5€¦ · web view5. research and ... steps will be taken to collect additional relevant data....

Faculty of Medicine, Dentistry and Health Sciences

School of Population Health5

http://www.directory.uwa.edu.au/view?dn=ou%253DFaculty%2520of%2520Medicine%255C%252C%2520Dentistry%2520and%2520Health%2520Sciences%252C%2520ou%253DFaculties%252C%2520o%253DThe%2520University%2520of%2520Western%2520Australia

School of Population Health 20 August 2010

Our Mission

We will influence policy and practice to improve public health through multidisciplinary leadership in education and in the discovery and communication of knowledge.

Our Values

We give high regard to the following core values:

• a high performance culture designed to achieve international excellence;• academic freedom to encourage staff and students to engage in the open

exchange of ideas and thought;• continuous improvement through self-examination and external review;• fostering openness, honesty, tolerance, fairness, trust and responsibility in

social, moral and academic matters;• transparency in decision making and accountability; and• equity and merit as the fundamental principles for the achievement of the

full potential of all staff and students.

Our Vision

We will become an academic research and teaching organisation that has:

• increased its internal cohesion and external connectivity with community, government, industry and academic partners to assume a leadership role in mobilising the power of multidisciplinary, inter-sectoral networks;

• shifted its research focus towards intervention research and the translation interface with industry and community;

• shifted its teaching focus to assume well-accepted roles in both generic and specialised university education through integrating with the teaching activities of other schools and faculties;

• embraced greater diversity in its research and teaching programs, student and staff backgrounds and the range of expertise and geographic locations of its partners;

• adopted state-of-the-art communications technology in the marketing and delivery of its programs; and

• empowered its staff and students to attain higher levels of achievement through career development opportunities, coaching and real rewards in proportion to contribution and outcomes.

School of Population Health’s Operational Priorities Plan 2009 - 20133


Contents

1. Introduction......................................................................................................................................1

2. Context..............................................................................................................................................1

2.1. The Selective Nature of the OPP.............................................................................................1

3. Structure...........................................................................................................................................1

3.1. Priority Objectives: Strategic and Operational Objectives.......................................................1

3.2. Overall and Operational Responsibility...................................................................................1

3.3. Performance Indicators...........................................................................................................1

3.4. Implementation Strategies......................................................................................................2

3.5. Implementation Schedules......................................................................................................2

4. Education...........................................................................................................................................3

5. Research and Research Training........................................................................................................4

6. External Relations and Community Engagement..............................................................................5

7. People and Resources.......................................................................................................................6



1 IntroductionThe School of Population Health (SPH) in the Faculty of Medicine, Dentistry and Health Sciences (FMDHS) at The University of Western Australia (UWA) is a research intensive academic organisation giving expression to the belief that excellence in research underpins excellence in teaching and in Community partnerships. In 2008, the School commenced working on the 2009 – 2013 Strategic Plan ‘Partnerships that make a difference’.

The Operational Priorities Plan (OPP) 2009-2013 is designed to progress the School’s vision of ‘Partnerships that make a difference’ over the five year span of the Plan. It does this by identifying four strategic objectives which are to be given the highest priority across UWA, FMDHS and SPH for the duration of the Plan. For each of these strategic objectives, responsibility and accountability has been assigned, performance indicators and associated targets have been specified, and a set of associated operational objectives and key implementation strategies have also been identified.

2 ContextThe OPP 2009-2013 is the School’s second OPP and has a life of five years from 2009 to 2013 rather than three years. This longer timeframe recognises that the impact of many of the strategies that will be undertaken under the auspices of the OPP will not be seen for several years. Strategies have to be developed and appropriately funded before they are implemented and this takes time. It is also structured around four strategic themes rather than the six in the previous OPP.

The OPP should be seen in the context of the integrated processes described in the University’s Cycle of Planning and Accountability. The OPP provides the critical link between broad strategic and detailed operational planning which in turn aligns with the University’s budgetary and performance monitoring processes. Further details are provided below.

