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1Y0-203 Citrix XenApp and XenDesktop 7.15 Administration mission | http://babelouedstory.com/

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Exam Code: 1Y0-203 Citrix XenApp and XenDesktop 7.15 Administration mission January 2024 by Killexams.com team

1Y0-203 Citrix XenApp and XenDesktop 7.15 Administration

Exam ID : 1Y0-203

Exam Title : Citrix XenApp and XenDesktop 7.15 Administration

Number of Questions : 64

Duration of test : 90 minutes

Passing Scores : 70



Candidates should have knowledge of the following prior to taking this exam:

• Intermediate knowledge of Microsoft Windows Server

• Install and configure operating system options

• Windows Server roles

• Domain Name System

• Dynamic Host Configuration Protocol

• IIS

• Basic knowledge of Active Directory

• User rights and permissions

• Delegation of administrative rights

• Active Directory Domain Services

• Active Directory Certificate Services

• Users/Groups

• GPOs

• OUs

• Basic administration skills, including:

• Networking protocols such as TCP/IP

• Communication protocols such as RDP

• Firewall concepts

• E-mail administration and account creation

• Remote Desktop Services policies and profiles

• VPN technologies

• Folder redirection

• Ability to create shares and provide permission to shared folders/files

• Ability to create and modify AD group policies

• Knowledge of database concepts

• Securing network communications

• Knowledge of virtualization concepts

• Hypervisor management

• Application virtualization and delivery

• Virtual machine creation

• Architecture of virtual machine attributes such as

• Storage

• VLANS

• Knowledge of user profiles

• Knowledge of storage concepts

• Knowledge of desktop operations

• Installation, setup, configuration and maintenance of virtual delivery agent

OS

• Windows 7, Windows 8 and Windows 10

• Windows Server 2012 R2, Windows Server 2016

• Linux

• Managing client devices

• Windows devices

• Linux devices

• Mac OS devices

• Tablets

• Smartphones

• Thin clients

We recommend that candidates have at least six months of experience with the following Citrix technologies:

• XenApp and XenDesktop 7.15 LTSR

• StoreFront 3.x

• Citrix Gateway 12

• Citrix Profile Management

• Citrix Receiver
Citrix XenApp and XenDesktop 7.15 Administration
Citrix Administration mission

Other Citrix exams

1Y0-203 Citrix XenApp and XenDesktop 7.15 Administration
1Y0-440 Architecting a Citrix Networking Solution (CCE-AppDS)
1Y0-204 Citrix Virtual Apps and Desktops 7 Administration
1Y0-403 Citrix Virtual Apps and Desktops 7 Assessment, Design and Advanced Configurations
1Y0-312 Citrix Virtual Apps and Desktops 7 Advanced Administration (CCP-V)
1Y0-341 Citrix ADC Advanced Topics - Security Management and Optimization (CCP-AppDS)
1Y0-241 Deploy and Manage Citrix ADC with Traffic Management
1Y0-231 Deploy and Manage Citrix ADC 13 with Citrix Gateway

