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. Develop and Implement Innovative Course and Program Delivery Methods (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.
1. Define, Support & Assess Student, Faculty, & Staff Success
This strategic priority places student success as a primary focus for CHHS while simultaneously recognizing the relationship of student success to faculty and staff success. It is primarily aligned with the university strategic priority Promote Intellectual Achievement and the university action plans of Build an Equitable and Empowering Culture, Be a Student-Ready University, Reimagine Faculty, and Reimagine Staff as reflected in Table 1. This priority reflects our understanding of the need to be clear about how we define and measure the success of our students, faculty, and staff and places importance on setting annual goals and planning strategic action to meet goals.
AY 2021-2022 Goals
| Action | Actors | Timeline |
|---|---|---|
|
Conduct surveys to affirm a college-wide definition of student success. Faculty, staff, students and community stakeholders would be surveyed. |
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| Action | Actor | Timeline |
|---|---|---|
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Expand training for students, faculty, and staff (Mental Health First Aid) |
Mental Health Advisory Board |
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| Action | Actor | Timeline |
|---|---|---|
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Create a roadmap for all CHHS undergraduate degree programs that connect students career exploration and/or preparation resources offered by CHHS Career Services |
Career Advisor |
Ongoing: Engage first-year students in career workshops. Spring 2022:
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| Action | Actor | Timeline |
|---|---|---|
|
Encourage annual contemplation and evaluation of college-level RTP policies. |
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Fall 2021: Faculty Council drafts a statement to request information regarding the current mechanisms in place for faculty to provide feedback regarding Department Chair/School Director performance. |
| Inform Faculty Council on the common inconsistencies between the college-level RTP document and departmental documents | RTP Committee |
Fall 2021: Revise the departmental RTP policy. |
AY 2020-2021
- Compiled a list of student success definitions from the Departments and presented them to the faculty council. Identified student success themes from the compiled list.
- Established the CHHS Mental Health Committee.
- Launched Beach Buddies. All colleges at CSULB are exploring implementing Beach Buddies.
- Pre-proposal approved for online RN to BSN. Full proposal to be submitted Fall 2021
- Created important contacts directory
- Created an alumni website and LinkedIn page and group
- Created digital media request form for students, faculty, and staff to submit events, academic opportunities, and other relevant information to promote to the whole college.
- Hosted two "We Got You At The Beach" town halls, three Long Beach Black Health Equity town halls, The Lauda Lecture Wellness Series, Convocation, Spring Convening, and multiple staff and faculty team events.
- Notes have been compiled from the college-level RTP committee regarding the need for an annual review of RTP documents in CHHS.
AY 2019-2020
- Enlisted CHHS unit faculty, student, and future employer definition of student success
- Facilitated the Five Behaviors of a Team Training for CHHS leaders
- Launched a train-the-trainer for the Five Behaviors of a Team for all chairs/directors and plus one.
- Created a professional development program for staff
- Launched Staff Huddles to address climate and culture, and define, discuss, revise, and revise business processes
AY 2018-2019
- Student Success Committee conducted a comprehensive survey of 2,000 CHHS students to identify needs, issues, and perceptions surrounding CHHS.
- Hired a Career Coordinator and Student Success Communications Specialist to assist student success
- CHHS representatives attended a faculty hiring summit and provided a report to the CHHS Chairs/Directors. Main action points were revised position announcements to support diverse faculty applications.
2. Develop and Implement Innovative Course and Program Delivery Methods
This strategic priority reflects our commitment to advancing instruction and program delivery methods to engage all students, promote student success, and create greater access to our academic programs for current and future students. It is aligned with the three university strategic priorities of Engage All Students, Expand Access, and Promote Intellectual Achievement and the university action plan of Build a Growth Strategy as reflected in Table 1.
AY 2021-2022 Goal
| Action | Actor | Timeline |
|---|---|---|
| Share best practices for hybrid, HyFlex, online AR/VR, or other innovative instructional formats |
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| Facilitate faculty professional development to advance instruction (e.g. AR/VR, digital technologies, instructional platforms) |
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Spring 2022: Explore a collaboration with ATS on AR/VR training and funding for CHHS faculty to incorporate AR/VR into both research and teaching.