3 The Selective Nature of the OPP

The OPP identifies the strategic objectives that are considered to be of the highest priority for the SPH for the duration of the Plan. Consequently the highest priority will be afforded to funding strategies designed to facilitate the achievement of these OPP objectives. The OPP is therefore necessarily selective; appropriate focus would be lost if a more extensive list of priorities were specified.

While this iteration of the OPP identifies selected priority strategic and operational objectives that are to be high priority, it is recognised nonetheless that there are other worthwhile objectives that will be actively pursued by the School. This does not invalidate these other objectives.

4 Structure

The OPP is organised into the following four sections:• Education• Research and Research Training• External Relations and Community Engagement• People and Resources

This structure is based on the University’s and FMDHS’s OPP structure so it is clear how the School’s objectives align with those of the Faculty and University.

Each of the sections comprises a strategic objective with associated operational objectives and performance indicators, implementation strategies and, overall responsibility.



5 Priority Objectives: Strategic and Operational Objectives

An over-arching strategic objective, couched in broad terms, is specified for each section. Several operational objectives are specified for each strategic objective, giving a more specific operational focus to the over-arching strategic priority, while the associated performance indicators and strategies provide more detail on what is to be achieved and how it might be done.

6 Overall and Operational Responsibility

Individuals who have the overall responsibility for achieving a strategic objective are listed under the strategic objective. However while the overall responsibility is identified, it is clear that the overall achievement of objectives depends on the collective efforts of the School’s staff and others. Key staff members with responsibility for each operational objective are listed on the Implementation Schedule where relevant.

7 Performance Indicators

The performance indicators specified in the OPP have been designed to facilitate objective measurement of aspects of progress towards each strategic objective. These indicators are necessarily selective, in the sense that they have been chosen from a large set of possible indicators mainly because they give a better indication of the overall progress towards the OPP objectives than other indicators.

It should nonetheless be noted that it is not possible to attempt to objectively measure all aspects of the School’s performance relevant to achieving objectives. Assessment of the School’s performance using the performance indicators specified in the OPP will be supplemented by qualitative/subjective judgement of performance in other areas that are either not amenable to quantitative assessment or for which data are currently not available. Where practical, steps will be taken to collect additional relevant data.

8 Implementation Strategies

The implementation strategies outline the means of achieving each of the desired outcomes. While every effort has been made to make the listed implementation strategies fairly comprehensive, the list is not necessarily exhaustive.

9 Implementation Schedules

A separate OPP Implementation Schedule has been prepared to show specific responsibilities, actions, resources and timelines for achieving different operational aspects of each strategy. This schedule will provide details of current and proposed projects for the duration of the OPP.



1. Education

For the years 2009-2013 priority attention will be given to:

Strategic Objective: To improve the quality of the student learning experience

Responsibility: Head of School, Deputy Head of School & Teaching Executive Group

Performance Indicators: 1. Student Load2. Student Satisfaction (SURF, CEQ) 3. Course Completion Rates 4. Student Pass Rates 5. Graduate Outcomes (GDS) 7. Access, participation and completion rates of designated equity groups 8. Number of SPH students undertaking placements and rural or international field trips

Operational Objective ED1: To recruit and graduate a diverse student cohort of the highest quality

Implementation Strategies ED2: Plan for student growth whilst maintaining and improving educational quality ED3: Work collaboratively with the International Office, Student Affairs, Public Affairs, FMDHS

and its Schools to recruit local, rural, national and international students to our courses.ED4: Instigate a program to create a greater awareness among potential student markets of

‘population health’ as an important health discipline and pathway to a variety of health sector jobs

ED5: Target mid-career professionals to engage in our professional development programsED6: Prepare staff to work better with diverse student populations through in-house trainingED7: Appoint an internal ‘International Student Officer’ to assist with the pastoral care for

studentsED8: Increase our indigenous student population through community liaison and investigation

of potential sources of financial assistance.



