Division of Health Sciences. Strategic Plan

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1 Division of Health Sciences Strategic Plan

2 Division of Health Sciences Improving health at home and around the world Whaia te Iti Kahurangi hāpaitia te hauora ki te kāinga, ki te ao

3 About the Division of Health Sciences Tēnā koutou kātoa The Division of Health Sciences at the University of Otago is a leading New Zealand provider of undergraduate and postgraduate education and training in health workforce professions and biomedical sciences. It also leads research in the related medical, public health and biomedical sciences. PAGE ONE The Division of Health Sciences has campuses in Dunedin, Christchurch and Wellington, and teaching hubs in Gisborne, Hawke s Bay, Palmerston North, Nelson and Invercargill. Teaching in the Faculty of Dentistry, School of Pharmacy, School of Physiotherapy, Otago School of Medical Sciences and the Dunedin School of Medicine is overseen from the Dunedin campus. The University of Otago Christchurch, and the University of Otago Wellington campuses are key components of the Division s national infrastructure 1. The balance of research, teaching, community service and clinical duties is a special characteristic of many of the Division s staff. The Division delivers undergraduate programmes in Dentistry, Medical Laboratory Science, Medicine, Pharmacy and Physiotherapy based on a common Health Sciences First Year. Other undergraduate programmes in the Division include the Bachelor of Oral Health, Bachelor of Dental Technology, Bachelor of Radiation Therapy and Bachelor of Biomedical Sciences. The strong biomedical science departments within the Division have close linkages with the Division of Sciences and offer Bachelor of Science majors. Postgraduate study is an important aspect of the Division of Health Sciences and is available in most of the undergraduate programme areas. The Division also offers a wide range of postgraduate programmes including, for example, in the areas of biomedical sciences, nursing and public health. Research is a key component of the Division of Health Sciences activities and the Division has an international reputation for the strength of its research. The research environment of the Division supports a large number of research masters and doctoral students. The Division also has strong involvement in the continuing education of health professionals and offers a wide range of postgraduate certificates, diplomas and degrees, many of which are available by distance learning. The Division is committed to its obligations under the Treaty of Waitangi and to developing strategies to attract, recruit and retain Mäori staff and students, educate students in Mäori health needs and to provide appropriate clinical experience of Mäori health care provision. The Division is also committed to Pacific health development and engagement with Pacific communities. 1 Earthquakes since late 2010 have significantly disrupted the University of Otago Christchurch campus. The rebuild of the Christchurch campus is a top priority for the Division of Health Sciences, alongside ensuring that high quality teaching and research continue despite the difficult circumstances.

4 About the Strategic Plan The plan builds on the foundation of the Division s plan and aims to focus attention on the eleven strategic priorities that will be of particular importance over the next six years or more. PAGE TWO Mission Statement The Division of Health Sciences will provide New Zealand society and other communities with a highly qualified workforce in the health professions and will lead research and academic advancement in the areas of health and biomedical science. The Division will promote health, health care and equitable health outcomes through outstanding basic and applied research and world-class academic and professional leadership. This will be achieved through researchbased undergraduate, postgraduate and professional academic programmes of international standard in the health and biomedical sciences and the translation of research into products and services to benefit society.

5 Strategic Imperatives: An Overview PAGE THREE The University s Strategic Direction to 2012 provides six strategic imperatives and each imperative addresses an area regarded as vital to the future of the University: 1. Achieving Research Excellence 2. Achieving Excellence in Research - Informed Teaching 3. Ensuring Outstanding Campus Environments and Student Experience 4. Contributing to the National Good and to International Progress 5. Strengthening External Engagement 6. Building and Sustaining Capability These imperatives provide the framework for the Division of Health Sciences Strategic Plan. STRATEGIC GOALS 1. Achieving Research Excellence being a research-led Division, promoting excellence in research recruiting and retaining high quality research staff increasing our research capacity and strengthening our research reputation providing a quality learning environment for a growing number of postgraduate research students and promoting research-based learning encouraging the translation of research into products and services aimed at providing health, social and economic benefits to society providing strong support for, and effectively communicating, our areas of research strength developing and maintaining an infrastructure that sustains and promotes high quality research positioning the Division effectively to respond to new opportunities. 2. Achieving Excellence in Research-Informed Teaching fostering a stimulating learning environment that promotes intellectual curiosity and a thirst for knowledge fostering innovative approaches in the delivery of teaching, informed by research and clinical practice fostering research-active academic staff in an environment that supports their development and excellence in teaching attracting and retaining high calibre, committed and motivated students ensuring that Health Sciences First Year provides students with a sound academic platform for future study