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Citrix
1Y0-203
Citrix XenApp and XenDesktop 7.15 Administration
https://killexams.com/pass4sure/exam-detail/1Y0-203
Question: 56
A Citrix Virtual Delivery Agent (VDA) needs to locate the Delivery Controller to
register with it. In which order of precedence, from greatest to least, will VDA locate the
Delivery Controller?
A. Personality.ini file, ListOf DDC's key in the registry, Policy settings from AD, Auto
update of controllers
B. Policy Settings from AD, ListOf DDC's key in the registry, Auto update of
controllers, Personality.ini file
C. Auto update of controllers, Policy settings from AD, ListOf DDC's key in the
registry, Personality.ini file
D. Personality.ini file, Auto update of controllers, ListOf DDC's key in the registry,
Policy Settings from AD
Answer: B
Question: 57
Scenario: A company maintains a XenDesktop infrastructure with a stand-alone license
server. Recently, the license server had a hardware failure and can NO longer
communicate on the network. The license server has a valid license file with a current
Subscription Advantage (SA) date on it. What will happen to the XenDesktop
environment with the license server now offline?
A. Users will immediately be unable to connect to their resources.
B. The license server will enter a 30-day grace period in which all user connections will
work.
C. Users will have limited connections available during a 30-day grace period.
D. The license server will enter a 90-day grace period in which all user connections will
work.
Answer: A
Question: 58
Scenario: A Citrix Administrator configures the Auto connect client drives user
settings to map client drives within the Independent Computing Architecture (ICA)
session for all published desktops. The setting is configured in a Baseline Group Policy
Object (GPO) and linked to an Organizational Unit (OU) that contains all of the
published desktops. When a user launches the desktop, client drives are NOT mapped.
What is a possible reason?
A. Desktops need to be rebooted to get the Policy applied.
B. Loopback processing is NOT enabled.
C. gpupdate/force needs to executed on all of the machines.
D. GPO needs to be linked to the User OU.
Answer: C
Question: 59
Which Citrix component acts as Secure Ticket Authority (STA) in a XenDesktop
environment?
A. NetScaler Gateway
B. License Server
C. StoreFront Server
D. Delivery Controller
Answer: A
Question: 60
Scenario: A Citrix Administrator needs to implement new security standards to protect
all internal users' username and password information within the XenDesktop
infrastructure. The administrator must accomplish this task with the least amount of
administrative overhead and cost to the company. What should the administrator
deploy?
A. A Domain SSL certificate on the StoreFront Server(s) and XenDesktop Controller(s)
B. A third-party certificate on the StoreFront Server(s) and XenDesktop Controller(s)
C. A third-party SSL certificate on the XenDesktop Controller(s)
D. A Domain SSL certificate on the StoreFront Server(s)
Answer: A
Question: 61
Scenario: A Citrix Administrator configures the following policies in a XenDesktop Site
environment, in descending priority order:
1. Marketing Office A has a filter on Marketing users. Client Network Drives is
disabled; Client Fixed Drives is enabled.
2. Marketing Office B has a filter on Marketing users' Internal IP. Client Network
Drives is disabled; Client Fixed Drives is enabled.
3. Accounting has a filter on Accounting Users. Client Network Drives is enabled;
Client Fixed Drives is NOT configured.
4. Baseline configured without a filter. Client Network Drives and Client Fixed Drives
are both disabled. Based on these policies, what will Accounting users be able to access?
A. Client Fixed and Network Drives
B. Client Fixed Drives only
C. Client Network Drives only
D. Neither the Client Network Drive nor the Client Fixed Drive
Answer: B
Question: 62
Scenario: A Citrix Administrator needs to deploy 2000 virtual desktops. The hardware
in the environment has a very fast SSD local storage, and the SAN is running almost at
capacity. There is NO need for user-installed applications or persistency in the
environment. Which provisioning method would allow the administrator to save SAN
storage?
A. Provisioning Services
B. Manual Provisioning
C. Existing machines
D. Machine Creation Services
Answer: A
Question: 63
When users log on to Citrix Receiver they are NOT able to see their line-of-business
application by default and are frequently calling helpdesk to locate the application.
Which phrase can a Citrix Administrator add to the application properties, so that it is
added to Favorites and users CANNOT remove the application from Favorites?
A. KEYWORDS: Mandatory
B. KEYWORDS: Prefer
C. KEYWORDS: Featured
D. KEYWORDS: Auto
Answer: A
Explanation:
To make an individual app mandatory, so that it cannot be removed from Citrix
Receiver for Windows, append the string KEYWORDS:Mandatory to the application
description. There is no Remove option for users to unsubscribe to mandatory apps.
Reference https://docs.citrix.com/en-us/receiver/windows/4-6/configure/receiver-
windows-configure-app-delivery- wrapper.html
Question: 64
Scenario: A Citrix Administrator needs to configure an Engineer User Group, which has
the following requirements:
? Users need the ability to install applications.
? Users require personalization and elevated administrator rights.
? Users engage in resource-intensive work. Which FlexCast Model can the administrator
use?
A. Hosted VDI (Static/Persistent)
B. Hosted VDI (Random/Non-Persistent)
C. VM-Hosted Applications
D. Published Applications
Answer: C
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Ruri Ranbe has been working as a writer since 2008. She received an A.A. in English literature from Valencia College and is completing a B.S. in computer science at the University of Central Florida. Ranbe also has more than six years of professional information-technology experience, specializing in computer architecture, operating systems, networking, server administration, virtualization and Web design.

