University Goals and Strategic Objectives
MISSION-DRIVEN
EDUCATION
Goal
Provide a rigorous and outstanding educational and student life experience emphasizing critical thinking, lifelong learning, and leadership development.
Strategic Objectives
1. Implement innovative pedagogy, progressive curricula, and premier and viable degree programs in health care disciplines.
2. Expand the enrollment, and attract and retain the most qualified and diverse students.
3. Graduate lifelong learners and leaders in health care.
4. Enrich University alumni and others in the health care community through exemplary continuing education programs.
RESEARCH
Goal
Conduct high quality, transformational health care research.
Strategic Objectives
5. Maintain the University’s status as a national leader in research with a primary focus on care and prevention of musculoskeletal conditions.
6. Cultivate a research infrastructure as a model for effectiveness, efficiencies, responsiveness, and agility in a faculty-supported research environment.
7. Accelerate transfer of new, innovative knowledge into real-world health care practice.
PATIENT-CENTERED CARE SERVICES
Goal
Offer comprehensive and diverse clinical experiences and services that model excellence in health care in preparing students for evidence-informed, interdisciplinary, patient-centered practices.
Strategic Objectives
8. Deploy advanced health information technology to support improved quality, efficiency, safety, coordination, and integration of patient care across all clinics and providers.
9. Advance the student clinical experience and health services to cultivate expertise and model ethical care and business practices.
10. Provide and strengthen diverse clinical care options that eliminate barriers to care for the community, utilize evidence-informed practices, and apply new practice development strategies.
11. Connect and coordinate clinic transformation initiatives with those of the University’s health policy team in ways that will facilitate innovations in care delivery, quality improvement, and expansion of clinical services.
COMMUNITY ENGAGEMENT
Goal
Engage in meaningful relationships with social service agencies, educational institutions, health systems, and corporate and other community partners that enhance a robust educational experience and advance our visibility and reputation.
Strategic Objectives
12. Expand student-focused community engagement experiences that are tied to degree programs, professional aspirations, and personal goals and interests.
13. Cultivate strong, sustainable community connections that enhance the value and impact of the University’s mission.
ADVOCACY
Goal
Provide leadership and advocacy for the scientific foundation and social advancement of our health care professions.
Strategic Objectives
14. Be actively involved in the community as a respected and effective thought-leader on matters related to health policy.
15. Engage the University’s students in advocacy efforts.
16. Act to influence policies and practices that promote progress and advancement of the professions in ways that benefit and respond to the needs of patients.
CAPACITY-SUPPORTED
EMPLOYEE TALENT
Goal
Encourage and inspire faculty and staff who are innovative, effective and dedicated to the highest standards of excellence.
Strategic Objectives
17. Promote the mental and physical health and well-being of employees.
18. Create a respectful and inclusive environment to support the long-term growth and success of the University.
19. Develop employees through educational and professional opportunities for optimal performance.
20. Advance shared governance practices for enhanced collaborations and improved trust amongst programs, units, and employee groups.
21. Encourage, support, and recognize employees that make a positive impact on the University and its goals.
22. Develop leaders capable of engaging and training employees.
OPERATIONS
Goal
Be responsible representatives of resources, committed to institutional improvement and driven by performance.
Strategic Objectives
23. Secure the University’s financial viability, including revenues and self-generated funds.
24. Establish, assess, monitor, and advance effective and efficient processes and practices across the institution.
25. Cultivate the attention and participation of alumni, retirees, friends, and collaborators to engage them as partners.
26. Aggressively enhance media presence, branding, and marketing of the University and the breadth of mission-related work toward increased national and global visibility and reputation.
27. Continue to build relationships with alumni and other patrons toward greater private giving for targeted initiatives that enhance the University’s national competitiveness.
28. Systematically enhance educational, clinical, and campus facilities to provide the infrastructure and environment needed to conduct learning, research, and engagement activities.
