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Birmingham 2018 (University of Alabama at Birmingham (Strategic Plan 2018…

- - - - Strategic Goal: Empower innovative research, scholarship, and creative activities that drive knowledge creation focused on improving society.
        
        Strategic Objective 1: Enhance UAB's institutional culture of collaboration and innovation.
        
        Activity 1: Create an environment and opportunities that facilitate collaboration and foster innovation.
        
        Activity 2: Promote successful interdisciplinary research collaborations internally and externally.
        
        Activity 3: Expand and strengthen collaborations with external partners.
        
        Strategic Objective 2: Drive research and innovation across the enterprise.
        
        Activity 1: Grow and diversify research, scholarship, and creative activities.
        
        Activity 2: Retain, recruit, and develop outstanding, innovation-focused faculty, staff, and students.
        
        Strategic Objective 3: Implement a campus wide effort to select and meet "grand challenges."
        
        Activity 1: Establish inclusive processes for identification of priorities.
        
        Activity 2: Align resources to enable action.
        
        Activity 3: Implement competitive processes to select research teams.
        
        Strategic Objective 4: Improve society through processes and products.
        
        Activity 1: Facilitate intellectual property development.
        
        Activity 2: Streamline internal processes to lower barriers to realizing innovative ideas.
        
        Activity 3: Support economic development in the city of Birmingham to transform and sustain a thriving local hub for innovation and creativity.
    - - Strategic Goal: Engage with the community in meaningful and mutually beneficial collaborations that contribute to the public good.
        
        Strategic Objective 1: Expand access to community engagement resources.
        
        Activity 1: Coordinate community engagement efforts among faculty, staff, and students.
        
        Activity 2: Collaborate with area partners in planning, assessment, and evaluation of efforts.
        
        Activity 3: Enhance student development as engaged learners, researchers, and citizens by fostering community-based opportunities.
        
        Strategic Objective 2: Develop mutually beneficial partnerships.
        
        Activity 1: Identify, develop, and maintain strategic community partners.
        
        Activity 2: Intentionally connect community partners with UAB faculty, staff, and student initiatives wherever appropriate.
        
        Strategic Objective 3: Broaden scholarship in the field of community engagement.
        
        Activity 1: Develop and sustain an adequate internal infrastructure to support and coordinate academic community engagement research among faculty, students, and staff.
        
        Activity 2: Identify new research opportunities that add value to people and communities served.
        
        Activity 3: Create and support a community of scholars interested in studying community engagement topics and impacts.
        
        Strategic Objective 4: Integrate engagement throughout the university.
        
        Activity 1: Support and promote community engagement activities in their areas.
        
        Activity 2: Increase participation of a wider set of academic and administrative units to achieve community engagement strategic goals and outcomes.
        
        Activity 3: Reinforce value of engagement through performance review process.
    - - Strategic Goal: Lead in the delivery of the highest-quality patient-centered integrative care that reflects our ability to translate discoveries into revolutionary therapies in one of the nation's premier academic health care centers.
        
        Strategic Objective 1: Improve patient access and satisfaction through integration of clinical services across UAB's healthcare delivery entities.
        
        Activity 1: Develop a phased process of integrating care.
        
        Activity 2: Enhance patient experience, from appointment process to wayfinding to post-care communication.
        
        Activity 3: Achieve national recognition as a place where patients experience highly satisfying healthcare services.
        
        Strategic Objective 2: Invest in signature treatments that will be delivered through recognized flagship programs.
        
        Activity 1: Identify distinctive areas of expertise that generate prestige and set UAB apart from competitors.
        
        Activity 2: Retain and recruit world-class faculty and staff to develop and provide these treatments.
        
        Strategic Objective 3: Develop infrastructure to ensure statewide access to telehealth services.
        
        Activity 1: Create a centralized system to support existing and new telehealth programs at UAB.
        
        Activity 2: Develop a network of partnerships across the state to enhance patient access.
    - - Strategic Goal: Offer a world-class, socially conscious education to diverse students to prepare the next generation of citizens and leaders.
        
        Strategic Objective 2: Ensure students success through holistic development that addresses diverse needs.
        
        Activity 1: Improve retention and four- and six-year graduation rates significantly within the next five years.
        
        Activity 2: Remove barriers and provide access and relevant academic and social support structures in order for students to attend and be successful at UAB.
        
        Activity 3: Retain, recruit, and develop outstanding student-centered faculty and staff to support student success.
        
