Zuckerberg College of Health Sciences Strategic Plan

The Zuckerberg College of Health Sciences (ZCHS) strategic plan is intended to advance our vision and mission to reach new heights of excellence. Our roadmap below lays out the outcomes we aim to achieve, the strategic initiatives that will enable us to realize those outcomes and the metrics that will indicate our progress and success.

Outcome 1

UMass Lowell (UML) Zuckerberg College of Health Sciences will develop diverse health care and public health practitioners and scientists and meet the evolving needs of our regional economy by delivering contemporary, student-centered academic programs in collaborative learning environments.

Strategic Initiatives

• Develop pathway/dual admission programs with community colleges and consider 2+2+1 programs
• Develop strategic partnerships with regional organizations to recruit new students, especially for graduate programs
• Review and revise existing programs, and develop new programs that represent opportunities for growth that match current faculty expertise and meet regional employer needs (new, revised, online, hybrid)
• Infuse career readiness/career development elements into the curriculum at all levels

Metrics

Enrollment; graduation and retention rates; placement rates into careers/jobs/military service/continuing education; number of revised and new academic programs; enrollment in new programs; enrollment in pathway programs; feedback from employers regarding workforce needs and our graduate's readiness; licensure pass rates Enrollment from strategic partnerships

Outcome 2

UML ZCHS will produce graduates who are well-prepared to be an effective part of the future workforce and to work with diverse colleagues and populations through interprofessional education (IPE) and curricular attention to health equity.

Strategic Initiatives

• Create a Center for Interprofessional Education that will Support a redesigned College IPE infrastructure
• Develop IPE activities and projects using the Mobile Health Unit
• Support enhanced integration of IPE in the curriculum
• Create and establish new IPE activities
• Work toward a Simulation Center of Excellence that will further support IPE activities
• Review and revise curriculum to ensure an inclusive curriculum that embeds health equity across all programs

Metrics

Resources acquired to support Center for IPE; creation of Center for IPE; number of faculty involved in IPE activities; number and type of IPE activities; number students involved in IPE experiences; number students achieving IPE River Hawk Experience Distinction (RHED) distinction; curriculum changes related to IPE and health equity

Outcome 3

UML ZCHS will continue to be a collaborative, welcoming community for working and learning that facilitates the success and well-being of a diverse faculty, staff, and student body.

Strategic Initiatives

• Establish a Dean’s Student Advisory Board to identify opportunities to improve the student experience
• Expand Student Hub resources to encompass upper level and graduate students’ needs
• Create well-being opportunities and more opportunities for college-wide social and professional interaction for faculty, staff, and students
• Support and create professional development activities for college staff
• Identify and address student achievement and retention gaps Enhance faculty development opportunities to sustain faculty retention

Metrics

Number of faculty and staff attending well-being events; number of college-wide activities held and participation data; number staff engaging in professional development activities; achievement data and retention rates; participation in Hub activities; number of student suggestions implemented Faculty and staff retention rates

Outcome 4

UML ZCHS will strengthen infrastructure and resources in order to elevate our research and educational impact.

Strategic Initiatives

• Establish a Dean’s Resource Development Advisory Group comprised of representatives from all college departments to increase knowledge about financial operations and to advise dean on resource development for the college
• Seek new funding opportunities to enhance research, scholarship, and academic programs, including programmatic funding and training grants
• Increase alumni outreach and targeted fundraising campaigns for department needs Internally fund seed grants for mid-career faculty to support new lines of research
• Continue to develop a long-term plan for Weed Hall renovations and/or for new wet lab research facilities
• Ensure a doctoral program infrastructure across the college that facilitates research growth across the college

Metrics

Establishment of Dean’s Resource Development Advisory Group and outcomes of group; new grant dollars; number of philanthropic dollars raised; number of alumni outreach activities/ participants in such activities; amount of new or renovated research space; number of submitted proposals derived from seed grants; number of doctoral students engaged in research

Outcome 5

UML ZCHS will elevate our research profile by enhancing key areas of research strength and strengthening interdisciplinary collaborations.

Strategic Initiatives

• Develop and invest in interdisciplinary clusters of research excellence to build research depth in current and emerging areas of strength
  • Healthy aging; women’s health; gut microbiome and more
• Invest in seed grants and other activities that increase research collaborations across the college and university
• Establish a college-wide research seminar series and/or a college research day/symposium for faculty and students

Metrics

Number of faculty that belong to identified research clusters; number seed grants supporting interdisciplinary collaborations; research grant dollars obtained; research expenditures; number of attendees at college-wide research seminars/events

Outcome 6 

UML ZCHS will positively impact the health status and the economic and educational development of the region by deepening and expanding community engagement and partnerships.

Strategic Initiatives

• Establish and formalize mutually beneficial partnerships with community organizations
• Establish clinics and outreach activities that benefit the community (for example: pro bono Physical THerapy clinic, IPE wellness clinic, Mobile Health unit activities)
• Implement continuing education programs for alumni, clinical preceptors, and local practitioners
• Establish an annual Dean’s speaker series/signature event for both UML and broader community audiences

Metrics

Participation in speaker series events; establishment and utilization of clinic activities; participation in Continuing Education Unit (CEU) activities; number of formal partnerships with community organizations