Task Force on the Future of Health
Related Programs
at UNCW
Part I: Chronology & Charge
Dr. Kris A. Walters
Process & Timeline

January 19-20, 2007 — 15 faculty
attended a two-day planning retreat

January 20-April 5 — 38 one hour
interviews

March 15 — The charge was endorsed
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Provost’s Charge to the Task Force

“To define the guiding principles and specify
the basic operational elements essential to
giving shape and substance to a new health
programs college”

“The new structure will include, at a
minimum, Nursing, HAHS, and Social Work”

“The Task Force will complete its work in a
timely manner to allow for a Fall 2009
opening of the new college”
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Task Force Background

Response to long standing discussion

The Task Force members were nominated
by academic chairs and deans

Task Force report due in December 2007
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Process & Timeline
May 1—November 30, 2007
1.
2.
3.
The Task Force has held four mini-retreats
28 meetings of the whole or sub-committees
have taken place
The Task Force has a standing meeting
every Tuesday
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Process & Timeline Cont.
May 1—November 30, 2007
4.
5.
6.
7.
Five Chancellor briefings have occurred
Six Provost briefings
Four Dean briefings
Four Stakeholders’ sessions:
•
•
•
•
January 19
March 15
October 12
November 15
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Process & Timeline Cont.
December 2007—Fall 2009
8.
9.
10.
11.
12.
Preliminary draft of the Task Force report:
December 2007
Final report: February 2008
Dean search begins: July 2008
Planning appointment for Dean: Spring 2009
New College opens August 2009
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Opportunities Provided for
Faculty Input
Four Stakeholders’ sessions
 Three surveys collected
 38 interviews
 Departmental meetings
 Individual meetings
 Research conducted
 Continuing email conversations
 Website: www.uncw.edu/local/health

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Driving Forces
Part II
Dr. Kris A. Walters
Why a New College?

Expand learning/research/service opportunities for
students

Meet needs of the region and the professions

Secure additional external funding

Remain competitive and position UNCW for the
future

Increase visibility

Meet increased requirements for accountability

Apply scholarship consistent with real world
experiences
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Why a New College?
Public Needs

Health care, wellness and human services are
identified as critical immediate and future needs
locally, regionally, & globally

Public demands as evidenced by:




Work force studies – 36% average growth by 2014
Changing demographics
Economic projections for Southeastern N.C.
Shortage of health care professionals
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Why a New College?
Public Needs

UNCW is in a central health care location
surrounded by geographic areas with emerging
needs—thus the New College would:



Help develop Wilmington as a heath & human
services center
Assist with identifying and addressing current
disparities
Attract health care & human services professionals,
groups, & faculty
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Why a New College?
Availability of Funding

Increased emphasis on inter-disciplinary and interagency collaboration in the funding of services

Funding already available:

External Funding


In 2006, 1.9 billion dollars of external funding for UNC System went
to health, social service, & biomedical areas; no significant change
projected for this type of funding
Clinical research potential



Global increase in clinical research projected to continue
Availability of publicly & privately funded clinical research
Wilmington becoming popular location for biopharmaceutical
companies & contract research organizations
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Why a New College?
Remaining Current & Competitive

Our competition is ahead of us:
 Many UNC institutions & non-N.C.
universities are moving toward an
identifiable health entity

UNCW needs to recognize the changes in health
care, wellness, nursing, & human services to
remain competitive & attractive to students &
funding sources
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Why a New College?
Visibility

Increased visibility of the new college will:
 Attract world class faculty
 Attract new resources
 Attract more students
 Attract students earlier
 Assist students in identifying areas of study
earlier
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Why a New College?
Efficiency

Reduce duplication: The Task Force has
already proposed more than 20 joint or
shared courses, certificates or degrees

Leverage existing resources

Be more competitive among our peers

Implement performance based funding in
select areas
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Why a New College?
Accountability
Respond to increasing public
expectations that universities address the
changing needs of society
 Address Legislative benchmarks
 Improve student outcome assessments
 Exceed accreditation standards
 Excel in peer comparisons
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
Why a New College?
Capacity

Our programs have one common focus…
the application of knowledge regarding
health, wellness, human needs, & quality
of life

UNCW can be positioned to address the
teaching, applied scholarship, and
research needs of our students and the
health care profession
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Intent & Goals
Part III
Dr. Candy Ashton
INTENT

Health is defined as “a state of complete
physical, mental and social well-being, and
not merely the absence of disease” [World
Health Organization]

We share a common concern for the
quality of life of individuals and
communities
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GOALS

A new college focused on health and
wellness will provide a vehicle for UNCW to:
Prepare health & human service professionals
for the 21st century
 Promote outreach services to the community
to address health disparities
 Research interventions and “best practices” to
enhance citizen health
 Develop health policy to create vital SE NC
communities

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Goals Cont.

Preserve and enhance well-established
academic units

Ensure the centrality of teaching in a
model that links teaching, synthesis,
application, research, and service
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Goals Cont.

