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&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 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 2020-2021 Goals and Strategic Action

Goal 1: Define student success

Strategic Action

  • Consult Department faculty, students, and future employers on the broadened definition of student success.  
    • Result: Compiled a list of student success definitions from the Departments and presented them to the faculty council
  • Identify cross-department student success themes.  
    • Result: Identified student success themes from compiled list 
  • Conduct a survey to affirm a college-wide definition of student success (in progress)
  • Determine student success metrics. (not completed)

Primary Actors: CHHS Units, CHHS Student Success Fellow, Associate Dean for Student Success, and Academic Affairs. 

Goal 2: Broaden student mental health support. 

Strategic Action: 

  • Establish the CHHS Mental Health Advisory Board. 
    • Result: Established the CHHS Mental Health Committee. Need to make it a standing committee.
  • Launch, pilot, and assess the Beach Buddy Peer Mentoring Program.  
    • Result: Beach Buddies was launched. All colleges at CSULB are exploring implementing Beach Buddies. 
  • Facilitate and promote CHHS faculty and staff Mental Health First Aid Training (in progress for the summer)

Primary Actors: Dean, CHHS Mental Health Advisory Board, CHHS Collaborative with CAPS, and Mental Health America Los Angeles. 

Goal 3. Advance student education aligned with future employment priorities.  

Strategic Action:

  • Create a 5-year CHHS CPIE growth plan for new degrees and certificates that connect to industry and community needs (in progress)
  • Advance 2 priority degrees through CPIE to the proposal level by the end of the Spring 2021 term 
    • Result: Pre-proposal approved for online RN to BSN. Full proposal to be submitted Fall 2021. 
  • Create a roadmap for all CHHS undergraduate degree programs that connect students to one or more career exploration and/or preparation resources offered by CHHS Career Services 
  • Explore options for a CHHS-wide first destination and/or employer survey. 

Primary Actors: Associate Dean for Student Success and Academic Affairs and CHHS Career Coordinator 

Goal 4. Connect CHHS and make navigating it easy   

Strategic Action:  

  • Create strategic communications about how the college is organized and who to contact for specific needs. 
    • Result: Created important contacts directory ​
  • Create an online hub for alumni to get involved and to share success stories.  
    • Result: Created alumni website and LinkedIn page and group.
  • Create an internal communications hub for faculty and staff to get up-to-date info and understand communication processes.  
    • Result: 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. Information hub in progress. 
  • Host college-specific events such as virtual town halls to create a sense of community within the college.
    • Result: 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 Concening nd multiple staff and faculty team events. 
  • Create an online hub for internships that students and community partners can access. (in progress)

Primary Actors: CHHS Communications Coordinator, student success communications coordinator, Associate Dean for Student Success and Academic Affairs. 

Goal 5. Initiate unit-level annual review and potential revision of RTP documents. 

Strategic Action: Facilitate discussion among CHHS RTP Committee, Chairs/Directors, and Faculty Council regarding the need for an annual review of RTP documents in CHHS.  

  • Result: Notes have been compiled from the college-level RTP committee. ​

Primary Actors: Dean, Associate Dean for Faculty Affairs and Research, Chair of the CHHS RTP, Committee and Chair of the Faculty Council.

Background and Outline of Achievements 

AY 18-19 

  • 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. 

AY 19-20 

  • 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

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 2020-2021 Goals and Strategic Action 

Goal 1. Provide faculty development to support online and hybrid programs 

Strategic Action:  

  • Facilitate review and analysis of a survey of faculty on training needs and experiences sent November 2020; work with unit Champions to develop CHHS-specific training for Spring 2021 and beyond.  
    • Result: Appointed and trained faculty leaders and champions to support CHHS faculty remote instruction delivery. 
    • Result: Collected data on training needs and experiences. ​
  • Facilitate Faculty Development Committee to provide training to complement (not duplicate) ATS, Faculty Development Center, and CHHS unit Champions training for Spring 2021 and beyond. 
    • Result: 119 CHHS faculty completed ATS training in Summer 20 
  • Continually evaluate ongoing faculty development activities and adjust as necessary to meet evolving needs. 
    • Result: 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.​

Primary Actors: Associate Dean for Faculty Affairs and Research, Unit Faculty Leaders and Champions, CHHS Faculty Development Committee. 

