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Organizational Structure
Welcome to CHS! Unlike a traditional college structure, our organization allows us to be flexible, adaptive and able to grow into the future. CHS is poised to adapt as problems change, policy windows open and close, priorities emerge, and opportunities arise to respond to natural experiments within our community. In essence, CHS is constantly simmering in a state prepared for change and adaptation.
CHS is grounded by the decision to centralize the primary functions of the college. This model is also more efficient and reduces costs and overhead. The structure is led by the dean's office and includes five components:
- Translational Teams
- Affinity Networks
- Academic Degree Programs and Continuing Professional Education
- Success Service Units
- College Infrastructure
Organizational Chart
View organizational chart (Updated 2/27/2020)
Contacts
Component Descriptions
Academic Success Hub
Academic Success Hub
The Academic Success Hub works with faculty on all aspects of academic programs, including the development and enhancement of academic programs, development of experiential learning opportunities, program curriculum revisions, development of teaching support, and facilitation of faculty-student interactions.
Leaders:
- Julie Liss, Associate Dean of Academic Success
- Tamiko Azuma, Assistant Dean of Undergraduate Education
- Stavros Kavouras, Assistant Dean of Graduate Education
Affinity Networks
Affinity Networks
The overall aim of Affinity Networks (ANs) is to serve as knowledge networks that create valuable resource pools for our college. These networks focus on methodology, providing a place for faculty and staff to work on concepts, methods, skills, etc. Affinity Networks will "resource" Translational Teams, but they are two entirely different entities.
Leader: Scott Leischow, Director of Translational Science
Business Solutions
Business Solutions
The Business Solutions area encompasses Finance, Budgeting, HR, Research Advancement, IT, Facilities, Analytics, Class Scheduling, Administrative Support and Strategic Solutions. The goal of our team is to work effectively and collaboratively to support and advance the viability of the College of Health Solutions in the fulfillment of its academic and research mission.
Leader: Lynne Davis, Executive Director of Business Solutions
Centers of Excellence
Centers of Excellence
Research or other initiatives mature and advance into centers to engage interdisciplinary teams (e.g., from affinity networks). This includes the Center for Health Information & Research (CHiR) and the Healthy Lifestyles Research Center (HLRC).
Leader: George Runger, Director of Centers of Excellence
Faculty Success Hub
Faculty Success Hub
The Faculty Success Hub serves as the primary resource for faculty development across programs and tracks for CHS. Its primary goal is to assist faculty in achieving their individualized goals across the domains of teaching, service, research/scholarship, and wellness, while ensuring alignment with mission of CHS. All faculty will report to the Faculty Success Hub.
Leaders:
- Carol Johnston, Associate Dean of Faculty Success (Tenured and Tenure-Track Faculty)
- Colleen Cordes, Assistant Dean of Faculty Success (Non-Tenure Track Faculty)
Innovation and Strategic Initiatives
Innovation and Strategic Initiatives
This office oversees the strategic direction for business units across the college, determine resource needs and opportunities for revenue generation, and help manage strategic relationships that support research and academic advancement. The office also plays a role in fielding potential special projects for the college that relate to business development and other non-traditional opportunities for faculty and students. Finally, the office is tasked with growing innovation and entrepreneurship opportunities for faculty, staff, and students in the college and in collaboration with other units across the university.
Leader: Chris Wharton, Assistant Dean of Innovation and Strategic Initiatives
Marketing and Communications
Marketing and Communications
The Marketing and Communications (MarComm) team is responsible for expanding the College of Health Solutions' mission and impact by generating greater awareness, engagement, and conversion of our target audiences in the achievement of organizational goals and objectives. MarComm articulates the college brand and competitive positioning through the use of innovative and effective strategies for measurable results, including marketing/advertising, creative development, internal communications, external relations, and public relations.
Leader: Julie Krell, Sr. Director of Strategic Marketing and Communications
Research Success Hub
Research Success Hub
The Research Success Hub is responsible for developing and facilitating innovative, progressive, faculty-led programs of research. Overarching responsibilities include strategic visioning for developing short and long-range research initiatives; facilitating team science and strong collaborations across CHS and more broadly across the university and with our health partners; securing research funding; running an efficient and effective research infrastructure; and mentoring research-oriented faculty.
Leader: Laida Restrepo, Assistant Dean of Research Success
Staff Success Hub
Staff Success Hub
The Staff Success Hub oversees all staff and faculty engagement programs, onboarding of new staff, and staff professional development.
Leaders:
- Marcus Jones, Assistant Director of Special Projects
- Sandy Martinez, Manager of Administrative Support Operations and Staff Success
Student Success Hub
Student Success Hub
The Student Success Hub improves our ability to recruit, enroll and retain students and helps each student navigate through their learning experiences.
Leader: Carrie Robinson, Executive Director of Student Success
Translational Teams
Translational Teams
CHS is spearheading an effort to improve the process of translating discoveries into new practices and policies with Translational Teams that address complex health needs in the community. Central to this effort is the recognition of health as a complex interplay of factors and the need to bring together transdisciplinary teams of scientists, educators, practitioners, and students to solve critical health problems within this complex system. Each Translational Team will include faculty, staff, students, and community partners who self-organize to address a pressing health problem that is multifaceted, has a complex etiology, is important to the community, and is a major driver of health care costs and patient quality of life (e.g., chronic pain, diabetes, caring for patients with multiple comorbidities).
Leader: Scott Leischow, Director of Translational Science
Frequently Asked Questions
Why this structure?
The creation of our framework was led by the Executive Visioning Team with input from faculty, staff, students, university-wide stakeholders and external stakeholders. This model replaces the roles of schools, departments or other smaller units. A "flat organization":
- Elevates faculty and staff’s level of responsibility.
- Removes excess layers of management.
- Improves the coordination and speed of communication amongst faculty and staff.
- Facilitates easier decision-making processes.
See the visioning goals and roadmap page and visioning document to learn more about the creation of CHS.
Who do faculty report to?
All faculty report to the associate dean or the assistant dean in the Faculty Success Hub.
Tenured and tenure-track: Carol Johnston, Associate Dean of Faculty Success (Tenured and Tenure-Track)
Non-tenure track faculty: Colleen Cordes, Assistant Dean of Faculty Success (Non-Tenure Eligible)
How are academic programs grouped now?
Academic programs are now managed centrally by the Academic Success Hub and the faculty degree or program director to support collaboration across disciplines.
What is the difference between a Translational Team and an Affinity Network?
Affinity Networks are meant to generate and share knowledge around an area of expertise. Translational Teams are aimed at solving health problems by incorporating the knowledge from various Affinity Networks.
Last page update: October 6, 2020 - 10:43am