CHHS Beach 2030 Strategic Planning

CHHS strategic priorities and their alignment with the university strategic priorities are reflected in Table 1 below. CHHS strategic priorities were derived from AY 18-19 input from CHHS units, community partners, CHHS Faculty Council, and CHHS faculty, staff, and community partner input from the Imagine Beach 2030 event. In September of each academic year, CHHS will evaluate the previous AY strategic action steps, evaluate goal achievement, and develop new AY goals and related action steps to advance each strategic priority. An outline of achievements in each AY will be reflected in the Strategic Priorities Background and Outline of Achievements section. 

Table 1. University Strategic Priorities and Action Plans Aligned with CHHS Strategic Priorities

University Strategic Priorities CHHS Strategic Priorities 

1. Engage All Students   ​

2. Expand Access 

3. Promote Intellectual Achievement

4. Build Community 

5. Cultivate Resilience 

1. Define, Support & Assess Student, Faculty, and Staff Success (strategic priorities 1,2&3) 

2. Promote Academic and Professional Excellence (strategic priorities 1,2&3) 

3. Broaden Community Engagement and Advance Community Partnerships (strategic priorities 2,4&5)

4. Facilitate and Support Interdisciplinarity (strategic priorities 3&4) 

5. Designed Climate & Culture (strategic priority 4) 

6. Promote Financial Growth & Stability (strategic priority 5) 

CHHS Core Values

Integrity

Students, faculty, and staff in the College of Health and Human Services act with integrity. We adhere to policy, accept responsibility for actions, and promote inclusion, communication, respect for others and divergent views, honesty, and fairness.

Growth Mindset

Students, faculty, and staff in the College of Health and Human Services believe that individual and collective talents can be developed through hard work, persistence, good strategies, and input from others.

Collaboration

The College of Health and Human Services supports interdisciplinary collaboration among faculty, students, and our community to stimulate and foster excellence in education and research innovation, responsiveness to pressing health and human services problems, and the growth of existing partnerships and the development of new ones.

Innovation

The College of Health and Human Services conducts research to advance the education of our students and the multiple academic disciplines that comprise the college. We aim to increase understanding, discover scientific breakthroughs, and enhance the communities we serve.

AY 24-25 Strategic Plan Summary of Accomplishments

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Goals (or objectives)Action Plan

Student Success

Goal #1: Increase 3 & 4 year persistence rates for CHHS FTFY and 1 & 2 year persistence rates for transfer students.

 

 

 

 

Goal #2: Increase by 25% the numbers of under-represented minority FTFY students within CHHS by Fall 2028

 

  1. Prioritized outreach events and existing programs/events
    1. Beach XP: 8 cohorts in Fall, 7 in Spring. Strategized plan for next AY to offer 18 cohorts to reach 50 % of FTFY and will provide podcasts and modules for all FTFY and transfer students.
    2. Day at the Beach: All CHHS Departments with undergraduate programs participated in college showcase and majority held specific events within their departments.
  2. Participated in high impact and local outreach events in coordination with departments and DEIA/SS team:
    1. Sent CHHS faculty representatives to host CHHS table at San Diego and Los Angeles Black College Expo
    2. LB College Promise Summit
    3. Counselors Fair (at CSULB for HS and community college counselors)
    4. Community College Fairs:
      1. El Camino
      2. Orange Coast
      3. Golden West
      4. LBCC
      5. Cypress
      6. Pomona
  3. Initiated CHHS Ambassador Program:
    1. 42 applicants across various CHHS depts, 24 finalists interviewed, 4 selected
      1. Will play a role in recruitment/outreach and serve as a liason between CSULB, LBCC, and LBUSD
  4. Sankofa Health and Engineering Summer Academy: Collaborated with College of Engineering to develop summer bridge program for middle schoolers from Sankofa Parent Village:
    1. 8 CHHS depts will offer interactive sessions for students during week of 6/16/25
  5. Surveyed CHHS students on utilization of Career Development Center (CDC) and found 250 students  (25 % of those surveyed) had never heard of the CDC (CHHS advising).
    1. Developed strategy for sharing resources with CHHS students:
      1. All students: general, "blast" email with CDC resource info
      2. Pre-Majors: exploration and early exposure
      3. Declared majors: targeted outreach and advising 

Faculty Success

Goal: Develop standards and procedures to implement differential (post tenure) TT faculty workload by AY 2026-2027 

 

 

  1. RTP Policy Revision:
    1. Fall townhall meetings held by CHHS Faculty Council on CHHS RTP policy and faculty voted to approve.
    2. All departments presented their RTP revisions to CHHS leadership and Faculty Affairs for feedback.
    3. All departments with faculty going up for tenure/promotion in Fall 2025 submitted revised RTP policies.
  2. CHHS developed and voted in favor of minimum teaching workload policy for T/TT faculty (min. 6 units of instruction per semester) to be implemented starting Fall 2025.
    1. CHHS chairs/directors created assigned time allocation policy/procedure draft for respective departments and presented at Council of Chairs Meeting 3/7/25. Chairs will produce matrix of AT for distribution to all faculty each semester. 