Operational Objective ED9: To improve the quality and scope of the School’s courses

Implementation Strategies ED9.1 Review teaching modes and assessment methods to establish school guidelines ED9.2 Continue to develop the Master of Nursing Science course through a more flexible and

viable structure and ensure national accreditationED9.3 Review all undergraduate and postgraduate units and programs within the context of

New Courses 2012, a broader international perspective and health workforce trendsED9.4 Design and implement a new major for Population Health within a BSc and ensure

articulation with postgraduate coursework degreesED9.5 Contribute to the design of the new MD graduate medical degree in areas of strength in

teaching and research training ED9.6 Proactively embed communication and research skills throughout all our courses ED9.7 Continue to develop work place practicum, field work opportunities and pathways to

study abroad to enhance the holistic student experience and provide preparation for future careers in population health

ED9.8 Encourage breadth of study and cultural competence among all students ED9.9 Enhance our systems of academic advice and mentoring for students ED9.10 Develop on-line units for distance education and professional development

Operational Objective ED10: To extend high-quality teaching approaches and improve learning outcomes

Implementation Strategies ED11: Participate in university, Faculty, School and discipline level benchmarking and quality

assurance processes and respond to identified weaknesses and development opportunities.

ED12: Develop long-term strategies for integrated approaches to learning ED13: Encourage staff to participate in Teaching & Learning programs presented by the school,

CATL and FMDHS Health Professional Education ED14: Proactively use student evaluation/indicators to improve, support and disseminate good

teaching practices at all levels



Operational Objective ED15: To further develop the links between teaching, learning and research

Implementation Strategies ED16: Support staff to achieve a balance between teaching, research and service through annual

application of the School workload formulaED17: Ensure research skills are embedded in all of our courses and maximise opportunities for

coursework students to engage in research and higher degree by research students to engage in studying and solving real contemporary public health problems.

ED18: Support a research and evidence-based culture to improving the health of populationsED19: Support and develop staff to be research active and effective teachers

Operational Objective ED20: To improve student engagement in a high-quality campus community

Implementation Strategies ED21: Implement teaching practices which encourage and support students to engage deeply

with their learning ED22: Encourage interaction amongst students, former students, staff, the health professions

and the community ED23: Encourage among all students a sense of life-long partnership with the School, Faculty

and UWA ED24: Provide financial and administrative support to student societies and alumniED25: Provide high quality support services and facilities which encourage students to engage

with the School’s academic and social activities.



2. Research and Research Training


Strategic Objective: To improve the quality, impact and productivity of research and research training

Responsibility: Head of School, Research Committee, Graduate Research Coordinator and School Manager

Performance Indicators:

1 Total research income

2 Australian Competitive Grant income

3 International research income

4 Research contract income

5 Research income per academic FTE (level B and above)

6 Research income from ARC Centres of Excellence and NHMRC Program grants

7 Number of articles published in ISI indexed journals

8 Number of articles published in ERA Category A & B journals and high impact journals

9 Total annual citations generated by SPH articles in ISI indexed journals

12 HDR student load, including international students

10 HDR completions and completion rates (% HDR completions per separation)

11 DEEWR time-limit load as a proportion of the domestic HDR Load

12 Student satisfaction (PREQ, student exit surveys, OSCAR)

13 Number of HDR students authoring ISI indexed journals and monographs



Operational Objective RRT1: To enhance the capacity and relevance of the School’s research

Implementation StrategiesRRT1.1 Keep ourselves well informed on national and international research priorities and

opportunities for research that address the improvement in health of vulnerable populations.

RRT1.2 Develop closer relations with stake holders, industry, universities, institutes, hospitals, not for profit and governmental organisations and sectors, to facilitate the development of strong research partnerships.

RRT1.3 Develop and position research groups to win major Centres of Excellence and NHMRC capacity building grants

RRT1.4 Strategically build closer research partnerships with local, national and international universities and research institutes and use these partnerships to leverage additional benefits

RRT1.5 Assist early career researchers to develop their track record and win research grants through financial assistance, mentoring by established senior researchers and peer support programs

RRT1.6 Implement a training program to upskill researchers in new research approaches and methodologies and assist researchers to attend courses and conferences

RRT1.7 Devise and implement a ‘Research Workload Formula’ for research active staff for use in equitable distribution of workload within research groups, benchmarking productivity, and informing development and career progression

RRT1.8 Develop a network of Adjunct staff and facilitate their active participation in research and research training within the school

RRT1.9 Re-new appointment of School Consumer Advocate and enhance community relevance through researchers engaging with the School’s Consumer and Community Advisory Council and supporting a policy of community participation as standard practice in all research programs.

