Goal 1: High Priority
Create vigorous programs of research that articulate with the mission, vision, and core values of the college in order to achieve annual extramural funding levels by 2014 that are at or above 25% of the college E&G budget.
Supported by Goal 1 and Goal 2 (student academic profile) of the University Plan
Challenges: CHHS was created in 2006 using the existing College of Nursing and Health Science as the organizational foundation for creating an expanded presence of health and human service programs at Mason. Transforming the environment to include research productivity took about 3 years. Two challenges will persist in the next 5 year cycle. First, the research culture is relatively new and research productivity is uneven across academic units and academic programs. Second, the academic administrators must continue to balance the need to hire senior and mid-career researchers to create successful programs of research in the college with the need for large numbers of junior faculty members to launch, stabilize, and support new academic programs.
Additional Resources: Occupancy of Academic VII/Research III by 2015 and temporary build-out space in Robinson Hall to support expanded research activity. Specialized space needs in the short term include a food preparation environment for programs of research that will be housed in the new Department of Nutrition by 2012; expanded functional assessment and outcomes labs for the new Department of Rehabilitation Science by 2012; and space for faculty and graduate research assistants to support programs of research in all academic units.
Performance Indicators:
100% of faculty members on research workloads will publish annually in high quality, respectable peer review journals.
Tenure track faculty members will have programs of research of sufficient maturity and quality to submit proposals for extramural funding by the tenure decision year.
All tenured faculty on research appointments will have programs of research that address important topics (as evidenced by funding priorities at foundations, federal agencies, etc.) and provide opportunities for regular submission of competitive grant and contract proposals.
Each year, at least one faculty member in the college will receive a prestigious national award for his or her research or be recognized for his or her body of work through lifetime achievement awards or other notable award processes.
Impact and Relationships With Other Academic Units:
The creation of programs of research in CHHS is built on a model of transdisciplinary and interdisciplinary collaboration. CHHS investigators draw from and add to the expertise of research teams in every academic unit at Mason. While some of these collaborations are more direct than others (rehabilitation science with the Volgenau School and College of Science) other programs of research in nutrition, health policy, health administration, health information technology, emergency preparedness, and global health have a larger reach and connectivity capacity with programs and faculty across all Mason campuses.
Goal 2: High Priority
Address global workforce demands in health and human services by: (a) increasing the number of graduates across academic programs by 25% between 2010 and 2014 and (b) adding new graduate and undergraduate programs in public health, rehabilitation science, nutrition, and specialized study in social work and nursing.
Supported by Goal 1 (Spires of Excellence), Goal 5 (Global Public Health), and Goal 4 (Economic Development, Continuing and Professional Learning)
Challenges:
There are significant demands for academic programs that prepare students for careers in health and human services. We face two challenges to meet this goal. First, our college infrastructure must continue to support growth in the Office of Student Affairs. Space and resources for this office challenge our annual operating budget. Second, finding qualified faculty members and navigating the economic uncertainties of annual budgets will continue to be another challenge to attracting and keeping qualified faculty members. The best faculty prospects (potential for high levels of scholarly productivity, excellent teaching skills, maintaining diversity in the faculty ranks) are in high demand. Candidates arrive on campus with a critical eye for the overall physical environment, availability of adequate classroom and office space, and the presence of colleagues with whom they will work and prosper. The reputation of our new programs will be built largely on our ability to hire and keep new cohorts of junior and senior faculty.
Additional Resources: Occupancy of Academic VII/Research III by 2015 and temporary build-out space in Robinson Hall to support expanded academic programs. Specialized space needs in the short term include a food preparation environment for the new Department of Nutrition by 2012; expanded student services and additional offices for the new Department of Rehabilitation Science by 2012
Performance Indicators:
In 2009, CHHS graduated 492 students; expect annual increases of 15% through 2013 followed by increase of 25%/year by 2015.
All new academic programs will be designed according to accreditation, certification, or other formal approval criteria and will receive the appropriate stamp of approval on the first application.