Fri, 27 Jul 2018 02:30:00 -0500 en-US text/html https://smallbusiness.chron.com/set-up-scanners-citrix-59901.html
Mapping a Printer in Citrix Remotely

Ruri Ranbe has been working as a writer since 2008. She received an A.A. in English literature from Valencia College and is completing a B.S. in computer science at the University of Central Florida. Ranbe also has more than six years of professional information-technology experience, specializing in computer architecture, operating systems, networking, server administration, virtualization and Web design.

Sat, 04 Aug 2018 09:29:00 -0500 en-US text/html https://smallbusiness.chron.com/mapping-printer-citrix-remotely-59496.html
Army Public Affairs

LEADERS

MISSION

Public affairs fulfills the Army's obligation to keep the American people and the Army informed, and helps to establish the conditions that lead to confidence in America's Army and its readiness to conduct operations in peacetime, conflict and war.

What is Army Public Affairs?

Army Public Affairs is comprised of Soldiers and Officers adept at planning and executing a commander’s communication strategy through corporate communication, media and stakeholder engagements, and community outreach activities directed toward external and internal publics with interest in the Department of Defense. The proactive release of accurate information puts U.S. Military operations in context, facilitates informed perceptions about Military operations, counters misinformation and disinformation, and helps achieve national, strategic, operational and tactical objectives. PA exists to maintain the trust and confidence of the American public and deter adversaries at home and abroad.

What is a Public Affairs Officer (PAO)?

U.S. Army Public Affairs Officers serve an important role in telling the Army story. At a glance, PAOs not only serve as the principal communication advisor to the commander on communication strategy, visual information (VI) planning, and public affairs requirements across all mission phases and domains, PAOs also conduct public affairs training for commanders and organizations, facilitate media engagements, and play an important role in mitigating misinformation and disinformation and deterring our adversaries.

ARMY PUBLIC AFFAIRS CENTER

Based at Fort George G. Meade, Maryland, APAC serves as the proponency executive agent for the chief of public affairs. APAC develops, provides guidance for and prepares Army Public Affairs doctrine, organizations, training, materiel, leadership and education, personnel, facilities, and policy (DOTMLPF-P).

U.S. Army Public Affairs Officers lead dynamic and deployable global communication teams who speak for the commander and the organization. The success of the PAO is measured by their ability to leverage strategic insight, perform under pressure, and willingness to accept tasks both small and large to get the job done. We’re looking for someone with an ambitious spirit, an insatiable curiosity and a commitment to tell the U.S. Army’s story.

The Office of the Chief of Public Affairs seeks innovative Officers in the rank of Captain/O3 and Major/O4 for positions in the exciting and challenging world of public affairs. If you majored in marketing, public relations or journalism, or simply love interacting with media and seek opportunities to tell the Army’s story, this is the job for you.

Why Should You Become an Army Public Affairs Officer?

If you understand the importance of good communications in today’s complex environment, Public Affairs may be for you. If you want a job where each day is different from the last, and you interface with Soldiers, media, and community leaders, come see us. We are looking for energetic, ambitious, curious, and committed officers to help lead the effort in effectively telling the Army’s story and ensuring people understand what their Army and their Soldiers are doing.

What do Public Affairs Officers Do?

