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 CultureBe a Student-Ready UniversityReimagine 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 2023-2024 Goals

ActionActor Status/Timeline
Create toolkit for instructors with easy to implement teambuilding and connection activities for use within classesTiffanye Vargas; Jason Plummer; Cheryl RockSpring 2024
Host 1-2 CHHS sponsored events for studentsCheryl Rock

Spring 2024

(completed)

Develop strategy to assess students' sense of connection and retention

 

Need feedback from Beach XP; backburner for nowTBD

Launch 6 Beach XP cohorts

 

Tiffanye Vargas

AY 23-24

(completed)

 

Spring 2024 Update

  • Data for Beach XP 95% retention rate (~145 students); increase to 11 cohorts in Fall.  

ActionActor Status/Timeline
Implement strategies in partnership with LBUSD to reach middle and high school students

Tiffanye Vargas

*update 1/24/24 - new DEIA hire PD written, this will help formalize a plan and determine strategies; Unite LA Grant

 
Develop plan for intentional recruitment of URM at the 2024 Admitted Students Day2 workshops being led by Jason Plummer

 

 

Spring 2024 Update

  • LBUSD middle and high school outreach launched in February (lab tours)
  • Workshops for URM students at Day at the Beach (admitted students day)  

ActionActor Status/Timeline
Create/distribute spreadsheet of available data/databases to each department 

Tiffanye Vargas

*update: Doc sent to chairs; in progress and needs to be updated; Spring/Summer: follow up with chairs

 

Spring 2024 Update

  • Create/share available data base to each dept. 
  • Order recruitment materials for depts  

ActionActor Status/Timeline
Review/adopt CPaCE growth mechanism 

Tiffanye Vargas

*update - CPACE has agreed to application and metrics; Needs follow up (incl. financial and staffing)

 
Share mechanism with all facultyTiffanye Vargas; Dean's Office communications team

 

 

Spring 2024 Update

  • Completed: Application and metrics plan
  • Spring follow up on financials and staffing 

ActionActor Status/Timeline

Develop a plan to adopt 9 units of instruction; 3 units of research; and 3 units of service as the standard TT faculty workload

  • Develop a FTL differential instructional workload plan that provides 40 % of CHHS FTLs 12 units of instruction and 3 units of service
Monica LounsberyDone - Standard and Differential Workload Proposal has been developed
Prepare and disseminate a 'roadshow' to share the draft plan to CHHS facultyMonica Lounsbery

Done - CHHS Stakeholders have been briefed and offered preliminary feedback

Some faculty have expressed needs for exceptions or differential unit allocations

(completed Fall 2023)

Work with chairs and directors to examine the feasibility of the draft plan

 

Monica LounsberyDone - Plan is deemed feasible
Mobilize FC to revise CHHS RTP GuidelinesMonica LounsberyWorking on it; FC is aware of the need to revise RTP documents
Create FTL committee to draft application and review processes for differential workloadMonica LounsberyDone - Committee is formed; Need to check-in to see what needs the committee has
Work with Grad Council to survey CHHS Faculty to understand scope and volume of graduate student advisement workloadMonica LounsberyWorking on it - committee has been briefed and agreed to slate survey as a spring priority; need to check in with the committee to see what supports are needed
Work with FTL committee to draft guidelines for promotion in titleMonica LounsberyWorking on it - committee is formed; need to check in with the committe to see what supports are needed
Draft and adopt CHHS T/TT Faculty Minimum Instructional WorkloadMonica LounsberyWorking on it - policy is drafted and has been vetted; need to check with chairs/directors and FC about adopting the policy draft
Create video to assist lecturers with submission of files for required periodic reviews AD FAR and Faculty Development CommitteeDone - FDC created video during the fall 2023 semester and it was deployed to lecturers in December 2023 for the Feb 5. 2024 deadline
Create video to assist lecturers with submission of range elevationsAD FAR and Faculty Development Committee; DeanWorking on it

 

ActionActor Status/Timeline

Reconstitute remaining Huddles

  • Tech/Facilities
  • Advising
  • All-Staff Huddle
Michael Clements - Staff groupsDec 16; working on it/In progress; Reconstituted facilities and IT huddle; ASC is in place
Add general admin skills training component to either Admin Huddle or supplemental training meetingMichael Clements - Staff groups

