Strategic Plan

Objectives

• Raise awareness of HWS programs and services available to students

  INITIATIVE	PROGRESS
  Maximize newly created health information on a variety of media formats	Micromobility Safety Campaign
  Utilize technology to share information related to holistic health strategies to encourage help-seeking behaviors	R'Pantry 10 year Anniversary
  Work with colleges and E&G centers to integrate basic well-being and mental health programming into already established student cohorts and learning communities
  Increase enrollment in Mental Health Allies program	Increased Faculty representation within Mental Health Allies Program
  Increase faculty and student participation in the Collective Impact Team (C.I.T.) proposals
  Work with enrollment management and admissions to increase marketing efforts for incoming students

• Demonstrate impact of HWS programs and services on student success, retention, and graduation

  INITIATIVE	PROGRESS
  Identify and/or create tools to collect and share data for improved campus-wide health goals
  Improve the collection of Division-wide demographically representative data
  Attend national conferences and present on HWS data and outcomes	4 national conference presentations by HWS subject-matter experts
  Foster partnerships to assess health status of the campus community	Three university-wide studies: Highlander Well-being Connect (above), NCHA, WISHES

• Enhance the student experience, holistically, through population health best practices

  INITIATIVE	PROGRESS
  Prioritize Collective Impact strategies to highlight the importance of health and well-being across departments and units beyond HWS	3,600+ reached through mental health and trauma support activities
  Integrate the Okanagan Charter which uses common language, principles, and framework to promote health and well-being on campuses	Spring 2024 rollout of Okanagan Charter
  Strengthen ties to the A.S. and S.A. to implement best practices related to well-being into classroom culture (e.g., syllabus statements w/ wellness resources, red folder, etc.)
  Integrate brief intake questions during direct service visits for appropriate (and quick) referrals to other HWS units
  Formalize integrating inclusive and equity focused PH strategies (e.g., ethnic, gender, accessibility, etc.) and evaluate regularly

• Stabilize HWS infrastructure for long-term growth, resiliency and sustainability

  STRATEGIES	PROGRESS
  Continuously review and realign resources as needed, and identify new revenue streams (grant funding)	Four grant submissions in 2024-2025
  Incorporate core public health competencies into all HWS job descriptions
  Establish a communication plan designed to improve the effective delivery of critical internal organizational communication
  Look for nationally recognized health organizations for departments/the division to become appropriately accredited in respective HWS units
  Maximize financial growth in current HWS departments to help supplement funding in other HWS areas
  Work with ITS on improving outdated technology systems across the division

• Create a culture of wellness for students, [HWS] staff, and faculty

  INITIATIVE	PROGRESS
  Embed well-being into all aspects of campus culture, including administration, operations, events, and programs
  Develop an orientation program that includes a “Public Health 101” module for HWS staff
  Broaden the campus community’s understanding of Collective Impact
  Incorporate health equity and diversity in all programs, services, and hiring processes
  Create ongoing events, lectures, and interactive groups for HWS staff to connect and feel supported on their own personal well-being journey
  Create opportunities for an early career professional pipeline for recently graduated students interested in holistic well-being careers