The job of a PAO is a tireless, yet rewarding one. Aside from advising the commander on best approaches when interacting with the public at large, PAOs leverage communication techniques to effectively tell the Army’s story to the right audience using the right tools, doing so as rapidly as possible. PAOs engage the media and their community, and communicate corporately in support of Army communication strategies that build the trust and confidence of the American public and deter current and potential adversaries.

Advise and Counsel

As the PAO you have the commander’s ear. At all echelons PAOs are the primary staff officers serving as the principal public communication advisor to the commander on all PA matters. PAOs possess review and release authority for all information and products intended for the public on behalf of the commander and command. By leading the commander’s communication synchronization process, PAOs coordinate PA programs, plans, themes, messages, and products specific to their command and mission with sister Information Related Capabilities (IRCs), and ensure command level communication initiatives align with DA themes and messages. PAOs ensure their commanders know the differences between inform and influence actions pertaining to their communication strategies and as they apply to both their mission and audience. As a PAO, you also have a critical role in advising the commander on communication strategy during crises situations.

Media Relations

Anytime you see a deep-dive military story on 60 minutes or Vice News, chances are there was a PAO involved who helped facilitate that project. PAOs help the public understand the military by facilitating engagements between national and international media outlets and Soldiers, escorting media throughout operational and training environments, creating news and information products that inform the public on Army activities at home and abroad, and much more.

Community Outreach

PAOs value the relationship between military and civilian communities and take careful measures to engage. PAOs value communication as continual dialogue and interaction with all stakeholders and are experts and delivering the right messages to the right audiences using the right methods. Whether deployed or at home, PAOs fulfill the commander’s requirement to inform the American people and all stakeholders of Army activities and initiatives.

Command Information

Known as corporate communication outside the military, command information is essentially all official internal communication efforts which you as a PAO, have the responsibility for. This is communicating to the command, to Soldiers, to subordinate leaders, and to the Families that make up the organization using all communication tools available ranging from social media and multimedia products, to simple newsletters and command speeches.

Digital Media Management

As communicators, PAOs operate continuous of information that moves faster than ever before. To successfully tell the Army's story, you will use a variety of aligned digital communication tools to instantaneously tell the Army's story, stay connected with the Army family and share Army information both accurately and timely.

Deterring Adversaries and Countering Propaganda

In tactical and operational environments, and when appropriate, synchronization and coordination of communication objectives are conducted directly between staff sections in the information operations working group. It’s important to note, Public Affairs and Information Operations both directly support military objectives, but their activities differ with respect to intent, scope, and audience and are governed by separate procedures. All information dissemination, regardless of the communicator or medium, is intended to either inform or influence. Public affairs leads the commander’s communication synchronization process, coordinating with other information related capabilities (IRCs) in the operational environment during the military decision-making process (MDMP). This effort enables all Commanders, through non-public affairs information-related activities, to communicate to select, non-American public’s changing attitudes, beliefs, and behavior.

Broadening Opportunities for PAOs

Army Public Affairs has two programs for Active Duty officers designed to greatly enhance your skills as a communication expert make an impact for the Army. They are designed to grow your experience and provide exposure to best industry practices in state of the art educational and corporate settings. These opportunities open additional assignment options and increase promotion potential.

Advanced Civil School (ACS) at Georgetown University

ACS is an 18-month program at Georgetown University where officers earn Master's Degree in Public Relations and Corporate Communications. This program of study, the three-time winner of PRWeek’s “PR Education Program of the Year” award, leverages current industry practitioners to teach students how to think and communication strategically, digitally, and globally.

Training with industry

TWI gives PAOs an opportunity to gain state-of-the-art skills in public relations (PR) in some of the country's Fortune 100 and 500 corporations and top public relations firms. This PR training centers on emerging industry best practices focusing on media relations, mass communications, crisis communications, advertising, marketing, brand marketing and client media services that are not readily available through the military or civil education. Current TWI opportunities include FleishmanHillard offices in New York City, Washington DC, and Atlanta; Siemens in Washington, DC; USAA in San Antonio, Texas; and the NFL in New York City.