Dec 16; working on it, some skills training has taken place in Admin huddles but haven't been able to launch full training program either in scope or frequency

 

One huddle mtg/semester to discuss innovative ideas (staff led)

 

Michael Clements - Staff groupsWorking on it

Create and send staff satisfaction survey

 

Michael ClementsWorking on it

Revamp Staff Annual Awards to account for the variety of work areas (Admin, Advising, Tech etc) and add metrics

  • Consider possible monthly recognition as well

 

Michael ClementsWorking on it - Convocation; August

Implement new employee welcome package (incl. SW)

 

Michael ClementsWorking on it

Revise and streamline onboarding procedures so staff are more ready to be successful on day one. 

 

Michael ClementsWorking on it

Spring 2024 Update

  • Staff satisfaction survey
  • Revise/streamline onboarding procedures 

AY 2022-2023

View Strategic Plan and Outline of Achievements

AY 2021-2022

View Strategic Plan, Accomplishments and Points of Consideration for Future Goals.pdf

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 2023-2024 Goals

 

ActionActor Status/Timeline

Develop survey to assess faculty interest/current use of technology in classroom

  • Distribute survey to Department Chairs
  • Collect survey results 

Tiffanye Vargas + Table Committee-- Alex Washington, Christine Scott-Hayward, Wendy Reiboldt, Jonathan Murrietta, Jason Aurand

*update - completed Fall 2023

Sep. 2023

Develop CHHS Instructional Champion(s) Lecturer Service Positions to ensure high quality instruction through faculty training Development & Support 

 

Create scope of work and deliverables for champions

Tiffanye Vargas + Table Committee-- Alex Washington, Christine Scott-Hayward, Wendy Reiboldt, Jonathan Murrietta, Jason Aurand

Grace Reynolds-Fisher

 

Spring 2024

 

 

Oct. 31 2023

Develop a PD for a new Education Production Staff Position to Support Faculty Innovative Instruction

  • Gather information to draft position description (PD)
  • Finalize PD
  • Create interview questions
  • Determine interview panel
Tiffanye Vargas + Table Committee - Alex Washington, Christine Scott-Hayward, Wendy Reiboldt, Jonathan Murrietta, Jason Aurand

Spring 2024 - working on it; in progress

 

 

 

 

Spring 2024 Update

  • Completed: Faculty survey of digital delivery usage
  • In process: developing instructional champion service positions to ensure high quality instruction through faculty development and support (to be sent to chairs for review)

AY 2022-2023

View Strategic Plan and Outline of Achievements

AY 2021-2022

View Strategic Plan, Accomplishments and Points of Consideration for Future Goals.pdf

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 2023-2024 Goals 

 

ActionActorStatus/Timeline

Develop PD to hire a specialist with a background in community engagement, internship placements, MOUs, collaboration across depts., etc. 

  • Form search committee (Nov. 2023)
  • Advertise and promote position (Dec. 2023)
  • Interview candidates (Dec. 2023)
  • Hire top candidate with specialized title (Spring 2024)
Deans; ChairsSpring 2024 - working on it; the position has been drafted. Dean is reviewing it

 

ActionActorStatus/Timeline

Define forms of engagement for partners

 

 

Chairs and Directors

Done - Dean placed on agenda for the first chairs meeting in Spring 2024 for chair change/approval

Forms of Community Engagement

  1. Provide service consultation in the area of expertise
  2. Representation on external committee/board
  3. Engagement for educational purposes such as MOUs for clinicals and field experience
  4. Partnerships that advance the university mission and has mutual level of benefit for entity and CSULB

External partnerships in CHHS are defined by the following characteristics:

  1. An agreement between one or more CHHS entities and one or more external entities
  2. Commitment to shared common goals/outcomes
  3. Meaningful contributions that are mutually agreed upon 
  4. Mutual benefits received for all entities  
Create Excel database of existing partners across all CHHS departmentsChairs, Nancy Espinosa Working on it

Identify and define mutually beneficial partnership with existing and new partners (11)

  • Identify which departments are interested in partnership
  • Schedule meeting among chairs
  • Create database to share notes and minutes
Chairs; internship coordinatorsWorking on it; will continue to build upon list once survey and excel has been distributed