Staff Success

Goal: Improve staff onboarding, connectedness, and professional development

  1. Hired new ASM, Staci Freeman
  2. Reconstituted a staff advisory committee
    1. A group of staff who meet regularly to advise leadership on staff issues, staff needs, and ideas for growth and professional development. The staff on the committee were chosen by their peers to represent all CHHS staff to leadership and involved in process development and improvement regarding college workflows.
  3. Reformed staff huddles
    1. Regular meeting of CHHS staff from across departments, grouped by job duties as well as all staff combined, for purpose of training, professional development, and connection. 

SP 2: Promote Academic and Professional Excellence

Design and revise programs, courses, and learning experiences that foster creative problem-solving approaches and prepare students to effectively respond to health and human services needs within the community.

Goals (or objectives)Action Plan
Goal: Redefine student learners and develop new programs to support their needs
  1. Received approval for fully online, self-support Bachelor of Science in Criminology and Criminal Justice program.
  2. Collaborated with CPaCE and College leadership to develop plan for CHHS Embedded CPaCE Model.
    1. CHHS departments submitted Lifelong Learning proposals to be finalized and offered in AY 25-26. 

Goals (or objectives)Action Plan
Goal 1: Coordinate and advance CHHS community engagement and partnerships 
  1. Formed representative college wide partnership working group in Fall 2024 to identify opportunities and pressing challenges.
  2. Participated in Community Health Awareness Fair sponsored by Delta Sigma Theta Sorority, Inc. on 5/17/25; interactive/tactile activities to promote CHHS majors (incl. Nursing, Kinesiology, SLP)
  3. Sponsored dessert and provided CHHS faculty representatives for LBUSD Black Student Achievement Initiative and grand opening of Black Student Excellence Center. 
Goal 2: Increase College alumni engagement 

Several departments held alumni events: 

  • Recreation & Leisure Studies: Athletics/Dirtbag games; 75 anniversary event; Fall social in Seal Beach; annual workshops for rec. therapists.
  • Health Care Administration: 20th anniversary
  • Nursing: Held 60th anniversary alumni event during Nurses Week (May 8, 2025) at Anna Ngai Alumni Center. First official nursing alumni event in 35 years.
  • Social Work: Met with community advisory board comprised of members from key community groups
  • Public Policy and Administration: 50th anniversary event; formed Alumni Engagement Group with specific goal of mentoring
  • Speech-Language Pathology: Held 1st Alumni Event
  • Health Science: engaged alumni in curriculum development for new doctoral program and through newsletter
Goal 3: Expand and create mutually beneficial partnerships that support student recruitment and retention, enhance student training and practice/application, and supply the workforce.
  1. Met with relevant community organizations and LBUSD contacts to informally gather information on perceived benefits of working with CHHS.
  2. Created a list of important individuals and organizations that should be invited to CHHS pathway to access discussions.
  3. Formalized goals, meeting schedules and benefits for CHHS pathway and access discussion groups. 

 

Goal (or objectives)Action Plan

Goal 1: Promote and facilitate interdisciplinary research

 

  1. Created initial plan for faculty affiliation opportunities with Council of Center Directors including adding Centers to be a part of new faculty orientation and updating websites, developing process for faculty affiliation. 

Goal (objectives)Action Plan

Goal 1: Increase students' feelings of connection to peers, departments, college

 

 

Goal 2: Utilize identified metrics to develop a 3-year DEIA plan for improvement

  1. Completed and disseminated report of CHHS Student Climate Survey (n=577) conducted during Spring 2024 entitled, "Perceptions of Belonging and Disconnection" (Dr. Jason Plummer). Key findings:
    1. Most students felt a sense of belonging, but at times felt disconnected from their department due to imposter syndrome, feeling academically inferior, or lack of awareness of global events/issues among their peers.
    2. Analysis by ethnoracial groups showed that underrepresented minority groups were less likely to say they belonged.
    3. Nearly two-thirds of students in fifth-year or higher and more than one one-third of grad students reported having their classroom contributions dismissed at least once.
    4. Open ended question responses regarding specific times students felt very connected and not connected within their program community revealed various themes.
  2. Developed measureable goals and initial 3 year plan