture
  • Demand gap analysis
  • Annual expenditures from research grants and contracts
  • Annual donation amount total
  • Number of donors annually

Collaboration with Faculty and Staff

Academic Year Goal Plan Metrics
Short-Term (AY 24/25 and AY 25/26) Foster a positive work environment for employees
  • Advocate to streamline administrative processes across UAA and UA
  • Facilitate opportunities for employees to connect with peers and college leadership to build trust, respect, and belonging
  • Target diverse applicants for open recruitment
  • Employee survey gathering input on policy/process opinions
  • Employee retention
  • Diversity index
Mid-Term (AY 26/27 and AY 27/28) Expand support and resources for employee and program success
  • Invest in professional development
  • Collaborate with employees to establish and document policies and procedures for quick, accessible reference
  • Facilitate mentoring opportunities
  • Launch a college-level onboarding process for new employees
  • Funds allocated for professional development
  • Number of policies and/or procedures centrally documented
  • Number of mentoring opportunities facilitated as tracked by faculty – formal, informal
Long-Term (AY 28/29 and AY 29/30) UAA College of Health is an employer of choice
  • Encourage and support employees to collaborate and develop innovative programs, projects, and processes
  • Celebrate employee contributions and successes in meaningful ways
  • Establish an employee award program
  • Average number of applicants in competitive recruitments
  • Number of form submissions to the communications team to celebrate and recognize faculty, staff, and programs