New academic programs and enrollment targets derived from the recommendations of the 2005 Provost’s health Commission will be accomplished according to the plan on the attached CHHS planning matrix.
Impact and Relationships With Other Academic Units:
To the extent possible and within the guidelines of external accreditation, certification, and licensing bodies, all academic programs in CHHS have the potential to support or be supported by every other school or college at Mason.
CHHS has a history of joint degrees and joint certificate programs that is expected to continue and accelerate as current academic departments expand and four new departments (nutrition, rehabilitation science, epidemiology, and environmental and occupational health) are added.
Goal 3: High Priority
Increase by 5% per year the number of formal local, regional, national, or global community partnerships (e.g. MOUs, grants and contracts, advisory board appointments, clinical/field placements) for research and educational connectivity in order to strengthen and enhance the stature of CHHS educational and research programs.
Supported by Goal 2 (Academic and Career Success) and Goal 6 (Alumni Participation)
Challenges: Mason has long standing and important connections with the region in the areas of IT&E, the performing arts, and business. New and less mature advocacy and sponsorship relationships exist for health and human services, including public health. The notable exception is regional workforce interests in areas such as nursing and social work. Building new connections and seeking strong advocates who are willing to invest time and resources in a College of Health and Human Services will require substantial relationship building, time, and telling the story about the added value to the region and the Commonwealth from strong academic and research programs in HHS.
Additional Resources: CHHS will continue to work with the Office of Community Relations and add responsibility to existing staff lines in the college for more effective communication, marketing, and public relations about the CHHS story. The CHHS Office of Development will add one new staff member in 2010 to facilitate community connections with alumni and friends.
Performance Indicators:
Every academic unit will have an advisory committee that meets regularly (at least twice a year) by 2011.
The College Advisory Board will expand from 15 members in 2009 to 25 members by 2014.
Each year, college investigators will submit proposals to at least two funding agencies, organizations, or foundations that have not been approached for CHHS funding in the past.
The number of sites at which CHHS faculty engage in faculty practice will increase from two in 2009 to twelve by 2014.
Impact and Relationships With Other Academic Units:
Minimal impact on other units.
Goal 4: High Priority
Increase revenue through academic outreach of at least 10% per year from 2010 thru 2014, and launch new faculty practice activities (agency grants and contracts for practice) that break even by 2011 and generate revenue of at least 20% above college costs (faculty and infrastructure) by 2014.
Supported by Goal 4 (Leveraging Resources and Interests), and Goal 7 (Increasing Revenues).
Challenges: Space for necessary program expansion is the biggest challenge. Each year we pass on opportunities for growth as another university in the region moves ahead or a university from outside the region moves into the Mason catchment area. In the case of faculty practice, Academic VII/Research III has practice environments built into the design, which provide faculty practice, research, and instructional space for CHHS faculty and students. Expanded space is also available for Student Affairs and Academic Outreach. In the short term, CHHS is leasing space in an office building in Old Town Fairfax for the Department of Social Work, and houses the Department of Health Administration and Policy in a double-wide modular building on the edge of campus. Lack of space adds excessive annual costs to our budget that could be used for other purposes, and imposes additional inconveniences on faculty, staff, and students.
Additional Resources: Occupancy of Academic VII/Research III by 2015 and temporary build-out space in Robinson Hall for faculty offices and additional college infrastructure needs.
Performance Indicators:
Academic outreach revenues were $665,615 in 2009. Expected annual increases of 10%/year through 2014.
Faculty practice revenues for 2011 projected at $182K gross, $95K costs, and $86.9K net.
Between 2011 and 2014, gross college revenue from faculty practice will continue to increase during which time annual net revenue will equal and then begin to exceed costs by 20% annually.
Impact and Relationships With Other Academic Units:
Minimal impact on other units with the exception of desirable joint practice opportunities under a broader Mason faculty practice plan. Many possibilities exist in the next five years for providing care to defined client populations in collaboration and consultation with health systems and human service organizations in the region.