How to Apply

The Voluntary Transfer Incentive Program (VTIP) is designed to allow aspiring PAOS transfer from their basic branch into the Public Affairs career within the Army's manning requirements. Two panels are held each year for CPTs and MAJs who are interested in applying. For more information on the program contact the VTIP manager via email at usarmy.knox.hrc.mbx.opmd-retention@mail.mil.

Active Duty Officers and Other Questions

For questions about Active Duty Exceptions to Policy, contact the APAC Policy & Doctrine team at usarmy.meade.hqda-ocpa.mesg.apac-policy-doctrine@army.mil.

Army Public Affairs References:

Department of Defense and Joint Resources:

ARMY MULTIMEDIA VISUAL INFORMATION DIVISION

The Office of the Chief Public Affairs (OCPA) - Army Multimedia Visual Information Division (AMVID) is the official service provider for visual information and multimedia products and services to the Office of the Secretary of Defense, Office of the Chairman of the Joint Chiefs of Staff, Secretary of the Army, Headquarters Department of the Army, and other Federal agencies in the National Capital Region. AMVID’s core capabilities include photo and video documentation, photographic studio operations, studio TV production, audio visual services, streaming/broadcast, graphic art support, event support, video technical services and technical VI consulting services. AMVID is an essential information capability that:

To request VI service support from AMVID, please go to the Visual Information Ordering Site (VIOS) (CAC-enabled)

DIGITAL MEDIA DIVISION

The Digital Media Division disseminates news and information to online and mobile audiences in order to shape conditions that enhance the trust and confidence in America's Army.

MEDIA RELATIONS DIVISION

E-mail for MEDIA QUERIES

ARMY OUTREACH DIVISION

Located in the Pentagon, the Community Relations Division coordinates Army outreach nationwide by connecting Army Senior Leaders with communities and developing relationships with organizations, businesses, sports teams and individuals who support Soldiers, Families and Veterans.

Contact the Army Outreach Team at (703) 697-9603.

RESOURCES

To receive new updates, subscribe to the ARNEWS and News Releases RSS Feeds.

Mon, 18 Dec 2023 04:58:00 -0600 en text/html https://www.army.mil/publicaffairs/?st
Mission & Goals

The Office of Academic Affairs remains focused on the major elements of Sacramento State’s mission – access, diversity, quality, and the fullest university experience for our students. The desire to Excellerate upon what we do regarding each of these elements drives our agenda each year. We pursue improvement with a commitment to accountability and assessment.

Our goal is to Excellerate in ways that provide our students with the best in a university education. Resources matter, of course. So also do ingenuity and practicality, the use of the considerable intellectual talent that characterizes our University.

Download Academic Affairs Strategic Plan

Mission

In support of the University’s Mission: Academic Affairs cultivates and supports inclusive and dynamic learning, meaningful scholarship, and vibrant community engagement.

Vision

Academic Affairs: the recognized leader in transformative education.

Values

Within a culture of high expectations, Academic Affairs is guided by the following essential values:

  • Student Success
  • Inclusive Excellence
  • Academic Innovation & Integrity
  • Collaboration
  • Research, Scholarship, & Creative Activities
  • Community Engagement
Thu, 12 Sep 2019 00:35:00 -0500 en text/html https://www.csus.edu/academic-affairs/provost/mission-goals-strategic-plan.html
Mission and Vision Mission and Vision

Skip to main contentSkip to main navigationSkip to footer content

The Division of Student Affairs is guided by the College’s strategic goal of providing an outstanding student experience. The creative and dedicated team of professionals in Student Affairs will work to achieve this goal by creating opportunities for personal and leadership development, through community-focused learning experiences, and by offering services to promote academic and career success.

Our Mission

Student Affairs supports an inclusive community by advancing student learning, well-being, and personal and professional growth through leadership and engagement opportunities.

Our Promise

ESF Student Affairs: Committed to ESF students’ academic success and well-being.

