2021-2026
The College of Allied Health Sciences (CAHS) at Augusta University is committed to the education of health professionals, to research and discovery that will improve the lives of people across the globe, to service outreach in our communities, and to collaborative interdisciplinary leadership.
This strategic plan aligns with Augusta University’s 2022 Strategic Plan’s five “strategic priorities” of discovery, learning, student success, community and stewardship and its three “interwoven priorities” of innovation, engagement, and DEI (diversity, equity and inclusion).
We strive to make a difference. This strategic plan is our guide.
Objective 1
Provide excellence in health science education to help meet the health care needs of Georgia and beyond.
The College of Allied Health Sciences provides an exceptional and innovative learning experience for students who will become the backbone of health care in the future. We graduate highly qualified, diverse health care professionals who are well prepared for an ever-changing health care workforce and professionally trained in patient- and family-centered care as well as professional collaboration. Above all else, our students are our number one priority.
GOAL 1
Increase student enrollment during 2021-2026
We will develop new educational programs such as a doctorate in occupational therapy and a speech-language pathology program; provide consistent, extensive recruiting (i.e., Fort Valley State University, Kivvit, Ga Recruiting Circuit) that support programs and develop an increased CAHS online and social media presence to facilitate information distribution for the purpose of increasing enrollment by 5%.
GOAL 2
Provide innovative and contemporary education of the highest quality to graduate well-prepared practitioners to improve the health and wellness of the residents of the state, region and nation
We will strengthen educational technology support, including simulation; and develop and implement inter-professional opportunities and educational student experiences; We will develop a Graduate Satisfaction Survey, Employer’s Satisfaction Survey and increase all CAHS programs’ licensure pass rates to at least 95% by 2026.
GOAL 3
Develop collaboration and connections through partnerships within the university, community and industry leaders in order to foster innovation
Develop a CAHS Advisory Board comprised of stakeholders and community leaders who provide feedback concerning market needs and graduate preparation; and provide incentives such as offering continuing medical education training and increase mentoring and presentation opportunities to clinical and community partners with recognition in Scoop; We will strengthen relationships with community partners, industry leaders and other key stakeholders to facilitate recruitment activities, as well as to enhance community and industry-based learning experiences for educating and training students; We will also evaluate the number of new partnerships and their impact on CAHS educational programs and their impressions regarding our graduates.
GOAL 4
Integrate research activities into the teaching mission
We will increase the focus on educational research for faculty, to include research on innovative techniques/methods and the best practices of teaching while increasing the membership to the Academy of Health Sciences Educators in order to provide a robust group of mentors and advisors on SoTL; implement semester workshops/seminars and educational research projects through the Academy of Health Sciences Educators; and incorporate research opportunities into education by expanding and supporting student-oriented research projects and fellowship programs, encourage student participation at national research conferences, and dissemination of student research in peer-reviewed publications in order for students to understand and to interpret educational research.
Objective 2
Provide excellence in research and discovery.
As AU strives to become a top tier academic research university, it is essential that CAHS faculty researchers become part of the internal and external research culture. We encourage and support the establishment of external relationships with national clinicians, educators, and researchers that will result in high-quality research and peer-reviewed indexed publications.
We promote research in our programs that is aligned with the institutional research priorities of rehabilitation, aging, cardiovascular disease, diabetes/obesity, neuroscience/stroke, community research, cancer, and regenerative medicine.
We support the full range of applied health sciences research and the intellectual leadership of our faculty, particularly in our priority areas of rehabilitation research, diagnostic technologies, and community health research.
GOAL 1
Increase extramural funding
To increase extramural funding, we will increase external funding applications in particular, NIH applications RO1 and R21; increase HRSA applications with collaborative efforts with the College of Nursing; and increase PICORI applications
GOAL 2
Enhance visibility of CAHS research
To enhance visibility of CAHS research, we will improve web presence through video presentations and increased publications in higher impact journals (impact factor 4 and above); recognition of funded and unfunded research at CAHS with presence in Jagwire/Scoop and college-wide or department-wide announcements; and faculty and student sharing events through poster presentations and research retreats.
GOAL 3
Collaborations among CAHS researchers and across the campus
To achieve our goals, we will recognize collaborative research team areas within CAHS through the Scoop and augment efforts to increase the number of collaborative teams across campus (through Jagwire and reaching out directly).
Objective 3
Promote health and wellness through the provision of exceptional care and services.
CAHS provides faculty opportunities for clinical practice and consulting services through Augusta University Health Professions Associates (AUHPA). In all our college disciplines, we seek to enhance community service through evidence-based medicine and practice.
GOAL 1
Expand collaborative partnerships with AU Health and health related community partners of Georgia, and beyond, and increase the impact of allied health related services by leveraging clinical expertise of the CAHS faculty and students.