Background and Outline of Achievements

AY 19-20 

  • 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 

AY 20-21 

  • 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 

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 2020-2021 Goals and Strategic Action 

Goal 1. Connect community to university assets through high-impact research for immediate translation and uptake 

Strategic Action 

  • Promote the need for and facilitate seed support to establish a center for evidence-based policing among key community agencies/partners (in progress)
  • Facilitate broadened interdisciplinary faculty collaborative activity with community partners to advance Black Health Equity in Long Beach and beyond.
    • Result: We have established a faculty task force that met throughout AY 20-21. The task force has developed a series of recommendations and has identified three major priorities for college goals in AY 21-22. ​
      • Create an award for student organizations to promote interest among diverse students in CHHS degree programs (presented at faculty council – action item for faculty council so that it becomes part of the constitution).
      • Develop partnerships with historically Black Colleges and Universities to offer BS/MS programs (3+1). When they graduate, they would have Bachelors and Master's degree. (HCA has expressed interest in piloting this) ​
      • Support the Long Beach Black Health Equity Collaborative in two areas: ​
        • Update the state of Black Long Beach report​
        • Participate in a collective impact project to improve health outcomes in the Long Beach Black community (TBD)​
  • Facilitate CHHS and campus discussion related to advancing the health and well-being of migrants and their families. 
    • Result:  After the Lauda Lecture there was a Beach 2030 Follow-up Discussion about the specific actions our campus and community can take. ​The Lauda Lecture Committee created a report that synthesizes the ideas shared during the event and offers recommendations to inform university-level Beach 2030 planning.​
  • Primary Actors: Dean, CHHS Faculty, and community partners. 

Goal 2. Commission a study of the social networks of CHHS with community partners. 

Strategic Action

  • Commission CHHS researchers to conduct the study (completed)
  • Share study results with CHHS (completed)
  • Consider the strategic planning efforts.  

Primary Actors: Dean, Associate Deans, CHHS researchers, Chairs and Directors 

Background and Outline of Achievements 

AY 16-17 

  • 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. 

AY 18-19 

  • 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 19-20 

  • 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. 

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 2020-2021 Goals and Strategic Action 

Goal 1. Facilitate interdisciplinary education pursuits 

Strategic Action: 

  • Facilitate cross-disciplinary program planning for the PH1 replacement building. 
    • Result: We completed programming in May of 2021. 
  • Advance interdisciplinary faculty vision for augmented and virtual reality technologies in CHHS degree programs.  
    • Result:  Created a faculty task force and have the opportunity to apply for funds to support AR/VR initiatives. ​
  • As part of PH1 replacement building planning, facilitate the exploration and model of a collaboratively administered clinic with Long Beach Memorial Miller Children’s Hospital group. 
    • Result: The LOI has been drafted and presented to Long Beach Memorial. ​

Primary Actors: Dean, Associate Deans, ASM, CHHS Chairs and Directors, Director of Advising, Director of Development. 

Background and Outline of Achievements  

AY 16-17 

  • Conducted college-wide faculty survey on research areas of interest 
  • Held faculty/community round table discussions 

AY 17-18 

  • Initiated and implemented Meet the Department/School events to inspire greater connectivity and organic collaborative opportunities. 
  • Facilitated CHHS Interprofessional Faculty Committee  

AY 18-19 

  • 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 19-20 

  • 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. 

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 2020-2021 Goals and Strategic Action 

Goal 1. Use 5 Behaviors as a framework for spring-boarding designed climate and culture in each CHHS unit. 

Strategic Action:

  • Facilitate and complete the train-the-trainer training on the 5 Behaviors modules. 
    • Result: We have completed modules 1-5. ​​
  • Inattention to results (still in progress)​
  • Facilitate unit roll-out of the 5 Behaviors.  ​
    • Result: Varies across the college and will be done on a unit determined timeline due to COVID-19​
  • Add elements of Five Behaviors to chair/director meetings.​
    • Result: Incomplete. Consider AY 21-22

Primary Actors: Dean, Chairs/Directors, and Faculty +1, chair/director sub-committee. 