        Strategic Objective 3: Create a signature core curriculum focused on modeling and developing socially conscious global citizens and leaders.
        
        Activity 1: Identify competencies that are critical for a core curriculum that addresses 21st century needs (e.g., critical thinking, global perspectives, leadership, communication)
        
        Activity 2: Strengthen and renew the core curriculum to provide a coherent, intellectually stimulating, and transformative education.
        
        Activity 3: Model successful engagement opportunities by students, faculty, and staff around issues related to social consciousness, global citizenship, and leadership.
        
        Strategic Objective 4: Engage students, faculty, staff, and community members in experiential learning.
        
        Activity 1: Remove barriers to participation in experiential learning opportunities.
        
        Activity 2: Encourage participation in experiential learning opportunities throughout campus and beyond.
        
        Activity 3: Promote the unique culture of experiential learning opportunities at UAB.
        
        Strategic Objective 5: Foster access, inclusive excellence, and equity in teaching, learning, and mentorship development programs.
        
        Activity 1: Increase participation in current teaching, learning, and mentorship programs.
        
        Activity 2: Align teaching, learning, and mentorship development programs across the UAB enterprise.
        
        Activity 3: Foster a culture of learning that supports and encourages academic, professional, and personal development for students, faculty, and staff.
        
        Strategic Objective 1: Strengthen and expand innovative academic programs to enhance UAB's national and global reputation.
        
        Activity 2: Promote innovative instructional practices and provide multiple educational delivery options.
        
        Activity 3: Retain, recruit, and develop world-class faculty members to lead these programs.
        
        Activity 1: Deliver world-class, interdisciplinary academic programs.
- - - - partners with the business community and the City of Birmingham to create sustainable business districts in which people live, work and play throughout Birmingham’s 365-block City Center. REV’s staff works one-on-one with business owners on recruitment and retention strategies and helps developers understand incentives and navigate issues related to revitalization projects.
    - - works on the ground in urban commercial districts to organize merchants and spark private-public revitalization partnerships. Implementing the National Main Street Program’s Four Points Approach(R) – organization, promotion, design, economic restructuring – REV partners with neighborhoods in which visible commercial development progress has been made.
    - - committed to helping small business owners define and achieve their goals, moving their plan from concept to reality. REV’s business coaches assist with planning, access to capital and location services. REV Birmingham also implements innovative programs like the Urban Food Project, developing food-related businesses to create jobs and improve access to healthy food.
    - - identifies properties that are holding a community back and revitalizes them. Those properties become catalysts for private sector development in target communities. REV works as a direct developer, and as a partner with private or non-profit organizations in bringing new life to under-utilized properties.
- - - - Ten weeks, and you are ready to turn your ideas into actions. Learn the ins and outs of how to start your business with CO.STARTERS, a program that equips current and aspiring creative entrepreneurs with the necessary tools for success, offered in partnership with REV Birmingham and MAKEbhm.
    - - Three pools of funding have been developed, based on input from program participants, as part of a continuing spectrum of support for CO.STARTERS graduates: The Advisor Fund, The Marketplace Fund, and The Revolving Loan Program.
    - - We are thrilled to announce the launch of this exciting new initiative to support and grow the local film industry! Film Birmingham is one-stop shop for creators of film and media projects, showcasing the impressive diversity of locations and talent that our region has to offer.
    - - We don’t mean to brag, but it’s a fact that Birmingham365 is the most comprehensive calendar of public events our city has to offer. Arts & culture of every variety, family-friendly fun, happy hour meet-ups, sporting and outdoor events, food-and-beverage activities? We’ve got it all. Whatever you’re interested in, we are too.
    - - The process of finding the right space for creative work can be frustrating and inefficient. Meanwhile, venues and property owners have limited resources to spend finding new renters. We may just have the solution! SpaceFinder Birmingham is a free online marketplace for arts, design and creative-entrepreneur rental space.
    - - Create Birmingham’s Office Hours are offered the first and third Thursday of the month and give you an opportunity for meetings and consultations with our staff. Make an appointment with a staff member to ask questions and receive actionable tips and practical and professional advice in person.
- - - - GROW innovation companies already here
      - RECRUIT high-growth companies ready to scale
      - Increase investment capital & suitable incentives
    - - Train people already here for all job levels
      - Recruit highly skilled talent
      - More local start-ups & bigger economic impact
    - - Engage diverse community in innovation
      - Leverage local culture and sense of place
      - Create compelling national brand & enhanced competitive positioning