Expand collaborative partnerships with AU Health and health related community partners of Georgia, and beyond, and increase the impact of allied health related services by leveraging clinical expertise of the CAHS faculty and students.
GOAL 2
Foster a culture of excellence and professional engagement in clinical care and services
AUHPA will recommend fund allocations for each CAHS program to facilitate faculty and student engagement with the respective professional associations by the end of the first year of the strategic plan. CAHS leadership will work with department chairs and program directors to identify pathways to state and national service positions by the end of the first year of the strategic plan; formal pathways will be established by the end of the second year of the strategic plan.
GOAL 3
Increase faculty and student engagement in community outreach activities that impact the health and well-being of rural and underserved populations while addressing health disparities
CAHS leadership will encourage service engagement with rural and underserved communities as a standard part of faculty and student growth and development. Chairs and program directors will work to identify ways of promoting AU’s Community Engagement opportunities within respective CAHS programs. By the end of the second year of the strategic plan, 75% of the programs will have incorporated a mechanism to encourage service engagement. CAHS will hold one workshop per year to develop faculty and staff expertise in delivering quality community engagement and outreach through service-learning activities and co-curricular experiences that are culturally competent, measurable, and sustainable.
Objective 4
Optimize our potential through acquisition of external resources and use of greater efficiencies that will support strategic growth and development
With ambitious goals for the remainder of the decade, the AU College of Allied Health Sciences must foster functioning as one cohesive, collaborative unit. To that end, we will share departmental- and college-level goals, define expectations of leadership, offer transparent accountability on all levels, and leverage the use of enterprise resources.
We will increase collaboration and teamwork throughout the college with regular reinforcement and recognition of individual and team service improvements within and external to CAHS. We will also develop and implement efficient communications and adopt the university’s brand standards to promote the enterprise and maximize public/private partnership opportunities.
GOAL 1
To increase our visibility as the states only college of health professions at an academic health center. To become a “household name” in the region for education and preparation for the health professions
To increase our visibility, we will enlist the service of the new Agency of Record for AU, Kivvit to develop an advertising campaign using multiple media outlets to include Facebook, Instagram, Programmatic Display, Snap Chat, Search Engine Marketing (SEM), Video, Twitter and LinkedIn to acquire strong applicant and enrollment numbers; review the targeted audience reached, video views and video completions through Pre Roll Video and YouTube; review link clicks, CPC, site traffic, time on site from Twitter, Snapchat, Programmatic Display and LinkedIn; review clicks on “request for information” and “apply now” from Facebook & SEM; to include undergraduate and graduate programs. The estimated budget is 60K.
GOAL 2
To better define the evaluation and expectations of CAHS leadership, we will develop and implement an evaluation tool for CAHS administrators (dean, associate/assistant deans, chairs and business operations director)
We will select and assign a working group to develop an evaluation tool. The working group will consist of 2 chairs, 2 faculty, 2 staff, and one person from the dean’s office; draft a version of an evaluation tool to be completed by the end of January 2022 and forwarded to the CAHS for input and comments by February 2022; and complete and implement the CAHS administrator evaluation tool by August 1, 2022.
GOAL 3
To develop an online new employee orientation for faculty and staff with a face-to-face component with the dean and chairs. New employee orientation will be based on the CAHS Faculty Handbook
We will investigate and identify a list of internal and/or external players for developing the online platform and reach out to IT/HR/Legal; select internal and/or external potential players to develop a new online employee orientation program with an estimated budget of 20K. In corporation with internal and/or external players, construct the CAHS new online employee orientation tool which is launched by January 2023 with face-to-face meetings with the dean and chairs.
Objective 5
Commitment to diversity, equity and inclusion
Our college shall reflect the rich diversity of our community with an appreciation and celebration of cultural, ethnic, racial, sexual, and religious identities and differences. We will continue to embrace and promote cultural responsiveness and acceptance in order to provide the highest level of education, service, and care for our students and patients.
GOAL 1
Create an environment that is welcoming of diversity, equity and inclusion
We will establish a college level DEI Committee to develop and promote activities that foster DEI; enhance internal and external messaging to highlight DEI within CAHS and promote a culture of collaboration within our community that builds upon the unique strengths of CAHS faculty, staff and students; The DEI Committee will develop and implement a multi-year plan that includes assessment of need, proposal budget, activity planning and outcome assessment.
GOAL 2
Increase diversity of students, faculty and staff within CAHS
We will increase student applicant and student diversity to better reflect Georgia demographics. We will strive to increase staff and faculty diversity to better reflect targeted student demographics by identifying and incorporating best practices for recruitment of diverse faculty and staff positions; and identify and implement 1 – 2 best practices to support new faculty and staff from underrepresented communities in current roles and professional development.