Fri, 10 Feb 2023 04:17:00 -0600 en text/html https://www.esf.edu/students/dean/mission.php
The Biden administration is on a mission to crack down on junk fees. Here's who's fighting to keep them. No result found, try new keyword!President Joe Biden earlier this year said his administration would crack down on hidden fees. But lobbyists are pushing back against proposed rules that could boost transparency, per WaPo. Sun, 19 Nov 2023 10:00:00 -0600 en-us text/html https://www.yahoo.com/news/biden-administration-mission-crack-down-013527505.html MARKETING & COMMUNICATIONS

This form is meant for UAB Student Affairs departments to request digital and print assets for programs and events, or to pitch our department a story or announcement to cover on our news website. We kindly request for you to contact us 6-8 weeks from your desired due date.

Mon, 17 Aug 2020 10:16:00 -0500 en-US text/html https://www.uab.edu/studentaffairs/marketing/
About ABA

campusscenery

Administration & Business Affairs at Sacramento State is one of the University's chief support divisions, providing integrated and comprehensive administrative, business, financial, operational and logistical support services to students, faculty and staff.

In addition, ABA encompasses planning, operation and maintenance services for the campus facilities and environment, which includes major responsibility for capital construction projects, as well as police and safety services for the campus community.

On this page, you will find information about the ABA organization, our guiding principles, strategic plans and quality initiatives. From our home page, you can navigate to any ABA department or functional unit.

Jonathan Bowman is the CFO/Vice President and senior administrator responsible for Administration & Business Affairs.

Mission
ABA’s professional staff proudly supports student success through stewardship of Sacramento State’s fiscal and capital resources, a well-planned and safe campus, and a commitment to outstanding customer service.

Vision
To be the leading administration and business organization in the CSU, inspiring best practices and innovations in administrative, business and fiscal matters, as well as safety, capital planning and facilities functions.

ABA Values

ABA Values
Values are the broad shared principles that underlie ABA’s collective culture. They inform every aspect of the work that we do, describe our obligations to stakeholders, guide our decision making and inspire the ABA Code of Conduct.

Collaboration
We foster a culture of collegiality with faculty, staff, students, and each other to discover the most effective solutions to University challenges.

Accountability
We take responsibility for all aspects of our business, demonstrating the highest standards of professional conduct and transparency.

Respect
We value all points of view and treat everyone with dignity, courtesy and kindness.

Excellence and Quality
We commit to excellence through a focus on quality and continual improvement.

Service
We provide great customer service by listening with enthusiasm to the voices of faculty, staff, students and other customers, working in partnership to achieve University goals.

Innovation
We embrace creative and forward thinking solutions to achieve our goals.

Integrity
We are honest and ethical, and conduct our work with fairness.

Meet the VP

ABA Organizational Chart & Department Narrative

Governance Structure

Strategic Plan

In 2011-12, ABA established core strategic goals to help build the division’s capacity to support the University community and help advance its mission. These goals are focused on creating an internal culture of improvement that is continuously evolving and ready to meet changing conditions. In 2012-13, when the University's "Redefine the Possible" initiative was launched, ABA identified five focus areas rich in possibilities for transformational change. As goals are accomplished in these focus areas, other focus areas will emerge to replace them.

ABA departments, or "families" submit department and unit-level annual goals and action plans that align with and support these strategic goals and/or specific focus areas, outline plans to execute them, identify measures to evaluate success. Organizational Development tracks goals achievement through progress reports submitted quarterly.

ABA Strategic Plan

Reports

ABA is passionate about not only being transparent but also celebrating accomplishments. Please find our annual report on accomplishments below, which highlights our families' accomplishments in previous fiscal year. Additionally, you will find the previous quarterly reports addressing progress towards the President's imperatives.

2020-2022 ABA Report of Accomplishments

2019-2020 ABA Report of Accomplishments

2018-2019 ABA Report of Accomplishments

2017-2018 ABA Report of Accomplishments

ABA Focus Newsletter

The ABA FOCUS has been publishing content since 2005! A staff created and driven newsletter, we highlight the best of the best of our dynamic division. From staff spotlights, behind the scenes to divisional news, our staff are well informed and engaged in the going-ons of our division. The FOCUS is published three times, yearly.

