The initiation of the UAB School of Public Health's Strategic Planning revision process began on Friday, January 5th, 2024. The SOPH Executive Committee (EC), comprising the Department Chairs, Associate and Assistant Deans, Chair of the Faculty Assembly, a representative from Staff Council and other key leadership from the Dean’s Office, convened with Clarus Consulting, our contracted facilitators for this significant undertaking. Together, the EC embarked on a journey to build from our current strategic plan, aligning it with the revised UAB strategic plan and outlining a clear trajectory our next 3-5 years.
This comprehensive and inclusive process has actively involved ALL members of our community – staff, faculty, students, alumni, and stakeholders across UAB and beyond the university. Clarus conducted several focus group discussions and numerous individual interviews, providing ample opportunities for people to participate. Input on drafts of the plan was solicited on multiple occasions from all students, staff, and faculty. Every voice holds significance in shaping our future direction.
Vision
Our vision is to make meaningful and lasting change in the public’s health by being among the top-tier schools of public health.
Mission
Our mission is to educate future generations of outstanding public health professionals, conduct impactful research, and partner with the communities of Birmingham, the state of Alabama, the Deep South, and beyond to improve health and well-being.
UAB Shared Values
We CARE:
- Collaborate: Work as a team for the greater good.
- Act with integrity: Be accountable and always do the right thing.
- Respect all: Champion diversity and opportunities for all, with civility.
- Excel: Innovate and strive for excellence in everything we do.
Strategic Plan Overview
The SOPH Strategic Plan is structured around five pillars:
- Education
- Research
- Practice
- Organizational Health
- External Relations & Collaboration
Pillar 1: Education
Goal: Attract and support outstanding students who will learn, grow, excel, and contribute to the mission of the School.
Strategic Priorities
Priority 1: Implement a comprehensive student services framework.
Priority 2: Improve instructional quality by providing instructors with mentorship and training.
Priority 3: Align the curricula with the needs and direction of public health.
Key Performance Indicators
- Yield: percentage of students admitted who ultimately enroll.
- Student reported satisfaction and preparation with instruction, advising, and preparation for the workforce.
- Participation by instructors in teaching focused professional development opportunities.
- Percentage of preceptors, employers, and alumni reporting that graduates are prepared for the workforce.
Pillar 2: Research
Goal: Create and disseminate new and impactful knowledge to improve the public's health through a growing and diverse research portfolio.
Strategic Priorities
Priority 1: Recruit faculty, staff, students, and trainees whose passion, expertise, and experience contribute to the School's research mission.
Priority 2: Develop and retain research faculty and staff through training, mentorship, and support.
Priority 3: Invest in the resources required to design and conduct innovative and impactful extramurally funded projects.
Priority 4: Cultivate interdisciplinary research by leveraging university-wide and other strategic initiatives, resources, and investments.
Priority 5: Support dissemination of ongoing work and findings to academic venues, classrooms, practitioners, and the public.
Key Performance Indicators
- Total extramural funding.
- Number of faculty grant submissions and awards.
- Number of doctoral student submissions and fellowship awards.
- Number of peer-reviewed publications and high-impact publications.
Pillar 3: Practice
Goal: Cultivate and strengthen mutually beneficial opportunities to engage public health practice.
Strategic Priorities
Priority 1: Increase engagement with public health practice partners.
Priority 2: Expand the integration of practice in educational and research endeavors.
Priority 3: Foster internship and practicum opportunities to meet the needs of SOPH students and community partners.
Priority 4: Strengthen partnerships with public health practice agencies and organizations through continuing education and technical assistance.
Key Performance Indicators
- Participation in networking and collaborative events.
- Public health practitioner involvement in guest lectures, webinars, and courses.
- Variety and availability of internship and practicum opportunities for students.
Pillar 4: Organizational Health
Goal: Develop and sustain initiatives that make the School an inclusive and welcoming place.
Strategic Priorities
Priority 1: Ensure all employees have access to professional development resources that maximize opportunities for career advancement.
Priority 2: Promote effective exchange and transparency in School communications.
Priority 3: Foster effective onboarding, cross-training, and succession planning for all employees.
Priority 4: Practice organizational financial health and sustainability.
Key Performance Indicators
- Participation in managerial training opportunities.
- Completion of Individual Development Plans (IDPs).
- Financial health and sustainability metrics.
Pillar 5: External Relations & Collaboration
Goal: Build and sustain mutually beneficial relationships beyond the School.
Strategic Priorities
Priority 1: Build and sustain relationships beyond the School of Public Health through community, organizational, and event partnerships.
Priority 2: Elevate a culture of philanthropy by informing faculty and staff of development best practices.
Priority 3: Increase affinity for the School among SOPH alumni.
Priority 4: Develop and communicate a distinct identity that brings visibility to the School's impact and accomplishments.
Key Performance Indicators
- Faculty, staff, and student involvement in organizations and events external to the School.
- Philanthropic gifts to the School of Public Health.
- Exposure and visibility of research, academics, and practice initiatives.