Spring 2024 Update

To-do for Spring: 

  • Survey faculty for info on external board service
  • Consider designated titles for preceptors  

AY 2022-2023

View Strategic Plan and Outline of Achievements

AY 2021-2022

View Strategic Plan, Accomplishments and Points of Consideration for Future Goals.pdf

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 2023-2024 Goals 

 

ActionActorStatus/Timeline
Identify mechanism for updating faculty RSCA on Faculty Research Experience Expertise (FREE)Associate Dean of Faculty Affairs, Research Committee, Michael Williams (Fall 2024) Working on it/In progress; Overall Priority Sponsor - Michael Williams. Flyer created and sent out. Some confusion as there are 3 sites - Chiclet to update, FREE site to search and additional site for problems. Will 1) Work with Gwen to update flyer 2) Jose to send out announcement and post on SharePoint, 3) Research Committee to consider a 'new' platform versus FREE (or improve FREE) with Simon Kim/Ed Lara, 4) Michael Williams to re-distribute to Chairs for push toward dept/school faculty
Work with dept. chairs to increase number of faculty RSCA info on FREEAssociate Dean of Faculty Affairs, Research Committee, Dept. Chairs, Michael Williams Working on it/in-progress; Information on FREE sent to all faculty via email. Research Committee members have all updated their information on FREE. Michael Williams to remind Chairs/Directors to encourage faculty to update to FREE app. 

Spring 2024 Update

  • Completed: 127 faculty enrolled in FREE; identified issues w/FREE platform (e.g. multiple sites)
  • In progress: Research Committee to consider new platform or improving FREE 

ActionActorStatus/Timeline

Identify currently active/complete core labs

 

Associate Dean of Faculty Affairs, Steve Irby/Facilities Support Group, Jonathan MurriettaWorking on it/in-progress; SharePoint has electronic lab membership application active for two shared labs, the Biophysio lab in KIN and the Social and Behavioral Sciences Lab in SSPA 007. Several faculty have now been trained on both labs.
Create an information sheet for faculty users for each active/complete labNancy Espinosa/Steve IrbyWorking on it
Create a video tour of at least one core labJonathan Murrietta, Steve Irby/Facilities Support GroupCompleted

Spring 2024 Update

  • Completed: Video of Social and Behavioral Sciences Lab 
  • In progress: identify best method to share lab app, training, etc. and clarify approval process; ID which lab techs w/specific labs. 
  • In progress: obtain testimonials from faculty who use labs; include in newsletter 

ActionActorTimeline
Identify the charge/scope of the task forceDean, Michael Williams, Cathy Deckers, Faculty CouncilDone; Charge and suggested membership has been created and shared with chairs/directors
Recruit members with expertise and interest in IPE/Sim labSteve Irby/Facilities Support Group, Cathy Deckers and Michael WilliamsWorking on it. Call for 1-2 volunteers from each dept/school sent out late December. There is an IPE/SIM charge and some action steps. Hope to get the Taskforce to meet at least once by end of semester and elect Chair, etc. 

Spring 2024 Update

  • Completed: Identified scope/charge of task force 
  • In-progress: Email to chairs/directors to identify faculty to serve (deadline 2/14/24)  

ActionActorTimeline
Work with CHHS ADs to contact dept chairs across the campus to promote new school and to identify programs interested in being a part of the new school.Dean's Office ADs; Henry O'Lawrence, Kamiar AlaeiWorking on it - some challenges between HS and HCA in terms of merging and losing identity. School of Public Health has great interest across campus. So Health Sciences may move to retitle as "School of Public Health."

Need to define affiliation and process, barriers, etc.; Consider Task Force for Affiliation

 

Dean's Office ADs, Henry O'Lawrence and Kamiar AlaeiWorking on it; see above. Melawhy and Kamiar to work on establishing 'School of Public Health'
Include exec. health/Memorialcare clinic (per Monica); biophysio lab- incorporate into Action Item 4Dean and AD FARSpring 2024- Working on it; Grace and Dean working with LBMCC to create the visit for Executive Health; Draft protocols have been developed and will be piloted in Feb. 

