College of Public Health Strategic Plan

College of Public Health Strategic Plan FY21 – FY25


Nationally recognized as a trusted voice for public health, committed to enhancing our shared future as a leader in stewarding policies and practices that promote health, dismantle inequities and prevent disease.

All of the College of Public Health’s goals and objectives are guided by advancing the public health conversation and fostering a culture of engagement for our students, faculty and staff

Goal Area


As Measured by

Distinctive, Innovative and Influential Research

Address public health challenges through nationally leading research to substantially increase the societal impact of the college

  1. Expand and improve interdisciplinary research collaborations across the college’s divisions, university, locally, nationally and internationally
  2. Develop and support faculty and students to produce and disseminate influential public health research and innovation, advancing the public health conversation
  3. Increase and diversify the college’s external research funding
  4. Provide innovative operating support, infrastructure and physical space to enhance research productivity and reduce administrative and logistical barriers to successful research
  • National research rankings
  • Grant funding with CPH PI or multiple PI
  • Number of laws, regulations, or best practice guidelines modified as a result of research findings
  • Number of publications in top quartile journals


Educational Excellence and Innovation

Develop career-ready professionals through comprehensive and contemporary nationally- ranked programs

  1. Implement modernized, interdisciplinary curricula to educate and train students on emerging and critical public health issues including the social determinants of health and social justice, fostering a culture of engagement and advocacy
  2. Offer accessible education and training through innovative platforms and learning experiences to attract and engage diverse cohorts of new and non-traditional learners
  3. Strengthen existing and develop new competency-based academic programs that translate application of public health knowledge, skills and attitudes into community-applied practice
  4. Prepare students for successful leadership and impactful careers through an immersive learning environment and a robust career and skills development program
  5. Formalize college-wide procedures and policies to support the continuous development of teaching excellence
  6. Leverage alumni expertise and networks to provide students access to mentorships, career opportunities and enhanced course content
  • Diversity of degree program applicants, admits and matriculants
  • Rubric criteria measures of degree program applicants, admits and matriculants
  • Degree program retention rates
  • Degree program graduation rates, including time-to-degree
  • Degree program graduates’ applicable employment rates, including pursuit of full-time advanced education
  • Employer feedback on career readiness competencies of CPH graduates


Engagement and Impact

Partner with communities and health departments across Ohio and beyond to grow evidence-informed practices, reduce health inequities and improve population health

  1. Improve organizational structure to guide, track and leverage the college’s community engagement programs and practices
  2. Expand, sustain and steward mutually beneficial relationships and effective partnerships locally, nationally and internationally to address health inequities and public health challenges
  3. Establish advocacy and other practices with focus on equity, inclusion and social rights to advance population health and the national public health conversation
  • Number of publications that meet CBPR criteria
  • Increase in activities with CPHP and HOPES
  • Variety and levels of partnerships including MOUs established
  • Faculty/Staff/Students serving on community and org boards; local national, international

Culture and Citizenship

Foster a culture of engaged connection, sustained through support and appreciation of a diverse college community

  1. Enhance a welcoming and inclusive environment that attracts, retains and supports faculty, staff and students from diverse backgrounds by offering, prioritizing and valuing programs and trainings that address equity throughout the college
  2. Sustain active citizenship and shared sense of community among faculty, staff, students and alumni through strong participation and engagement in programs, events, mentoring and networking
  3. Strengthen the academic and professional advancement of historically marginalized faculty, staff and students through scholarships, grants and development trainings and programs
  • Employee engagement survey
  • Student experience survey
  • Faculty, staff and student event participation
  • Retention rates of diverse students (gender, race, ethnicity, first generation, LGBTQ+, people with disabilities)
  • Completion of professional development certificate of inclusion: faculty, staff, students

Recruiting and Retaining Leading and Diverse Talent

Attract, engage and support top faculty, staff and student talent, enabling them to perform at the highest levels

  1. Implement evidence-based recruitment processes that attract and recruit a diverse and world-class talent pool targeting areas of aspirational growth and promoting interdisciplinary collaboration
  2. Enhance onboarding processes to create an experience that effectively acclimates incoming talent to their role and the college 
  3. Develop a robust faculty and staff mentorship program, including leadership development, that inspires college talent to solve critical public health issues and creates a pipeline for future leaders
  4. Empower individuals in their roles and create flexibility for people to innovate in their daily work, improve organizational effectiveness and increase personal satisfaction
  5. Implement a faculty and division incentive plan that offers guidance and support for excellence in engagement, teaching and research
  6. Recruit and retain those who seek opportunities to advance the public health conversation through action, including engaging in media interviews, presenting commentary, offering presentations and sitting on expert panels


  • Number of promotions to leadership positions/career progression
  • Diversified portfolio of grant funding
  • Employee engagement survey (survey needs to be developed)
  • %URM in faculty, staff and student populations


Stewardship and Operational Excellence

Advance growth and ensure financial sustainability to achieve the college’s aspirational goals


  1. Implement financial and operational transparency across divisions and the college
  2. Leverage strong alumni network and increased awareness of critical public health issues to expand philanthropic support
  3. Expand revenue growth and be good stewards to grow and secure financial future of the college
  4. Bring together a diverse group of alumni leaders to offer counsel, create pathways to financial support and build external partnerships


  • Philanthropic dollars
  • Alumni participation at events, programs and through philanthropic gifts
  • Operating margin
  • % revenue from alternative sources
  • Revenue from degree enhancement and continuing education programs
  • Revenue from credit and non-credit programs