Fall 2022

Summer 2022

Spring 2022

Fall 2021

Fall 2020

Summer 2020

Spring 2020

ABA Staff Recognition Program

The greatest resource of any organization is its personnel. In Administration & Business Affairs (ABA), a division of over 300, establishing a sense of community is essential. ABA is committed to communication across the division whereby every employee's ideas are heard, and where common goals and values are shared. We recognize those voices and the hard work they accomplish with our formal ABA Staff Recognition Program, each June. See previous years' winners below:

2023 Staff Recognition Program

2022 Staff Recognition Program

2021 Staff Recognition Program

2020 Staff Recognition Program

2019 Staff Recognition Program

Best Practices for Staff Recognition Handbook

START Committee

ABA's Strategy Team: Achieving Results Together (START) is a subcommittee of ABA's Management Council. START is comprised of staff representing each of ABA's families and is chaired by the Director of Organizational Development. START members act as the primary communication vehicle for ABA's strategic planning activities, particularly those focused on staff recognition and engagement. START members also work to identify issues for discussion, propose initiatives, and to facilitate implementation of action plans in partnership with Management Council. Meetings are generally held on the second Tuesday of each month.

START Roster

Member Roles

Who's Who?

Content coming soon. Learn more.

Sat, 06 Jul 2019 02:09:00 -0500 en text/html https://www.csus.edu/administration-business-affairs/about-aba.html
Financial Affairs

MISSION STATEMENT

As part of the Division of Budget and Finance, the primary responsibilities of Financial Affairs includes providing all central financial functions for the University of Wyoming; maintaining internal control to ensure compliance with federal, state and university financial policies, procedures and regulations; and to provide service, support and consultation to the university community for accounting and financial information, enabling and assisting faculty and staff in carrying out their responsibilities in pursuit of the university's mission.

Sun, 12 Nov 2023 06:54:00 -0600 en text/html https://www.uwyo.edu/budget-finance/financial-affairs/index.html
Mission, Vision and Values

Our Mission is to develop leaders to shape tomorrow’s health care.

Our Vision is to be recognized as the global leader in health services administration and research.

As a department, we value:

  • Excellence: We are driven to do our best, learn from our setbacks, and tenaciously seek to improve.
  • Collaboration: We value partnerships and recognize that our success is due to the talent and time of the entire team.
  • Respect: We honor and appreciate the traditions, beliefs, and individuality of all.
  • Integrity: We are committed to honesty and authenticity, adhering to strong moral & ethical principles in everything we do.
  • Diversity, Equity & Inclusion: We believe our diversity is a source of our strength and strive to understand, value and involve all.

As a university, UAB is committed to creating an environment that can serve as the model for the kind of society it strives to build – one of inclusion, fairness, civility and mutual respect. As a department, we have also made a concerted effort to examine and promote these ideals. Among some of our department activities:

  • We created the UAB Academy for Addressing Health Disparities through Healthcare Leadership with a goal to decrease health disparities in the United States, increase the diversity of health care leadership in U.S. healthcare organizations and increase the diversity of qualified applicants who apply and are admitted to HSA graduate programs.
  • We helped found the National Center for Leadership Excellence (NCHL) Graduate Education Health Management Collaborative (GEHM LENS) with 10 other top programs; working to enhance diversity and inclusion in programs across the country.
  • Our faculty lead research projects focused on implicit bias, cultural competence, social determinants of health and other topics.
  • We created a department DEI Task Force, which leads activities like “Inclusive Excellence in Action” training, creating a department quilt which includes visual representation and symbols of our nearly 60 faculty and staff’s cultures, beliefs, values and backgrounds, movie and book discussions and other self-assessment activities.
Fri, 19 Jul 2019 15:30:00 -0500 en-US text/html https://www.uab.edu/shp/hsa/about/mission




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