Develop new 21st century practices for
inter-disciplinary teaching and internships

Create opportunities and incentives for
collaborative and community-based faculty
research and service
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Goals Cont.

Foster inter-disciplinary learning and
practice for students

Ensure that faculty create learning
structures and practices—that reflect an
inter-disciplinary commitment

Identify common core content that spans
units—reflects a shared knowledge base,
common ethics and values
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Goals Cont.

The Task Force embraces an aggressive
peer comparison approach that holds the
college to the highest standards

The new college will operate within the
frameworks of:
UNCW Strategic Plan
 UNCW Performance Indicators
 National/peer-relevant performance indicators

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PEW COMMISSION

Competencies for 21st Century Health
Professions:
Work in interdisciplinary teams
 Provide evidence-based care
 Practice preventive health care
 Improve access to health care for those with
unmet health needs
 Provide culturally sensitive care
 Partner with communities in health care
decisions

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An Approach to Scholarship
Transdisciplinary

A collaborative and transdisciplinary theme is
proposed for the new college

The “transdisciplinary” approach is based on:




A holistic focus
The transfer of information, knowledge, and skills
across discipline boundaries
The convergence of knowledge as the key to
understanding
A common conceptual framework
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New College Timeline,
Leadership, and Organization
Part IV
Dr. Candy Ashton
Establishing the Framework
Guiding Principles

The Task Force has established 27 Guiding
Principles in five areas:
General Agreements, Intent & Philosophy
principles
 Organizational principles
 Curricular principles
 Related program principles
 Efficiency and accountability principles

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Examples of the Guiding Principles

Emerging Agreements about Intent & Philosophy:


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Dedicated to the study and promotion of health
Embraces innovation, interaction, collaboration, and
team building across disciplines
Promotes external partnerships with professional
organizations, service entities, and regional
governmental agencies
Organizational Principles:


Transparent budget process consistent with the
Chancellor’s call
Commitment to ensuring equal unit status and parity
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Examples of the Guiding Principles

Curricular Principles:



Common core of content that ensures a coherent
shared knowledge base, framework of ethics, and
intellectual values
Transdisciplinary model applied to goal setting,
problem solving, teaching, research, and service
Related Program Principles:

Strong commitment to:



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Region’s needs
Ethical and intellectual accountability
Diversity in content and experience
Technology
International health related issues
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Current Programs
SCHOOL
Of
NURSING
DEPARTMENT
Of
HAHS
BS - Prelicensure
Athletic
Training
RN to BS
Exercise
Science
BS Clinical
Research
MSN
Nurse Educator
FNP
Post Masters Cert
Nursing Educ
RN to MSN option
Gerontology
Certificate / MS
Community
Health
Physical
Education - TC
Recreation
Therapy
Rec Management
DEPARTMENT
Of
SOCIAL WORK
Bachelor
Of
Social Work
Master
Of
Social Work
College of Health & Human Services
Proposed Organizational Chart
Dean
College of Health &
Human Services
Associate Dean for
Research & Innovation
Associate Dean
Academic Programs
Student Service
Function
Assistant Dean
Business Affairs
* Technology Function
* Advancement Function
Nursing
Health & Applied
Human Sciences
Social Work
* The Provost has made an institutional commitment to ensuring parity among the units soon after
the college is established
* The technology and advancement functions will be planned with University Advancement and ITSD
Standing Structures to Ensure
the Vision
Planning & Resource Council
 Research & Innovations Committee
 Curriculum Committee
 Regional & Professional Engagement
Council
 Performance Accountability & Assessment
Committee

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Essential Conditions for Success

Organizational structure calls for strong leaders of
the three academic units

We must guide the evolution of the new college
consistent with the “guiding principles”

Units control personnel and base operating
budgets

Units control position dollars consistent with the
prevailing university plan
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Essential Conditions for Success

A curriculum consistent with:
Student needs & professional goals
 Faculty vision & expertise
 Curricular best practices
 National, state, & industry standards
 Licensure / certification / accreditation
requirements
 Close collaboration with Academic Affairs

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Proposed Traits for the New
College Dean

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
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Abiding respect for the student as the center of
our activities
A transformational philosophy
Visionary leadership
Team building experience
Integrity and trust
Leadership in navigating complex systems
Demonstrated successful academic leadership
Respect for and valuing of all related
disciplines and constituencies
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Timeline

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

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
Jan - Mar 2007
March 15th
December
UNCW Cabinet
Faculty Senate
UNCW Quality Council
UNCW BOT
UNC BOG
Dean Search Begins
Planning Appt. for Dean
Start of new college

Exploratory Activities

Task Force Charged

Preliminary Report Due
12/04/07
12/11/07
1/08
2/08
4/08 - 5/08

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
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7/08
Spring 2009
8/09
* These are intended as rough estimates of progress
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Thank you for your time
& patience
Questions or
comments?