CHHS Beach 2030 Strategic Planning

CHHS strategic priorities and their alignment with the university strategic priorities╠řare reflected in Table 1 below.╠řCHHS 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.╠řIn September of each academic year, CHHS will evaluate the╠řprevious╠řAY 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.╠ř

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

University Strategic Priorities╠ř CHHS Strategic Priorities╠ř

1. Engage All Students╠ř╠ř╠řÔÇő

2. Expand╠řAccess╠ř

3. Promote╠řIntellectual╠řAchievement

4. Build Community╠ř

5. Cultivate╠řResilience╠ř

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

2. Develop and Implement Innovative Course and Program Delivery Methods╠ř(strategic priorities 1,2&3)╠ř

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

4. Facilitate╠řand╠řSupport Interdisciplinarity╠ř(strategic priorities 3&4)╠ř

5. Designed Climate╠ř& Culture╠ř(strategic priority 4)╠ř

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

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╠ř

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╠řPromote Intellectual Achievement╠řand the university action plans of╠řBuild an Equitable and Empowering Culture,╠řBe a Student-Ready University,╠řReimagine Faculty, and╠řReimagine Staff╠řas 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.╠ř

AY 2023-2024 Goals

ÔÇő

Action Actor ╠ř░Ňż▒│ż▒­▒˘ż▒▓ď▒­

Create toolkit for instructors with easy to implement teambuilding and connection activities for use within classes

Tiffanye Vargas; Jason Plummer; Cheryl Rock ╠ř

Host 1-2 CHHS sponsored events for students

╠ř

╠ř

╠ř

Develop strategy to assess students' sense of connection and retention

╠ř

╠ř ╠ř

Launch 6 Beach XP cohorts

╠ř

╠ř ╠ř

╠ř

Spring 2024 Update

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

Action Actor ╠ř░Ňż▒│ż▒­▒˘ż▒▓ď▒­

Implement strategies in partnership with LBUSD to reach middle and high school students

Tiffanye Vargas

*update 1/24/24 -╠řnew DEIA hire PD written, this will help formalize a plan and determine strategies

╠ř

Develop plan for intentional recruitment of URM at the 2024 Admitted Students Day

2 workshops being led by Jason Plummer

╠ř

╠ř

Spring 2024 Update

  • LBUSD middle and high school outreach planned
  • Workshops for URM students at Day at the Beach (admitted students day)╠ř╠ř

Action Actor ╠ř░Ňż▒│ż▒­▒˘ż▒▓ď▒­

Create/distribute spreadsheet of available data/databases to each department╠ř

Tiffanye Vargas

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

╠ř

Spring 2024 Update

  • Create/share available data base to each dept.╠ř

  • Order recruitment materials for depts (Jan.)╠ř╠ř

Action Actor ╠ř░Ňż▒│ż▒­▒˘ż▒▓ď▒­

Review/adopt CPaCE growth mechanism╠ř

Tiffanye Vargas

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

╠ř

Share mechanism with all faculty

╠ř

╠ř

╠ř

Spring 2024 Update

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

Action Actor ╠ř░Ňż▒│ż▒­▒˘ż▒▓ď▒­

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 Lounsbery In-progress

Prepare and disseminate a 'roadshow' to share the draft plan to CHHS faculty

Monica Lounsbery

╠ř

(completed Fall 2023)

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

╠ř

Monica Lounsbery In-progress

Spring 2024 Update

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

Action Actor ╠ř░Ňż▒│ż▒­▒˘ż▒▓ď▒­

Reconstitute remaining Huddles

  • Tech/Facilities
  • Advising
  • All-Staff Huddle
Michael Clements Dec 16

Add general admin skills training component to either Admin Huddle or supplemental training meeting

╠ř

Dec 16

╠ř

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

╠ř

╠ř ╠ř

Create and send staff satisfaction survey

╠ř

╠ř ╠ř

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

╠ř

╠ř May 19, 2024

Implement new employee welcome package (incl. SW)

╠ř

╠ř ╠ř

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

╠ř

╠ř ╠ř

Spring 2024 Update

  • Staff satisfaction survey
  • Revise/streamline onboarding procedures╠ř

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╠řa list of student success definitions from the╠řDepartments╠řand presented them to the faculty council.╠řIdentified student success themes from the compiled list.
  • Established the CHHS Mental Health╠řCommittee.
  • Launched Beach Buddies. All colleges at ║┌┴¤═° are exploring╠řimplementing Beach Buddies.╠ř
  • Pre-proposal approved for online╠řRN to BSN. Full proposal to be submitted Fall 2021
  • Created important contacts directory╠řÔÇő
  • Created an╠řalumni website and LinkedIn page and group╠ř╠ř
  • Created╠řdigital media request form for students, faculty, and╠řstaff to submit events, academic opportunities, and other relevant╠řinformation 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╠řmultiple staff and faculty team events.╠ř
  • Notes have been compiled from the college-level RTP╠řcommittee╠řregarding the need for an annual review of RTP documents in CHHS.╠ř╠ř

