All Staff Meeting June 8, 2017 Keep Gillings Strong Strong - PowerPoint PPT Presentation

All Staff Meeting June 8, 2017

Keep Gillings Strong  Strong leadership  Support our staff and help them develop professionally.  Recruit and retain strong faculty members.  Recruit and support our students.  Cope effectively with budget threats and challenges.  Evolve, adapt and change.

Commencement 2017

JOYOUS DAY!

Aaron Williams, MBA, former head of Peace Corps, commencement speaker

Thanks to all staff members who helped!

School-Level Searches  Assistant Dean, Inclusive Excellence  Associate Dean, Advancement  Director, North Carolina Institute for Public Health  Chair, Epidemiology

Leadership: Advancement Sterling Frierson, MS, EdS Interim Associate Dean

Leadership: North Carolina Institute for Public Health Rachel Wilfert, MD, MPH, CPH Interim Director and Training Manager

New Leadership: Health Behavior Kurt Ribisl, PhD Professor Chair, July 1, 2017

GILLINGS SCHOOL OF GLOBAL PUBLIC HEALTH Vice Dean EXTERNAL ADVISORY Dean Todd Nicolet, PhD GROUPS Barbara K. Rimer, DrPH, Alumni Distinguished Professor • Alumni Association Governing Board EMERGING • External Advisory Committee INCLUSIVE EXCELLENCE STRATEGIC INITIATIVES PARTNERSHIPS • Public Health Foundation Board TBD, Assistant Dean Elizabeth French, MA, Assistant Dean Jim Herrington, PhD, • Practice Advisory Committee • Executive Director SPH Advisory Council Departments & Academic, Research, Administration Programs Programmatic & Practice Support CHAIRS ACADEMIC COMMUNICATIONS LOCAL FINANCE AND BUSINESS AND STUDENT David Pesci, Katie Thornsvard, MAC, CPA, BIOSTATISTICS AFFAIRS MATERNAL & CHILD Director Assistant Dean N.C. INSTITUTE FOR Jianwen Cai, PhD, HEALTH Laura Linnan, PUBLIC HEALTH Interim Chair and Carolyn Halpern, PhD, ScD, Senior Cary C. Boshamer Rachel Wilfert, MD, Professor HUMAN RESOURCES ADVANCEMENT Distinguished Associate Interim Director Stephen Regan, MA, Assistant Sterling Frierson, Professor NUTRITION Dean and Dean Interim Associate Elizabeth Mayer- Dean Professor ENVIRONMENTAL GLOBAL Davis, PhD, Cary C. SCIENCES & INFORMATION TECHNOLOGY Boshamer ENGINEERING AND PROJECT PLANNING Distinguished PRACTICE RESEARCH, Barbara Turpin, PhD, STUDENT AFFAIRS Kathy Anderson, PhD, Associate Professor Anna Schenck, Professor INNOVATION & Charletta Sims Dean PhD, Associate GLOBAL Dean Evans, MEd, EPIDEMIOLOGY SOLUTIONS DIRECTOR Associate Andrew Olshan, PhD, FACILITIES Julie MacMillan, Barbara Sorenson Dean Brent Wishart, Manager MPH, Managing Hulka Distinguished PUBLIC HEALTH Professor Director LEADERSHIP STUDENT LEADERS PROGRAM STRATEGIC ANALYSIS AND • Minority Student Sandra Martin, PhD, HEALTH BEHAVIOR Anna Schenck, PhD, BUSINESS INTELLIGENCE Caucus, Associate Dean for Leslie Lytle, PhD, Molly O’Keefe, MS, Assistant Director and Professor • Student Gvt. DIVERSITY AND Research & Professor Professor of the Practice Dean INCLUSION Peggy Bentley, PhD, HEALTH POLICY & Rumay Alexander, Associate Dean for Global MANAGEMENT EdD, RN, Health & Carla Smith Morris Weinberger, Diversity and Chamblee Distinguished PhD, Chair and Vergil Inclusion Liaison Professor N. Slee Distinguished Professor CHAIRS’ COMMITTEE COORDINATION GROUP Dean, Depts. Program, Assoc. Academic, Research and Practice Support, and Administration Dean for Acad. Affairs DEAN’S COUNCIL Dean, Depts., Program, Academic, Research and Practice Support, Student Leaders, and Administration 2017-06-07

