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

​

Goals (or objectives)Action PlanActor(s)

Goal #1: Increase 3 & 4 year persistence rates for CHHS FTFY and 1 & 2 year persistence rates for transfer students (>75%)

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

Goal #3: Increase students' feelings of connection to peers, departments, college

 

*Expand AY plan based on regular bimonthly meetings with AD and Co-Directors for Student Success & Access.

  1. Prioritize outreach events and existing programs/events (e.g. Beach XP, Day at the Beach)
  2. Address LBCC transfer barriers in collaboration with CSULB/LBCC/LBUSD (K-16 grant)

 

  1. Participate in min. 4 high impact outreach events in coordination with departments and DEIA/SS team 
  2. Develop summer bridge program for middle schoolers (K-16 grant) 
  3. Develop strategies to increase number of undeclared students to college (K-16 grant)

 

  1. Disseminate results with recommendations for actions to depts 
    1. All depts develop at least one action based on findings

AD Tiffanye Vargas

Co-Directors for Student Success and Access 

Faculty Success

Goal 1: Develop standards and procedures to implement differential (post tenure) TT faculty workload by AY 2026-2027 

 

 

 

  1. Educate faculty on minimum teaching workload, equity, and RTP Requirements. 
  1. Townhall meetings by FC on CHHS RTP policies. 
  1. Departments revise RTP documents and integrate them into department’s RTP policy. 
  1. Create FAQs for the website.
  2. HHS Research Committee will develop criteria for research high and very high performance that can be used for faculty application to these tracks. 
  3. Grad Council will survey faculty to understand graduate student direct instruction workload, in terms of volume, and intensity
AD Grace Reynolds-Fisher/Dept. Chairs
Goal 2: Develop standards and implement equity minded workload for TT faculty. 
  1. Share equity document with all faculty. 
  1. Department chairs create draft with policies on AT allocation. 
  1. All chairs present department policies at council of chairs. 
  1. Incorporate principles of equity into college constitution and bye laws. 
  1. Chairs produce matrix of AT for distribution to all faculty each semester. 
  1. Dean’s office publishes all AT’s with process. 
  1. Post all AT work accomplished forms online.  
  1. Integrate DEIA component to AT plan. 

Staff Success

Goal 1: Improve staff onboarding, connectedness, and professional development

  1. Reconstitute a staff committee

    1.1. Have the HR and finance leads make recommendations for potential members by Sept 1; Michael work with Jonathan to take nominations from the staff to vote on staff members from the college by Sept 15 vote in at least one person. 

    1.2. Hold first meeting by Oct. 15

  2. Hire an ASM by Oct. 1

  3. Conduct focus group of staff hired in last 24 months to understand their onboarding experiences by October 15.

    3.1. Provide results of focus group to ASM to finalize procedures for onboarding new staff before winter break

  4. Reform and Institutionalize staff huddles by Nov. 1

    4.1. Get area supervisors together by Sept. 1 and have them develop a schedule to hold huddles for every other month and develop topics for first three staff huddles by Sept. 15. (Facilities/Tech, Advising, Administration)

    4.2. Bring Back All Staff Huddles twice per year

  5. Create an online anonymous mechanism for staff to recommend professional development. 
  6. Develop training video archive of all existing trainings for staff

  7. Set group activity meetings

    7.1 Restart reconciliation lab by end of Sept. 

    7.2. Come up with other ideas for group activities (staff committee) by Nov. 15.

Michael Clements

Jonathan Murrietta

New ASM

Staff Leads

Goal 2: Increase opportunities for interdepartmental interfacing
  1. Schedule a CPACE Open House before Oct. 15 to be held for various work areas to run alongside HHS/CPaCe growth model; AP & Purchasing by Dec. 15
  2. Set up PACE trainings 
    1. Email training
    2. AI
    3. Leadership
Michael Clements

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 PlanActor(s)
Goal 1: Establish and/or promote recognition of academic and professional excellence (e.g. rankings, competitions, info distribution [newsleter, websites, social media], create marketing plans)
  1. At least once per semester: Each dept. will select at least one program to target for increasing national ranking (or recognizing academic and professional excellence)
    • Curriculum committees to review criteria/reqs for ranking and provide report to Jonathan by Dec. 15. 
    • Jonathan to work with ind. Depts on marketing plan

CHHS PR; Dept. chairs/dir., faculty/staff

Jonathan

Goal 2: Redefine student learners and develop new programs to support their needs
  1. Implement CHHS Embedded CPaCE Model
    1. Dept. Chair/Directors present Model to faculty and encourage faculty input for Lifelong Learning proposals (Fall 2024)
      1. Lifelong Learning courses begin Summer 2025
    2. Actualize annual CPaCE growth mechanism 
    3. Develop/implement plan for staff training to facilitate coordination between CPaCe and HHS