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AY 2020-2021
- Continued support for the SON development of the online RN to BSN
- Appointed and trained faculty leaders and champions to support CHHS faculty remote instruction delivery
- 119 CHHS faculty completed ATS training in Summer 20
- Convened an ad hoc faculty committee to explore virtual and augmented reality instructional methods
- Created a professional development plan (and funding request) for the development of knowledge and personnel infrastructure in the college devoted to the use of AR/VR in instruction and scholarship within the college.
- Faculty Development Committee also launched a faculty book club to continue the discussion around race, diversity, and inclusion in teaching.
AY 2019-2020
- At the request and with the assistance of AA, CHHS explored and supported the pursuit of online RN to BSN to expand student access to the highly impacted SON program
- Supported SON exploration of independent DNP
- Supported enrollment expansion of the Sport Management Program
3. Broaden Community Engagement and Advance Community Partnerships
This priority is aligned with the nature of the college. Nearly every degree program in the college requires or offers student opportunities for clinical, practice, or field experience and/or internships and a significant proportion of CHHS faculty are engaged with community agencies/organizations for research and service purposes. The priority reflects our understanding of opportunities for growth in existing partnerships and the development of new ones. It is aligned with the two university strategic priorities of Promote Intellectual Achievement and Build Community and university action plan of Advance Partnerships for Public Good as reflected in Table 1.
AY 2021-2022 Goals
| Action | Actor | Timeline |
|---|---|---|
|
Promote and support the advancement of the Black Health Equity Collaborative |
Faculty Council Subcommittee: Social Justice Committee |
Ongoing
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| Work with campus constituencies to prioritize Lauda Lecture roundtable recommendations and pursue related partnerships to support the health and wellness of immigrants. |
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Ongoing
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| Action | Actor | Timeline |
|---|---|---|
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Highlight successful partnerships on the website, social media, and at events to increase awareness. |
Communications |
Spring 2021:
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AY 2020-2021
- Members of the CHHS community served on an ad hoc committee to identify potential goals and actions CHHS could undertake as a college and with community partners to advance anti-racism on our campus and beyond.
- Formulated a partnership with the budding Long Beach Black Health Equity collaborative to host a series of town hall meetings. Albeit virtual, we were finally able to hold the Lauda Lecture that featured Pulitzer Prize-winning journalist Sonia Nazario, and we held a follow-up roundtable discussion meeting to generate ideas about how the BEACH could advance the health and wellness of migrants and their families on our campus and beyond
- Commissioned a study of the social networks of CHHS with community partners.
AY 2019-2020
- The work of the four CHHS and community task force groups have resulted in recommendations to build sustainable interdisciplinary partnerships.
- Four projects were funded to support work at the Gold Star Manor and PIs from different disciplinary areas have met one another and most have made connections with the Manor for the very first time. All projects place students at the manor working together in a meaningful way with Manor residents. Other programs like LifeFit and Olli are also in place or will soon be offered at the Manor. Faculty have grown their professional networks across disciplinary areas and with the Center for Successful Aging’s professional network.
- Developed a partnership concept to collaboratively design and provide health care in an interdisciplinary clinic in the new CHHS building.
AY 2018-2019
- Produced a briefing document based on the roundtable discussion results.
- Established follow-up CHHS/community task forces in each area (older adults, health disparities, clinical care and prevention, and homelessness) to further explore results of the initial roundtable discussions and to identify steps to strengthen sustained CHHS interdisciplinary collaboration with our community.
- Launched an internal research call for proposals to support interdisciplinary research - Systematic Innovations in Serving the Needs of Older Adults at the American Gold Star Manor. This work has broadened professional development.
AY 2016-2017
- Established a community partner and university faculty task force to discuss pressing health and human services issues in the communities we serve and met monthly.