GILLINGS SCHOOL OF GLOBAL PUBLIC HEALTH Dean Vice Dean Todd Nicolet, PhD INCLUSIVE EXCELLENCE STRATEGIC INITIATIVES Elizabeth French, MA, Assistant Dean TBD, Assistant Dean EMERGING PARTNERSHIPS Jim Herrington, PhD, Exec. Director Academic, Research, Programmatic & Practice Support ACADEMIC AND STUDENT Administration COMMUNICATIONS LOCAL David Pesci, AFFAIRS Director N.C. INSTITUTE FOR PUBLIC FINANCE AND BUSINESS Laura Linnan, ScD, HEALTH Katie Thornsvard, MAC, CPA, Assistant Dean ADVANCEMENT Rachel Wilfert, MD, Interim Sterling Frierson, Director Senior Associate Interim Associate Dean HUMAN RESOURCES GLOBAL Stephen Regan, MA, Assistant Dean Dean and Professor PRACTICE Anna Schenck, PhD, Associate Dean INFORMATION TECHNOLOGY STUDENT AFFAIRS RESEARCH, AND PROJECT PLANNING Kathy Anderson, PhD, Associate Charletta Sims INNOVATION & Dean GLOBAL SOLUTIONS Evans, MEd, FACILITIES Brent Wishart, Manager Julie MacMillan, Associate Dean MPH, Managing STRATEGIC ANALYSIS AND BUSINESS INTELLIGENCE DIVERSITY AND Director Molly O’Keefe, MS, Assistant Dean INCLUSION STUDENT LEADERS Rumay • Minority Student Caucus, • Student Gvt. Alexander, EdD, RN, Diversity and Inclusion Liaison 2017-06-07

Our Challenges

More competition for students, faculty & grants Number of CEPH- Accredited Schools of Public Health 104 109 120 125 133 142 153 160 164 172 Number of CEPH-Accredited Programs of Public Health Total 113 108 108 102 92 84 79 77 70 65 51 52 59 56 50 49 46 43 39 39

Severe Budget Constraints UNC-Chapel Hill budget is highly constrained. Real consequences for Gillings in sharply reduced start-up for faculty recruitment: 75% reduction Increasing number of retention cases are creating additional pressure. We have been presented with large, unplanned cuts and expectations that we cover expenses, such as upfitting University Square. We’ve just been told to plan on cuts for FY18.

Changes to Permanent State Budget FY09 to FY17 Cumulative permanent budget cuts since FY2009 = Most new -$6.2M or -29% of 2009 starting budget 2,000,000 permanent 1,500,000 funds are 1,000,000 purpose- 500,000 restricted; - don’t (500,000) offset lost (1,000,000) general (1,500,000) New permanent budget funds. Other permanent cuts (2,000,000) Required state budget cuts (2,500,000) * through April 2017

Grant/Contract $ to SPH Faculty PIs by Year Dollars in millions Average $184 $/ Gillings’ PIs in $163 FY16 = $1.2 million Highest average at UNC-Chapel Hill FY15 FY16

Financial Uncertainty ■ Indirect cost cuts? ■ Limits to number of PI grants? ■ How will Gillings’ fare in new budget model?

T he path to the future isn’t a straight line. It isn’t even a known line.

Keep Gillings Strong  Change. (e.g., How we’re organized , curricula)  Adapt. (e.g., Organization, business strategies, assumptions re funding)  Innovate. (e.g., Organization, teaching)  Become more nimble & efficient. Simplify.  Communicate. (e.g. Even more about our impact)  Build new partnerships.  Deliver. (Be who we say we are.)  Recruit, support & retain strongest students, staff & faculty.  Become more diverse & inclusive.

Keep Gillings Strong What should we do differently? More efficiently? What should we stop doing? What should we do more of? What areas are so important that they’re worth taking risks?

New MPH Core: We can change  Integrated across disciplines  Assure that strong faculty are teaching core  Interdisciplinary, case-based  Fewer credits than previously approach  Timed properly to serve as  Fully compliant with new building blocks accreditation standards  Acceleration camp to prepare  More flexible and nimble than students in advance of courses individual courses owned and taught by departments

Advancing New Collaborations and Business Opportunities

CORE STRATEGIES Innovation made fundamental Of the public, for the public • • Foundational research and creative space No barriers to a great education • • The new learning imperative: personalized, Expertise brought to bear for the benefit of NC and experiential, adaptable, entrepreneurial beyond • • Translating research into professional, commercial, Working for democracy: developing citizen-leaders and societal uses and encouraging informed public discussion • Adapting to evolving workforce and student needs CROSS-CUTTING IMPERATIVES • Preeminence • Global mindset • Economic powerhouse for the state • Address big societal questions • Graduates prepared for the new economy

Gillings School Strategic Themes Graduates Deliver proven solutions faster. prepared for the new economy Enable healthy lives at every age. Promote health, prevent disease & improve care. Assure a healthy planet and healthy people. Harness big data for health & well-being.

Imperative for change “The commentary relates to the effectiveness of the administrative processes in ensuring that all departments meet academic standards in this large and decentralized school. Administrative processes for ensuring quality and compliance across all the educational programs exist, but are not fully effective or consistent.” CEPH draft report 2017

I believe in Gillings. We can do hard things…together.

Harmonize & pedal together.

Thank you!