Monica

New dean 

Chris Swarat/CPaCE team 

Dept Chairs/Directors 

Michael C./ASM

Goal 3: Establish a professional development program to advance faculty teaching and research responsive to changing needs of faculty  

Goals (or objectives)Action PlanActor(s)
Goal 1: Coordinate and advance CHHS community engagement and partnerships 
  1. Form representative college wide partnership working group in Fall 2024 to identify opportunities and pressing challenges
  2. Create report by end of Fall 2024 that provides a comprehensive understanding of the opportunities and challenges facing HHS constituencies. 
  3. Spring 2025: form ad hoc committee that will devise a plan to prioritize and coordinate college wide actions that advance partnerships. 
  4. Fall 2025: college will develop infrastructure to actualize plan
  5. Create partnership recognition for Convocation Fall 2025

Erlyana

AD for FAR

Dept. Chairs/Directors

 

 Survey departments on partnerships to learn specific type of involvement and engagement each partner has within CHHS by end of Fall 2024

Erlyana  

Dept. reps

Goal 2: Develop department/school advisory boards that facilitate alumni engagement

Each department to create/share name of board; description for board responsibility/expected contributions; list of members with titles and affiliation

Create opportunities for alumni to engage with faculty and students that advances academic excellence. *QM Summer Pilot

Dept. chairs/directors

Jen M. to assist as needed 

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. Meet with relevant community organizations and LBUSD contacts to informally gather information on perceived benefits of working with CHHS. Completed in the fall of 2024
  2. Create a list of important individuals and organizations that should be invited to CHHS pathway to access discussions. Completed in the fall of 2024
  3. Formalize goals, meeting schedules and benefits for CHHS pathway and access discussion groups. Complete by spring of 2025.
Co-Directors of Student Success and Access

 

Goal (or objectives)Action PlanActor(s)

Goal 1: Promote and facilitate interdisciplinary research

 

  1. Create faculty affiliation opportunities (Council of Center Directors) – fall 2024 - CHHS promote center affiliation – spring 2025 
  1. AD for FAR will commission at least one interdisciplinary research team to submit a large-scale federal grant 
    1. Explore funding priority areas of research that are also a research focus of CHHS interdisciplinary faculty (e.g., HIV/AIDS related research (alcohol, drugs, co-occurring diseases); autism; chronic disease prevention (obesity, type 2 diabetes, heart health)  
    2. Reach out to department chairs to plan a series of small priority area meetings with related externally funded faculty to explore collaborations– fall 2024  
  1. AD for FAR will commission at least one interdisciplinary research team to submit a large-scale federal grant 
    1. Research Council will work with CHHS-Tech to develop a mechanism from RSCA proposals that identifies faculty research areas.  
    2. Clarify intended outcome(s) for research convening meetings and outline a plan for inviting, scheduling, developing agenda, and assessing effectiveness and present to Dean and AD for FAR along with budget request 

Grace

Center Directors

Goal 2: Develop a college interprofessional education (IPE/Simulation) task force 

Michael Williams

IPE Task Force

Goal (objectives)Action PlanActor(s)
Goal 1: Establish clearly defined cultural norms/values for college (incl. Core Values), incl. DEIA, civility etc. Explore ways to increase staff, different tracks, lecturer sense of value and voice with depts./college

Dean Lounsbery New Dean

Melissa Dyo

DEIA Champion & DEIA Co-Chairs

Goal 2. Develop clear observable and measurable DEIA metrics for CHHS DEIA and draft a 3-year DEIA plan for improvement on identified metrics 
  1. Examine current metrics being used in higher education and identify those that have been effective. 
  1. Look at our current university dashboards to ensure that metrics chosen can be monitored and measured for outcomes related to DEIA initiatives. 
DEIA Co-Chairs; DEIA Champion; consultation/collaboration with Student Success Co-Directors 
Goal 3. Identify cultural norms and establish regularly ongoing activities that promote belonging, connectedness, health and wellness.
  1. Ask Health and Wellness Advisory Board to develop, distribute and analyze data/outcomes. (early September)
  2. Survey faculty/staff on feelings of connectedness/belonging and morale. (September)
  3. Develop a college event schedule. (Summer/early Fall)
  4. Establish and promote fall wellness event at the college level (Launch first week of October)
  5. Reestablsih wellness Wednesday via email (Eventually LifeFit Director would oversee this)

Health and Wellness Advisory Board

College Event Staff

Jonathan/LifeFit Director