Goal 2. Examine and develop strategic measures to improve faculty diversity and diverse student access to and progression in CHHS degree programs. 

Strategic Action:

  • Examine the student body demographics of all CHHS degree programs and assess degree progression by race/ethnicity.  ​

    • Results: Data Fellows 2020-21 DEI Report. (Note: Data Fellows did not examine the student demographics by degree program. We analyzed the racial/ethnic breakdown of each department over time, focusing on Black students in CHHS.)

  • Faculty Equity Advocates will support the CHHS faculty search committee activities. ​

    • Result: FEAs provided input and review on all levels of the screening materials. They worked one-on-one with the Departments. ​​

Primary Actors: Data Fellows Team 

Goal 3. Outline Strategies to Address Racism at the Department-level

Strategic Action: Gather Department strategies for addressing racism including curriculum, professional development, committee/task forces, and others  

  • Result: Received plans from 9 of the 11 Departments 

Background and Outline of Achievements 

AY 18-19 

  • 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 

AY 19-20 

  • Chair and plus one training on the Five Behaviors of a Team 
  • College-wide launch of Five Behaviors of a Team 

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 2020-2021 Goals and Strategic Action 

Goal 1. Promote Growth in F&A return 

  • Fully implement Grant Ready initiatives for Phase 1 and Phase 2.  ​
    • Result: Completed​
  • Promote continuing training for faculty to understand what F&A is, and why higher F&A return rates are necessary to sustain college research enterprise. ​
    • Result: One communication appeared in the college newsletter. Additional communications are planned.​
  • Develop and Implement college-wide training on NIH and NSF grant proposal development including but not limited to biosketches, funding cycles, and institute funding priorities, focused on faculty with Grant Ready status. ​
    • Result: So far targeted to phase two recipients of the Grant incentive program​
  • Develop and implement grant proposal writing institute for federal grants, focused on faculty with Grant Ready status, in collaboration with CNSM and other interdisciplinary partners. ​
    • Result: On hold because of COVID-19

Primary Actors: Faculty Council sub-committee.  

Goal 2. Optimize Physical Space and Other Resources 

Strategic Action 

  • Develop a digital passcode procedure for CHHS shared lab and computer lab space. 
    • Result: Partially implemented in 2020, full implementation in Fall 2021​
  • Renovate KIN laboratory spaces to support core research functions.  
    • Result: Completed fall 2020 and will resume in Fall 2021.​
  • Launch the CHHS social science research lab.
  • Support the development of the Japanese Garden’s strategic plan that aims to broaden public visibility and campus use/access to the Garden. 

Primary Actors: CHHS Tech Coordinator and Facilities Coordinator, Associate Dean for Faculty Affairs and Research 

Goal 3. Promote Growth in F&A return 

Strategic Action: 

  • Fully implement Grant Ready initiatives for Phase 1 and Phase 2.  ​
    • Result: Completed​
  • Promote continuing training for faculty to understand what F&A is, and why higher F&A return rates are necessary to sustain college research enterprise. ​
    • Result: One communication appeared in the college newsletter. Additional communications are planned.​
  • Develop and Implement college-wide training on NIH and NSF grant proposal development including but not limited to biosketches, funding cycles, and institute funding priorities, focused on faculty with Grant Ready status. ​
    • Result: So far targeted to phase two recipients of the Grant incentive program​
  • Develop and implement grant proposal writing institute for federal grants, focused on faculty with Grant Ready status, in collaboration with CNSM and other interdisciplinary partners. ​
    • Result: On hold because of COVID-19
  • Primary Actors: Associate Dean for Faculty Affairs and Research 

Goal 4. Improve CHHS Budget Tracking and Execution 

Strategic Action 

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

Background and Outline of Achievements 

AY 2016-2017 

Developed and implemented a multi-pronged approach to address the General Fund budget deficit 

AY 2017-2018 

Cut the deficit in half. Continued implementation of a multi-pronged approach to address the General Fund budget deficit 

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 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.