GOAL 3
Provide ongoing training/education to support DEI
We will develop and implement a survey across all CAHS constituency groups to identify current activities, areas of perceived need and areas of interest; review of literature/evidence to identify best practices to support a culture of DEI; and the college, departments and program incorporate survey results and best practices into 1 to 2 annual training/education activities.
To provide excellence and leadership in health sciences teaching, discovery, clinical care, and service.
To be a nationally and internationally recognized leader in health sciences education, research, innovation, and service.
Collegiality • Compassion • Excellence • Inclusivity • Integrity • Leadership
Team
Tactic: Develop new educational programs.
Measure
Tactic: Provide consistent, extensive recruiting that support programs and develop an increased CAHS online and social media presence to facilitate information distribution for the purpose of increasing enrollment.
Measure
Tactic: Strengthen educational technology support, including simulation; and develop and implement inter-professional opportunities and educational student experiences.
Measure
Tactic: Develop a CAHS Advisory Board comprised of stakeholders and community leaders who provide feedback concerning market needs and graduate preparation.
Measure
Tactic: Provide incentives to clinical and community partners
Measure
Tactic: Strengthen relationships with community partners, industry leaders and other key stakeholders to facilitate recruitment activities, as well as to enhance community and industry-based learning experiences for educating and training students.
Measure
Tactic: Increase the focus on educational research for faculty, to include research on innovative techniques/methods and best practices of teaching.
Measure
Tactic: Incorporate research opportunities into education by expanding and supporting student-oriented research projects and fellowship programs, encourage student participation at national research conferences, and dissemination of student research in peer-reviewed publications.
Measure
Team
Tactic: Increase external funding applications
Measure
Tactic: Increase HRSA applications
Measure
Tactic: Increase PICORI applications
Measure
Tactic: Improve web presence
Measure
Tactic: Increased publications – higher impact journals
Measure
Tactic: Faculty and student research sharing events
Measure
Tactic: Recognize research areas at CAHS
Measure
Tactic: Augment collaborative efforts
Measure
Team
Tactic: CAHS leadership will work with department chairs to facilitate clinical practice within both the enterprise as well as external communities.
Measure
Tactic: CAHS will conduct a community needs assessment to identify clinical opportunities for collaboration.
Measure
Tactic: AUHPA will find and develop viable service opportunities for faculty.
Measure
Tactic: AUHPA will recommend fund allocations for each CAHS program to facilitate faculty and student engagement with their respective professional associations.
Measure
Tactic: CAHS leadership will work with department chairs and program directors to identify pathways to state and national service positions.
Measure
Tactic: CAHS leadership will encourage service engagement with rural and underserved communities as a standard part of faculty and student growth and development.
Measure
Tactic: Develop faculty and staff expertise in delivering quality community engagement and outreach through service-learning activities and co- curricular experiences that are culturally competent, measurable, and sustainable.
Measure
Team
Tactic: To enlist the service of the new Agency of Record for AU, Kivvit. To develop an advertising campaign using multiple media outlets to include: Facebook, Instagram, Programmatic Display, Snap Chat, Search Engine Marketing (SEM), Video, Twitter and Linkedin. To include undergraduate and graduate programs. Estimated budget: 60K
Measure
Tactic: Select and assign a working group to develop an evaluation tool. The working group will consist of 2 chairs, 2 faculty, 2 staff, and one person from the dean’s office.
Measure
Tactic: Draft version of evaluation tool is completed and ready for input from the larger CAHS (faculty and staff, and administrators)
Measure
Tactic: Complete and implement CAHS administrator evaluation tool.
Measure
Tactic: Investigate and Identify internal and/or external players for developing the online platform. Reach out to IT/HR/Legal.
Measure
Tactic: Select internal and/or external potential players. Budget: 20K
Measure
Tactic: In cooperation with internal and/or external players, construct the CAHS new online employee orientation tool by January 2023
Measure
Team
Tactic: Establish a College level DEI Committee to develop and promote activities that foster DEI
Measure
Tactic: Enhance internal and external messaging to highlight DEI within CAHS
Measure
Tactic: Promote a culture of collaboration within our community that builds upon the unique strengths of CAHS faculty, staff and students.
Measure
Tactic: Increase student applicant and student diversity to better reflect Georgia demographics
Measure
Tactic: Increase staff and faculty diversity to better reflect targeted student demographics.
Measure
Tactic: Develop and implement a survey across all CAHS constituency groups to identify current activities, areas of perceived need and areas of interest
Measure
Tactic: Review of literature/evidence to identify best practices to support a culture of DEI
Measure
Tactic: The college, departments and programs incorporate survey results and best practices into training/education activities.
Measure