Our Strategic Direction: 2013 – 2018

The School’s 2013 – 2018 Strategic Plan is a living document that will guide the School’s priorities, decision-making and academic and budget decisions in the coming five years. It aligns with the UBC Faculty of Medicine’s strategic plan 2011-2016 and UBC’s Place and Promise strategic plan.

Our Goal:

To provide a vibrant interdisciplinary academic environment at a critical time in the development of public health in Canada.

Our Vision:

We will be an integrated population/public health teaching, research and practice collective that attracts the very best to join us.

Our Mission:

We create, share and apply knowledge to protect and improve well-being and to promote equity in the health of people and communities at home and around the world.

Our Values

  • We believe every person has the right to achieve the best possible health.
  • We welcome and respect diversity in people, experiences and disciplines.
  • We are guided by the priorities of the people and communities we serve.
  • We believe in lifelong learning.
  • We understand the future lies in the hands of learners.
  • We expect honesty, integrity, trust and accountability from ourselves and our partners.

Our Commitments

To fulfill our mission and goals, the School has made four commitments with supporting goals and actions that will assist us in realizing our vision for the future:

Charlyn Black, Associate Director
Sam Sheps

  • Develop curriculum and education plans fostering learning outcomes that are aligned with our mission and that demonstrate the highest quality and impact of teaching
  • Build programs based on our current strengths and strategic advantages, and infused with a culture of evaluation and innovation
  • Develop coordinated and aligned education plans for recognized themes (including Indigenous Health) with demonstrated critical pedagogy (i.e. concentration)
  • Lead development of interfaculty collaborations focused on:
    • Health economics
    • Health administration
    • Evidence-based medicine
    • Dual Degree Programs
  • Work with Development Office to secure sustained funding to support scholarship activities across all themes
  • Develop innovative strategies to enhance education opportunities for aboriginal students
  • Increase access, support and opportunities for Aboriginal students as part of an integrated plan for aboriginal health across the university
  • Broaden the reach of our efforts in Continuing Education
  • Work to expand our capacity to collaborate and support quality continuing education programming
  • Assess a role in non-medical undergraduate education
  • Formally review engagement model with respect to undergraduate education, through building our own courses or engagement of other undergraduate student groups

Carolyn Gotay
Mariana Brussoni

  • Grow reputation of SPPH as a focus of research excellence that stands out against other groupings at UBC and similar Schools of Public Health
  • Undertake environmental scan of research foci of all SPPH faculty and compare with other Schools of Public Health. Use scan to identify strengths to be enhanced or advertised, gaps that UBC should fill and opportunities for collaboration
  • Enhance SPPH research access to administrative data in terms of timeliness, data available, and access requests
  • Work with government and health authorities toward transparency in procedures for data access, stewardship and privacy
  • Focus research activities on identifying and addressing health equity issues in underserved populations nationally and abroad (e.g. Rural, Aboriginal, Female, and/or newly recognized groups)
  • Enhance cooperation and working relationships among partners and research sites focused on underserved populations/health equity
  • Contribute to increasing UBC’s role in Global Health through developing an integrated web portal for Global Health and working with partners to identify resources to support campus-wide coordination
  • Advocate for increased funding for population and public health from funding agencies
  • Faculty involvement with advisory boards for funding bodies
  • Improve collaborative research across the institutions and centres affiliated with SPPH
  • Identify sources of funding for pilot work to assist with launching new initiatives
  • Identify and advertise opportunities for students involving SPPH and affiliates
  • Identify and promote opportunities for affiliate faculty to co-teach or guest lecture in SPPH courses
  • Promote integration across themes to enhance collaborative research opportunities
  • Use environmental scan or have theme leads identify areas of potential collaboration across themes
  • Provide enhanced opportunities for interaction and sharing among faculty to promote cross-fertilization

Chris Richardson
Patricia Spittal
Louise Masse

  • Champion excellence and innovation in policy development, disease prevention and early detection throughout society
  • Increase our ability to teach KT methods, including engagement with journalism
  • Develop health strategies which contribute to equity for underserved populations locally and internationally
  • Collaborate with internal (UBC) and external stakeholders to enhance population health action in areas such as nutrition, urban planning, exercise, poverty, early child development
  • Work with the School's Program Curriculum and Integration Committee to ensure determinants of health content is logically reinforced across courses
  • Provide knowledge, skills and leadership that will support and strengthen integrated planning for Aboriginal health
  • See Education section above
  • Work with government and healthcare partners to ensure system innovation and sustainability
  • Work with government and stakeholders to ensure research is accessible to stakeholders and informs evidence-based policy and practice
  • Further incentivize community engagement, knowledge translation, and continuing education by faculty through explicit valuation of these activities in the annual faculty progress report
  • Advisory board

Arminee Kazanjian
David Silver
Virginia Anthony
Steve Morgan

  • Develop enabling culture (rooted in evaluation and innovation) to ensure long term success of School
  • Ensure representation of student views (including post-doctoral fellows) on all relevant committees
  • Increase awareness of resources and development opportunities to enhance staff and faculty potential
  • Enhance mentoring programs
  • Involve Centre for Applied Ethics faculty in overview of curriculum with respect to ethics content
  • Consult and engage with key stakeholders to maximize financial and intellectual resources
  • Provide leadership and direction in the alignment of health groupings across UBC
  • Ensure long term economic sustainability of School
  • Ensure strong business practices to support long term goals
  • Ensure systems, organization and appropriate infrastructure to support academic activities of School
  • Evaluate School’s strategic direction regularly; communicate results and adapt plans as required
  • Review School organization to ensure that it supports long term direction
    1. Theme structure and leadership
    2. Administration
    3. Role of advisory committee in supporting future direction of the School. Consider more community membership
    4. Ensure School is actively involved in discussions related to "Faculty of Health" at UBC
  • Increase engagement of clinical, associate and adjunct faculty and alumni to ensure long term and sustained support of SPPH, including teaching, advocacy, financial support etc.
  • Define strategies to enhance external/internal awareness of the School’s "brand"
  • Address long term infrastructure and space requirements including prospects of office/lab space development in the adjacent old UBC Pharmacy building
  • Identify opportunities to increase funding for honorifics (chairs, professorships, etc.)
  • Address processes for assuring best practice in data handling and research