- Partner/university group discussions yielded the following macro-themes: aging, health disparities, homelessness, and advancing preventive and clinical care
- Held a university/community roundtable discussion meeting around these themes. More than 200 members of CHHS faculty and our community attended.
4. Facilitate and Support Interdisciplinarity
In recognition of the need to support multiple disciplines working together to solve the most pressing health and human service problems of our time, the college has undertaken substantial efforts to encourage and support a culture of interdisciplinarity in our education and research enterprises. It is aligned with the two university strategic priorities of Promote Intellectual Achievement and Build Community and the university plan of Advance Partnerships for Public Good as reflected in Table 1.
AY 2021-2022 Goals
| Action | Actor | Timeline |
|---|---|---|
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Identify interest among faculty for creating teams to apply for ORSP interdisciplinary grants that can provide seed funding for research aligned with large-scale grant programs. |
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Spring 2022: Associate Dean of Faculty Affairs will work with the Research Committee to identify faculty with common research interests. |
| Offer grant-related professional development to increase faculty professional networks and to facilitate the formation of interdisciplinary grant-writing teams. | Associate Dean of Faculty Affairs | Spring 2022: Set up meetings to determine whether faculty with common research interests actually want to work together. |
AY 2020-2021
- Completed programming planning of a new interdisciplinary Peterson Hall One replacement building that will house multiple health and wellness and clinical health disciplines within CHHS.
- Created a faculty task force to advance interdisciplinary faculty vision for augmented and virtual reality technologies in CHHS degree programs.
AY 2019-2020
- Chair and plus one training on the Five Behaviors of a Team
- College-wide launch of the Five Behaviors of a Team
- Interprofessional committee provided poverty simulation open to CHHS students, faculty and staff, and beyond.
AY 2018-2019
- Using community sectors we prepare students to eventually work in, CHHS Identified four interdisciplinary frames (clinical care, health and wellness, business and industry, community organizations, and government agencies) in which all of our degree programs and courses can be assigned.
- Developed an interdisciplinary building concept using sector interdisciplinary frames.
- Identified all courses by sectors and held faculty sector meetings to share ideas about interdisciplinary teaching spaces
- Interprofessional committee provided poverty simulation open to CHHS students, faculty and staff, and beyond.
AY 2017-2018
- Initiated and implemented Meet the Department/School events to inspire greater connectivity and organic collaborative opportunities.
- Facilitated CHHS Interprofessional Faculty Committee
AY 2016-2017
- Conducted college-wide faculty survey on research areas of interest
- Held faculty/community round table discussions
5. Designed climate & culture
This strategic priority reflects our acknowledgment of our agency in the design of CHHS climate and culture. The priority reflects CHHS commitment to devoting time and resources to the design and ongoing maintenance of CHHS climate and culture. It is aligned with the university strategic priority of Build Community and university action plan of Build an Equitable and Empowering Culture, Reimagine Faculty, and Reimagine Staff as reflected in Table 1.
AY 2021-2022 Goals
| Action | Actor | Timeline |
|---|---|---|
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Disseminate the Data Fellows Team report from AY 20-21 and have departments create actionable goals from findings. |
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Spring 2022 |
| Faculty Equity Advocates (FEAs) actively participate in the search process and conduct a case study for identifying and recruiting an increased number of applicants from underrepresented groups for each open faculty position in CHHS. |
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Spring 2022 |
| Identify past and present barriers and challenges to recruiting, interviewing, and recommending a diverse applicant pool of new faculty who share CSULB values of equity, inclusion, diversity, and educating a diverse student body. |
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Spring 2022 |
| Develop a training module for CHHS Search Committee members to increase knowledge, skills, and ability for identifying and recruiting an increased number of applicants from underrepresented groups for open faculty positions. | Associate Dean of Faculty Affairs & Research |
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| Action | Actor | Timeline |
|---|---|---|
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Provide antiracist professional development for faculty and staff. |
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| Systematically integrate inclusive language in all CHHS policies and official communication (people, functions, goals) |
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AY 2020-2021
- Used the 5 Behaviors as a framework for spring-boarding a designed climate and culture in each CHHS unit
- Examined and developed strategic measures to improve faculty diversity and diverse student access to and progression in CHHS degree programs. Check out the Data Fellows 2020-21 Report (PDF) for more information. Our faculty Equity Advocates supported this effort in faculty search committees and units across CHHS engaged in important conversations and initiatives to advance anti-racism on our campus community and beyond.
