CHSU Research Strategic Plan

I. Strategic Vision

In concert with the University’s academic vision to become a model of interprofessional team-based education, CHSU aspires to be a preeminent health sciences university in the scholarship of teaching and learning. Also, through the provision of the necessary infrastructure, resources and facilities, CHSU scientists will be recognized nationally through publications, presentations and funded grant proposals in their respective areas of scholarship and research.

II. Strategic Priorities

Strategic Priority #1

A significant number of faculty are or become engaged in the scholarship of teaching and learning to support our academic vision of becoming a model of interprofessional team-based education.

Measures of Success

  1. Preparation – numbers of faculty who have completed a variety of professional development programs in teaching and learning (examples: TBL certificate, process education institutes, etc.)
  2. Outcomes - metrics on presentations, publications, recognitions, consultations, etc.

Strategic Priority #2

Establish and staff an Office of Sponsored Research (OSR) to support all scholars’ ability to undertake scholarship and research and obtain and manage external funding.

Measures of Success

  1. Budget is in place to support establishment of an Office of Sponsored Research and a hiring plan is developed to retain appropriately qualified staff.
  2. Once established, OSR will ensure that all necessary policies and procedures are in place to support scholarly activity across all CHSU units.
  3. Infrastructure is in place to assist faculty development in project planning, budgeting, study design, grant writing, biostatistics, etc.
  4. Registration with is in place
  5. Internal Institutional Review Board is in place
  6. Institutional Animal Care and Use Committee is in place

Strategic Priority #3

Establish internal and external partnerships to: a) Facilitate less experienced faculty in developing a research agenda; b) Enhance research and training opportunities in areas such as translational research, population health and health disparities.

Measures of Success

  1. Numbers of partnership exploration initiatives;
  2. Numbers and quality/productivity/impact of partnerships;
  3. Diversity of research programs including number of unique funding agencies and journals to which faculty submit.

Strategic Priority #4

Enhance and expand research opportunities for students.

Measures of Success

  1. . Numbers of students per year engaged in research (curricular, extracurricular or as independent study)
  2. Student posters, presentations and publications (internal, local, regional, national, international)

Strategic Priority #5

Explore potential for establishment of research centers of excellence and enhance research strengths by facilitating collaborations among scientists and clinicians and target faculty hires in relation to research foci.

Measures of Success

  1. Conduct regular research “summits” or “roundtables” to discuss existing research foci and collaborations.
  2. One or more research foci supported by external funding
  3. Critical mass of faculty in a research focus
  4. Others TBD

Strategic Priority #6

Explore the feasibility and advisability of establishing graduate programs.

Measures of Success

  1. Feasibility studies
  2. Substantive change / structural change applications to WSCUC

Strategic Priority #7

Facilities and equipment are in place to support the CHSU research enterprise.

Measures of Success

  1. Planned research facility and vivarium is built, equipped and occupied
  2. Other facilities built, according to new needs