Spring 2024 Update

The new School of Population and Public Health

  • Completed/In-progress: Promote program across campus; identify programs interested in being part of new school
  • In progress: Define affiliation and process, identify barriers; consider Affiliation Task Force

The new Executive Health Program (Memorial LB)

  • In progress: Feb. meeting to review patient protocol 

 

AY 2022-2023

View Strategic Plan and Outline of Achievements

AY 2021-2022

View Strategic Plan, Accomplishments and Points of Consideration for Future Goals.pdf

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 CultureReimagine Faculty, and Reimagine Staff as reflected in Table 1. 

AY 2023-2024 Goals

 

ActionActorTimeline

Develop and implement cultural humility resources

  • Survey chairs/designees
  • Connect with experts
  • Gather resources/materials & develop rubric
  • Disseminate reflection activity
  • Consider having faculty training by faculty experienced with reflective teaching strategies (e.g. SW)
Jason Plummer and Jonathan MurriettaSpring 2024

Faculty development and training on cultural humility

  • Research Symposium (CHHS faculty with DEIA expertise)
  • Establish common language (what do we mean by DEIA?)
  • Consider Teams or Canvas as a means to share info/resources for faculty/staff
Jason PlummerSpring 2024

Spring 2024 Update

  • Completed: Survey of chairs; gathering resources
  •  In progress: disseminate reflection activity; consider having faculty training led by faculty with experience in reflective teaching strategies 

Additional suggestions from Jan. Check-In: 

  • Revisiting Safe Zone Training (including how to have difficult conversations in the classroom)
  • Expanding beyond racial diversity (e.g. undocumented, ageism, ability)

ActionActorTimeline

Determine strategy for assessing belonging

  • Follow up with Leilani re: how belonging is being assessed in Learning Communities
  • Identify practices that facilitate belonging to share with fac/staff
Cheryl Rock/Melissa DyoOngoing

Revive Wellness Campaign

  • Friendly competition; Adding bonus points for interdisciplinary team
  • Consider: Volunteer Day, Dog Days, monthly play dates, weekly events; social media blasts
Ayla Donlin; Jonathan Murrietta/Wellness Advisory Board/Michelle Taylor 

Ongoing

 

Promote adoption of cultural norms

  • Identify all areas and ways they can be implemented
  • College wide event
  • Lauda Lecture (Spring): M. Taylor to f/u with G. Reynolds re: attending Faculty Council to be involved with discussion about the Lecture.
  • Coordinate with Ayla re: wellness week (consider University calendar and existing plans for wellness week/events)
Faculty Council/ADsOngoing

Spring 2024 Update

  • Completed: 5 CHHS events to promote engagement 
  • In progress: Lauda lecture, Wellness Campaign

Additional suggestions from Jan. Check-In: 

  • Opportunities to engage OLLI/Senior recruitment (e.g. week of welcome for seniors) 

AY 2022-2023

View Strategic Plan and Outline of Achievements

AY 2021-2022

View Strategic Plan, Accomplishments and Points of Consideration for Future Goals.pdf

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. 

  • Dean
  • Associate Dean of Faculty Affairs and Research 
  • Communications
  • Fall 2021: Publicize templates available for NIH and NSF grants.
  • Spring 2022: Funded external grant faculty will attend a reception and provide insights into streamlining grant submission and processes within the university.
Continue rollout of the CHHS Faculty Grant Incentive Program

 

Associate Dean of Faculty Affairs and Research

 

 

  • Spring 2022: Evaluate phase two grantees
  • Summer 2022: Roll out phase three grants in the summer of 2022

Action Actor Timeline
Continue department budget planning and make further improvements to the tracking system.  

 

Administrative Service Manager

 

Fall 2021

  • Create a mechanism for chairs/directors to understand each budget resource and scope of use.
  • Continue to meet with each chair/director on the use of a mechanism to plan budget expenditures

Ongoing

  • Facilitate training for ASCs on budget-related skills   
Support and advocate for budget transparency at the college and department level. 
  • Administrative Service Manager
  • Faculty Council 

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

 

 

Fall 2021: Renovate KIN laboratory spaces to support core research functions. ​

Spring 2022

  • Develop a digital passcode procedure for CHHS shared conference room, lab, and computer lab space.
  • Launch the CHHS social science research lab.​

AY 2021-2022

View Strategic Plan, Accomplishments and Points of Consideration for Future Goals.pdf

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