- Gathered Department strategies for addressing racism including curriculum, professional development, committee/task forces, and others
AY 2019-2020
- Chair and plus one training on the Five Behaviors of a Team
- College-wide launch of Five Behaviors of a Team
AY 2018-2019
- Established staff huddle groups and launched a designed climate and culture initiative.
- Unit-level promotion of growth mindset, sharpened unit focus, designed culture, and fostering a team-based approach
6. Promote Financial Growth & Stability
Promoting financial growth and stability has been a major focus for the college since 2016 and has been primarily motivated out of necessity to address a significant budget deficit in the general fund. Placing it as a strategic priority reflects our understanding that promoting financial growth and stability within our academic enterprise serves as a foundational element that supports our work and enables the pursuit of all other strategic priorities. It is aligned with the university strategic priority Cultivate Resilience and the university actions plans of Build a Growth Strategy and Advance Partnerships for Public Good as reflected in Table 1.
AY 2021-2022 Goals
| Action | Actor | Timeline |
|---|---|---|
|
Update templates and tools to ease faculty burden in grant submission and grant management process. |
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| Continue rollout of the CHHS Faculty Grant Incentive Program |
Associate Dean of Faculty Affairs and Research
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| Action | Actor | Timeline |
|---|---|---|
| Continue department budget planning and make further improvements to the tracking system. |
Administrative Service Manager |
Fall 2021:
Ongoing:
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| Support and advocate for budget transparency at the college and department level. |
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Spring 2022: “Budget Road Show” to educate Faculty Council, Department faculty, and staff on overall budget details and philosophies. |
| Action | Actor | Timeline |
|---|---|---|
| Develop a resource page that lists equipment, has pictures of lab space, etc. so that it is easily accessible to all faculty and staff. |
Information Technology
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Fall 2021: Renovate KIN laboratory spaces to support core research functions. Spring 2022
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AY 2020-2021
- Launched the CHHS Grant Incentive Program to support increased research revenue that comes back to the college through the university share of grant/contract indirect costs.
- Explored ways to optimize space by creating a shared space concept supported by a college-wide booking and scheduling enterprise.
- Implemented a new budget tracking mechanism to support greater transparency, efficiency, and effectiveness in budget-making decisions and budget management practices.
AY 2019-2020
- Continued implementation of a multi-pronged approach to address General Fund deficit
- Continued ASC training to include budget tracking and management
- CHHS Space Optimization Plan Launched and resulted in shared private office spaces for PTLs, addressing accessibility challenges in shared spaces, and conceptualization and plan for new CHHS social science shared laboratory.
- Completion of online RN to BSN courses and launch of CPIE proposal to offer the program.
- Expanded Sports Management program to include another cohort (2 total).
- To address low CHHS F&A return and college F&A effective rate, CHHS launched the faculty Grant Incentive Program. Over 50 CHHS faculty were granted Grant Ready status and eligibility to apply for CHHS internal grants.
AY 2018-2019
- Near elimination of General Fund budget deficit. Continued implementation of a multi-pronged approach to address General Fund deficit
- Implemented ASC training to include budget tracking and management
- Financial budget tracking methods fully revised
- CHHS space study undertaken
- Online RN to BSN market study undertaken and supported by AA
- Began RN to BSN course development with AA and ATS support
AY 2017-2018
Cut the deficit in half. Continued implementation of a multi-pronged approach to address the General Fund budget deficit
AY 2016-2017
Developed and implemented a multi-pronged approach to address the General Fund budget deficit
