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 25-26 Strategic Plan Summary of Accomplishments and Ongoing Work
| Strategic Priority (SP) | Department/Center | |
| SP #1: Faculty/Staff/Student Success | CHHS Data Fellows Project: From LBUSD to CHHS: Impact of High School Pathways on Student Outcomes
| |
Center for Latino Community Health
|
| |
| Kinesiology |
| |
| Physical Therapy |
|
| SP #2: Promote Academic and Professional Excellence | Criminology, Criminal Justice and Emergency Management (CCJEM) |
|
| Family and Consumer Sciences (FCS) |
| |
| Health Care Management |
| |
| Japanese Garden |
| |
| Kinesiology |
| |
| Public Policy & Administration (PPA) |
| |
| Speech Language and Pathology |
|
| SP #3: Community Engagement & Partnerships | FCS |
|
| Health Care Management |
| |
| Japanese Garden |
| |
| Kinesiology |
| |
| Osher Lifelong Learning Institute (OLLI) |
| |
| Speech Language and Pathology |
| |
| PPA |
| |
| CHHS |
|
| SP #4: Interdisciplinarity | FCS |
|
| Japanese Garden |
| |
| Kinesiology |
| |
| OLLI |
| |
| PPA |
| |
| SLP |
|
SP #5: Climate & Culture
| SLP |
|