AY 2019-2020╠ř

  • Enlisted CHHS unit faculty, student, and future employer definition of student success╠ř
  • Facilitated the Five Behaviors of a Team Training for CHHS leaders╠ř
  • Launched a train-the-trainer for the Five Behaviors of a Team for all chairs/directors and plus one.╠ř
  • Created a professional development program for staff╠ř
  • Launched Staff Huddles to address climate and culture, and define, discuss, revise, and revise business processes

AY 2018-2019╠ř

  • Student Success Committee conducted a comprehensive survey of 2,000 CHHS students to identify needs, issues, and perceptions surrounding CHHS.╠ř
  • Hired a Career Coordinator and Student Success Communications Specialist to assist student success╠ř
  • 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.╠ř

╠ř

2. Develop and Implement Innovative Course and Program Delivery Methods╠ř

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╠řand the university action plan of Build a Growth Strategy╠řas reflected in Table 1.╠ř

AY 2023-2024 Goals

╠ř

Action Actor ╠ř░Ňż▒│ż▒­▒˘ż▒▓ď▒­

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

  • Distribute survey to Department Chairs
  • Collect survey results╠ř

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╠ř

╠ř

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

╠ř

Spring 2024

╠ř

╠ř

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

╠ř

╠ř

╠ř

╠ř

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╠ř

  • Continued support for the SON development of the online RN to BSN╠ř
  • Appointed and trained faculty leaders and champions to support CHHS faculty remote instruction delivery╠ř
  • 119 CHHS faculty completed ATS training in Summer 20╠ř
  • Convened an ad hoc faculty committee to explore virtual and augmented reality instructional methods╠ř
  • Created a professional development plan (and funding request)╠řfor the development of knowledge and personnel infrastructure in the╠řcollege devoted to the use of AR/VR in instruction and scholarship within╠řthe college.ÔÇő
  • Faculty Development Committee also launched a faculty book club to continue the discussion around race, diversity, and inclusion in teaching.╠ř

AY 2019-2020╠ř

  • 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╠ř
  • Supported SON exploration of independent DNP╠ř
  • Supported enrollment expansion of the Sport Management Program╠ř

╠ř

3. Broaden Community Engagement and Advance Community Partnerships╠ř

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╠řPromote Intellectual Achievement and Build Community╠řand university action plan of Advance Partnerships for Public Good as reflected in Table 1.╠ř

AY 2023-2024 Goals╠ř

╠ř

Action Actor Timeline

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

  • Form search committee (Nov. 2023)
  • Advertise and promote position (Dec. 2023)
  • Interview candidates (Dec. 2023)
  • Hire top candidate with specialized title (Spring 2024)
Deans; Chairs

Spring 2024

╠ř

Action Actor Timeline

Define forms of engagement for partners

╠ř

╠ř

Chairs and Directors

ÔÇő

October 2023╠ř

Create Excel database of existing partners across all CHHS departments Chairs, Nancy Espinosa╠ř November 2023

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 coordinators December 2023

Spring 2024 Update

To-do for Spring:╠ř

  • Define forms of engagement for partners
  • Survey faculty for info on external board service
  • Consider designated titles for preceptors╠ř╠ř

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╠řLong Beach Black Health Equity collaborative╠řto host a series of town hall meetings. Albeit virtual, we were finally able to hold╠řthe Lauda Lecture╠řthat featured╠řPulitzer Prize-winning╠řjournalist╠řSonia╠řNazario,╠řand 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.╠ř

AY 2019-2020╠ř

  • The work of the four CHHS and community task force groups have resulted in recommendations to build sustainable interdisciplinary partnerships.╠ř
  • 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 AgingÔÇÖs professional network.╠ř
  • Developed a partnership concept to collaboratively design and provide health care in an interdisciplinary clinic in the new CHHS building.╠ř

AY 2018-2019╠ř

  • Produced a briefing document based on the roundtable discussion results.╠ř
  • 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.╠ř
  • 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.╠ř

AY 2016-2017╠ř

  • 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.╠ř
  • Partner/university group discussions yielded the following macro-themes: aging, health disparities, homelessness, and advancing preventive and clinical care╠ř ╠ř
  • Held a university/community roundtable discussion meeting around these themes. More than 200 members of CHHS faculty and our community attended.╠ř

╠ř

4. Facilitate and Support Interdisciplinarity╠ř

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╠řand the university plan of Advance Partnerships for Public Good╠řas reflected in Table 1.╠ř

AY 2023-2024 Goals╠ř

╠ř

Action Actor Timeline

Identify mechanism for updating faculty RSCA on Faculty Research Experience Expertise (FREE)

Associate Dean of Faculty Affairs, Research Committee╠ř

Oct. 2023

Work with dept. chairs to increase number of faculty RSCA info on FREE Associate Dean of Faculty Affairs, Research Committee, Dept. Chairs╠ř Oct. 2023

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╠ř

Action Actor Timeline

Identify currently active/complete core labs

╠ř

Associate Dean of Faculty Affairs, Steve Irby/Facilities Support Group, Jonathan Murrietta