6 providing high quality undergraduate degree programmes that meet international standards of scholarship providing high quality postgraduate programmes in areas where we have special expertise promoting methods of programme delivery which enhance understanding of concepts, development of skills and enthusiasm for life-long learning ensuring that learning objectives meet the contemporary needs of New Zealand, including the encouragement of interprofessional learning ensuring graduates will be recognised nationally and internationally for their high standards of clinical excellence and professionalism fostering the internationalisation of learning through the incorporation of international perspectives in the curriculum and setting of clear targets for international students in our undergraduate and postgraduate professional programmes. PAGE FOUR 3. Ensuring Outstanding Campus Environments and Student Experience ensuring that domestic and international students enrolled in Health Sciences programmes are fully able to take advantage of the educational opportunities available to them ensuring the provision of adequate teaching, research and IT facilities and other physical resources for students and staff in all learning, teaching and research environments (campus, distance, clinical) ensuring a co-ordinated and strategic approach to the development of northern campuses, regional centres and teaching and learning spokes providing appropriate support for students from a wide variety of ethnic and cultural backgrounds communicating with our students effectively and seeking their input in our planning responding to the disruption on the Christchurch campus caused by earthquakes and supporting policies and interventions to minimise the impact of this disruption. 4. Contributing to the National Good and to International Progress strengthening the Division s commitment to Mäori and the principles of the Treaty of Waitangi promoting and supporting the inclusion of Pacific peoples in the research and academic environment of the Division ensuring students understand, and are responsive to, New Zealand s socio-cultural diversity and the specific health needs in both urban and rural environments fostering the development of distance learning programmes, especially at the postgraduate level in areas where we have special knowledge and expertise supporting, where appropriate, the community service of staff in providing advisory or expert consultancy services to local, national and international institutions or agencies conducting research that contributes to the development of biomedical technologies, and the improvement of policy and practice to advance national and international health outcomes.

7 5. Strengthening External Engagement strengthening relationships with the key external bodies with whom each of the Schools within the Division interact fostering and maintaining effective links with District Health Boards, primary health care providers and other health providers for the provision of education and clinical training opportunities for students in the professional undergraduate and postgraduate programmes PAGE FIVE promoting and sustaining relationships with key research groups and research funding agencies, nationally and internationally developing, promoting and sustaining relationships with relevant industries promoting the interests and profile of the Division, including research findings, to central and local government, the health community, alumni and the wider public nationally and internationally. 6. Building and Sustaining Capacity ensuring the Division remains financially healthy through priority setting, pursuing funding sources, fostering links with funders and donors and sound management ensuring the Division has the resources to recruit, develop, retain and reward staff who pursue excellence in research, teaching, administration and service growing and developing a balanced staff profile to meet future teaching, research and administrative requirements providing an appropriate physical environment for effective research, teaching, clinical training and quality learning ensuring that all staff receive the support required to equip them with the skills needed to effectively meet their responsibilities and to advance their careers increasing a sense of participation in University matters by all staff.

8 Division of Health Sciences Strategic Directions UNIVERSITY OF OTAGO STRATEGIC PLAN Strategic Imperatives Research Excellence Excellence in Research- Informed Teaching Outstanding Campus Environments and Student Experience Contributing to National Good and International Progress Strengthening External Engagement Capability DIVISION OF HEALTH SCIENCES STRATEGIC PLAN Mission Statement The Division of Health Science will provide New Zealand society and other communities with a highly qualified workforce in the health professions and will lead research and academic advancement in the areas of health and biomedical science. The Division will promote health, health care and equitable health outcomes through outstanding basic and applied research and world-class academic and professional leadership. This will be achieved through research-based undergraduate, postgraduate and professional academic programmes of international standard in the health and biomedical sciences. Building and Sustaining Capability PAGE SIX Division of Health Sciences Strategic Goals Strategic Priorities Research Programme Development Strategic Engagement Mäori Development Pacific Development Future Focus of Northern Schools Space Needs Internationalisation Commercialisation Financial Planning and Management Succession Planning

9 Turning Strategy into Action There are eleven areas of action outlined in the Strategic Direction diagram on the previous page. These eleven priority areas do not cover all the goals within the Division s Strategic Plan. It is expected that everyday strategic and operational planning should continue to be guided by all the goals. PAGE SEVEN Examples of projects to be undertaken in each of the eleven areas are as follows. Research Development of an action plan for research, including the exploration of diversification and extension of funding bases, and strengthening international research engagement. Programme Development Consideration of the Division s role within the established and newly emerged health professions that are not currently offered by the Division. Strategic Engagement Development of a plan and materials to support the engagement with key stakeholders. Māori Development Development of a Mäori Development Plan to align with the University s Mäori Strategic Framework and Mäori aspirations for health and education. Pacific Development Implementation of the Division s Pacific Strategic Framework and building on its goals. Future focus of Northern Schools Development of a statement of Strategic Purpose for the Northern Schools and the development of initiatives to support the goals. Space Needs Development of prioritised short and longer-term space needs. Internationalisation Establishment of a plan to encourage strategies and activities to expand and enhance our international networks and profile. The plan will identify the role international students play in the future development of the Division. Commercialisation Discovery of commercialisation areas and a stocktake of national and international trends relevant to commercialisation. Financial Planning and Management Evaluation of the changing environment in future planning, including forecasting growth targets and their implications. Development of policies around surpluses and overheads. Succession Planning Establishment of a working group to make recommendations to help strengthen and secure the Division s future workforce.

10 Strategic Plan