Operational Objective RRT2: To improve the impact of research outcomes for partners and stakeholders

Implementation Strategies RRT2.1 Recognise and reward staff and students for quality and impact of research publications

and grant success RRT2.2 Develop a model of the research process that is ‘translation-ready’ through engagement

of industry partners and community interests at all stages, from conception through to translation into policy and practice

RRT2.3 Build research networks and service provider partnerships to conduct intervention research and projects that support research-informed change in policy and practice.



Operational Objective RRT3: To enhance the scope and quality of HDR programmes and theses

Implementation Strategies RRT3.1 Improve the recruitment of HDR students with a view to increasing the quality and

diversity of students admitted to HDR programs, including international students RRT3.2 Promote programs for supervisors to enhance their quality of research supervision RRT3.3 Promote in-house and UWA programs that enable HDR students to learn research

methods, writing and dissemination skills, and good research practice. RRT3.4 Develop mentoring programs for HDR students and support their development in terms

of positioning themselves for postdoctoral successRRT3.5 Monitor HDR students’ progress to ensure completion within the DEEWR time-limit RRT3.6 Ensure adequate resources are provided to each HDR studentRRT3.7 Support the Population Health Postgraduate Students Society in their social and

educational pursuits



3. External Relations and Community Engagement


Strategic Objective: To improve the positioning and reputation of the School of Population Health in the local, national and global community and to develop strategic relationships and community engagement.

Responsibility: Head of School, Deputy Head of School, School Manager Performance Indicators:

1. The average ATAR levels of students entering the School’s undergraduate teaching programs

2. Increasing enrolments into the School’s new and growing courses

3. The standing of the discipline of public/population health and nursing at UWA in national teaching and research performance rankings and benchmarking exercises

4. Number of adjunct staff, number of publications with interstate and international co-authors, number of grants with interstate and international co-investigators, number of eminent international visitors, and number of community engagement events

Operational Objective ERCE1: To ensure the School is positioned to maximise its potential as a high quality teaching

and research intensive school of population health, locally, nationally and internationally

Implementation Strategies ERCE1.1 Review and develop a new School Strategic Plan to prioritise future endeavoursERCE1.2 Regularly review and update marketing plans and brand identities for the School’s

teaching and research sectors; particularly within new and growing teaching programs and flexible delivery methods.

ERCE1.3 Liaise with UWA Public Affairs, Student Affairs, Office of Development, International Office, FMDHS and its Schools to ensure a coordinated approach to marketing and positioning

ERCE1.4 Raise the profile of our staff and students by promoting them and their successes through upgraded web and communication technologies



Operational Objective ERCE2: To develop strategic relationships between the School and decision makers and

leaders, particularly in the health sectors of government at all levels, industry, and the wider community

Implementation Strategies ERCE2.1 Utilise the School’s Strategic Plan as a mechanism for engaging with our stakeholders

from within the University, WA Education sector, Local and State Governments, the not for profit sector and Industry

ERCE2.2 Establish, renew and grow relationships with key branches of the WA Department of Health, other state government agencies, health agencies and relevant professional and accreditation bodies

ERCE2.3 Encourage staff members to strategically cultivate interactive, multi-faceted partnerships with government, industry and community groups, as well as the wider private sector and to seek membership on policy and planning committees of key professional and administrative bodies

ERCE2.4 Gather information on current collaborations and partnerships and monitor their successes.

Operational Objective ERCE3: To enhance the School’s engagement with graduates, colleagues and the wider

community

Implementation Strategies ERCE3.1 Encourage involvement of the School’s Consumer Advocate and Consumer and

Community Advisory Council in the School’s teaching and research activities ERCE3.2 Facilitate engagement with the wider community by staff and students through

professional and community service roles and community-focussed activities of student societies

ERCE3.3 Lever greater awareness of the School and its teaching and research programs through participation in events such as UWA Open day

ERCE3.4 Increase support and interaction between the School and the Health Science Student Society and the Health Science Alumni.