Oct. 2023

Create an information sheet for faculty users for each active/complete lab Nancy Espinosa/Steve Irby Oct. 2023
Create a video tour of at least one core lab Jonathan Murrietta, Steve Irby/Facilities Support Group Dec. 2023

Spring 2024 Update

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

Action Actor Timeline

Identify the charge/scope of the task force

Dean, Michael Williams, Cathy Deckers, Faculty Council

Oct. 1 2023

Recruit members with expertise and interest in IPE/Sim lab Steve Irby/Facilities Support Group, Cathy Deckers and Michael Williams Oct. 2023

Spring 2024 Update

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

Action Actor Timeline

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 Alaei

Dec. 10, 2023

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

Include exec. health/Memorialcare clinic (per Monica); biophysio lab- incorporate into Action Item 4

Dean's Office ADs, Henry O'Lawrence and Kamiar Alaei Dec. 10, 2023

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╠ř

╠ř

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.╠ř
  • Created a faculty task force to advance interdisciplinary faculty vision for augmented and virtual reality technologies in CHHS degree programs.

AY 2019-2020╠ř

  • Chair and plus one training on the Five Behaviors of a Team╠ř
  • College-wide launch of the Five Behaviors of a Team╠ř
  • Interprofessional committee provided poverty simulation open to CHHS students, faculty and staff, and beyond.╠ř

AY 2018-2019╠ř

  • 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.╠ř
  • Developed an interdisciplinary building concept using sector interdisciplinary frames.╠ř
  • Identified all courses by sectors and held faculty sector meetings to share ideas about interdisciplinary teaching spaces╠ř
  • Interprofessional committee provided poverty simulation open to CHHS students, faculty and staff, and beyond.╠ř

AY 2017-2018╠ř

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

AY 2016-2017╠ř

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

╠ř

5. Designed climate & culture╠ř

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╠řand university action plan of Build an Equitable and Empowering Culture,╠řReimagine Faculty, and╠řReimagine Staff╠řas reflected in Table 1.╠ř

AY 2023-2024 Goals

╠ř

Action Actor Timeline

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 Murrietta

Spring 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 Plummer Spring 2024

Spring 2024 Update

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

Additional suggestions from Jan. Check-In:╠ř

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

Action Actor Timeline

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 Dyo

Ongoing

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╠ř

Ongoing

╠ř

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/ADs Ongoing

Spring 2024 Update

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

Additional suggestions from Jan. Check-In:╠ř

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

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 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╠řracism including curriculum, professional development,╠řcommittee/task forces, and others╠ř╠ř

AY 2019-2020╠ř

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

ÔÇőAY 2018-2019╠ř

  • Established staff huddle groups and launched a designed climate and culture initiative.╠ř
  • Unit-level promotion of growth mindset, sharpened unit focus, designed culture, and fostering a team-based approach╠ř

╠ř

6. Promote Financial Growth & Stability╠ř

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.╠ř It is aligned with the university strategic priority Cultivate Resilience╠řand the university actions plans of Build a Growth Strategy╠řand╠řAdvance Partnerships for Public Good╠řas reflected in Table 1.╠ř

AY 2021-2022╠řGoals╠ř

Action Actor Timeline

Update templates and tools to ease faculty burden in grant submission and grant management process.╠ř

  • Dean
  • Associate Dean of Faculty Affairs and Research╠ř
  • Communications
  • Fall 2021: Publicize╠řtemplates available for NIH and NSF grants.
  • Spring 2022:╠řFunded 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╠řGrant╠řIncentive Program

╠ř

Associate Dean of Faculty Affairs and Research

╠ř

╠ř

  • Spring 2022: Evaluate phase two grantees
  • Summer 2022:╠řRoll out phase three grants╠řin the summer of 2022

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

╠ř

Administrative Service Manager

╠ř

Fall 2021:╠ř

  • Create a mechanism for chairs/directors to understand each budget resource╠řand scope of╠řuse.
  • Continue to meet╠řwith each chair/director on the use of a mechanism to plan budget╠řexpenditures

Ongoing:╠ř

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

Spring 2022: ÔÇťBudget Road ShowÔÇŁ 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

╠ř

╠ř

Fall╠ř2021: Renovate KIN laboratory spaces to support core research functions.╠řÔÇő

Spring 2022

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

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.╠ř

AY 2019-2020╠ř

  • Continued implementation of a multi-pronged approach to address General Fund deficit╠ř
  • Continued ASC training to include budget tracking and management╠ř
  • 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.╠ř
  • Completion of online RN to BSN courses and launch of CPIE proposal to offer the program.╠ř
  • Expanded Sports Management program to include another cohort (2 total).╠ř
  • 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.╠ř

AY 2018-2019╠ř

  • Near elimination of General Fund budget deficit. Continued implementation of a multi-pronged approach to address General Fund deficit╠ř
  • Implemented ASC training to include budget tracking and management╠ř
  • Financial budget tracking methods fully revised╠ř
  • CHHS space study undertaken╠ř
  • Online RN to BSN market study undertaken and supported by AA╠ř
  • Began RN to BSN course development with AA and ATS support╠ř

AY 2017-2018╠ř

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

AY 2016-2017╠ř

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

╠ř

╠ř