ERCE3.5 Develop a register of (completed) postgraduate coursework and research students to form a postgraduate alumni

ERCE3.6 Recognise and support professional and community service as part of the academic role ERCE3.7 Encourage academic discussion and comment on issues of public importance



4. People and Resources


Strategic Objective: To develop our people and resources

Responsibility: Head of School

Performance Indicators:

People

1 Proportion of academic staff with a doctorate

2 Proportion of professional staff with a tertiary qualification

3 Proportion of staff with a completed annual professional development review

4 Proportion of staff undertaking professional development

5 Equity index and number of Indigenous staff

Resourcing

6 Total Income

7 Fee paying income

8 Employee costs as a proportion of total expenditure

9 Annual leave liability ($ and days per FTE)

10 Annual debit/credit balance of Teaching and Administration account

Physical Resources

11 Accommodation relative to benchmarks

Decision-Making Structures and Processes

12 Open and inclusive decision making processes visible within committee processes



Operational Objective PR1: To attract, develop and retain the highest quality staff

Implementation Strategies PR1.1 Seek to appoint academics with excellent teaching and research portfolios.PR1.2 Develop leadership and management capacity within the School PR1.3 Devise and implement mentoring programs and succession planningPR1.4 Create a high performance culture by recognising and rewarding staffPR1.5 Support staff development through the Professional Development Review process and

through in house and external training and development programsPR1.6 Provide flexible working options for staffPR1.7 Provide structured and evaluated teaching experience for junior research staffPR1.8 Use workload models to ensure an equitable balance of Teaching, Research and

Administration activitiesPR1.9 Create an equitable and diverse work environment PR1.10 Encourage a safe and supportive workplace

Operational Objective PR2: To increase and diversify availability of financial resources

Implementation Strategies PR2.1 Facilitate efficient and effective management of financial resources within budget

constraints PR2.2 Encourage and support staff to clear leave entitlements and reduce staff leave liabilityPR2.3 Increase and diversify income through re-developing and/or re-structuring teaching

programs to achieve adequate enrolments in each unit and to tap into new student markets

PR2.4 Ensure through informed design and marketing the financial viability of the School’s new population health major and associated broadening and complementary units in New Courses commencing 2012

PR2.5 Seek external funding for W/Professorial appointments

Operational Objective PR1: To optimise the use of physical resources

Implementation Strategies PR1.1 Ensure an open and comprehensive policy of accommodation and facilities allocationPR1.2 Maintain and enhance the School’s accommodation PR1.3 Maximise the efficient use of School’s accommodation and facilities for teaching and

research activities



Operational Objective PR3: To improve the management of information and IT

Implementation Strategies PR3.1 Build and maintain efficient, sustainable and effective IT foundations for the School’s

activities in cooperation with the FMDHS IT teamPR3.2 Promote a friendly, customer focused IT service PR3.3 Develop and promote a data confidentiality policy and processPR3.4 Ensure continued dual level access for IT users

high level security, identified patient database storage and usage, inaccessible externally low level security, normal usage, accessible externally

PR3.5 Identify and act on opportunities for efficiency gains through application of technology to business and research processes in the School

Operational Objective PR4: To improve decision-making structures and processes

Implementation Strategies PR4.1 Continue to support an environment of transparent and consultative decision-makingPR4.2 Review and document the structure and governance of the SchoolPR4.3 Review the role, terms of reference, membership and performance of committeesPR4.4 Endorse and recognise staff representation of the School on Faculty and UWA committeesPR4.5 Work more efficiently and effectively across organisational boundaries

Operational Objective PR5: To operate in a risk minimisation environment

Implementation Strategies PR5.1 Participate in the annual risk management audit and plan for the FMDHSPR5.2 Promote UWA occupational health and safety information PR5.3 Ensure staff and students have followed the correct procedures for travel



Operational Objective PR6: To operate in an environmentally sustainable mode

Implementation Strategies PR6.1 Promote minimisation of paper usage; use recycled paperPR6.2 Promote recycling of all paper waste, food containers, batteries, printer cartridges and old

computing equipmentPR6.3 Minimise energy inefficiencies and wastage and encourage energy-saving procedures


5€¦ · web view5. research and ... steps will be taken to collect additional relevant data....

Documents