帝王会所

Strategic Plan, Vision and Mission

*The strategic plan is a living document and will be updated as new strategic plans are further developed at the College and University levels. 

Strategic Plan 2023-2028

CHSP Mission & Vision

 

Vision

帝王会所's Department of Hearing, Speech and Language Sciences will be nationally recognized for fostering excellence and ambition in our students, faculty, staff, and alumni to make effective communication accessible and achievable for all. 

Mission

  • To engage faculty, staff, and students in the discovery of knowledge through applied and basic research.
  • To educate students from all backgrounds in an inclusive environment that integrates academic rigor, service experience, and cultural sensitivity.
  • To cultivate independence, professionalism, and competency for students to succeed as scholars, practitioners, and advocates.
  • To extend the boundaries of the university to enrich the quality of life for diverse populations.

Core Values

  • Communication 
  • 罢谤补苍蝉辫补谤别苍肠测鈥
  • Professionalism 
  • Excellence 鈥
  • Student Engagement and Success
  • Community Engagement and Impact 

Our commitment to Diversity, Equity, Inclusion, Accessibility, Belonging, and Social Justice is reflected throughout our strategic plan.

Goals and Objectives

Goal 1: Maintain and extend the provision of evidence-based hearing, speech, and language services to the community through promotion, person-centered care, and outreach activities. 

Goal 1 aligns with CHSP mission 鈥淪erve鈥: We SERVE our communities (big and small).

Objective A. Diversify the profile of services offered by investing in clinical faculty training 

Strategies for attainment: Within the context of the annual performance evaluation process, each clinical faculty member/supervisor will identify and discuss continuing education opportunities that will strengthen their knowledge and skills in the identified area(s) and their areas of expertise. 

Schedule for analysis: During their annual review meeting with the HSLS Director, each clinical faculty member/supervisor will identify training opportunities and resources needed to pursue those opportunities.   

  • Metrics implemented Spring AY 2023-2024

Objective B. Expand community outreach programming and clinical partnerships in the region, including schools and hospital settings.

Strategies for attainment: Mechanisms to track community outreach programming and clinical partnerships are already in place. Updates will be made as new outreach sites and partnerships are established.

Schedule for analysis: The Coordinator of Clinical Services and Directors of Clinical Education will update the tracking systems at the end of each semester.

  • Tracking to begin Fall AY 2023-2024

Goal #2: Expand and promote the diverse research profiles of faculty and students in Hearing, Speech and Language Sciences to address broad and challenging communication issues through basic and applied research. 

Goal 2 aligns with CHSP's Mission 鈥淪olve鈥: We SOLVE the world鈥檚 greatest health issues.

Objective A. Implement digital measures to track faculty research productivity.

Strategies for attainment: The following metrics will be used to assess research productivity:

  • Number of peer-reviewed manuscripts and chapters submitted and published 
  • Number of peer-reviewed presentations delivered at state, national, and international conferences
  • Number of extramural (federal, foundation, corporate) and intramural grant proposals submitted and funded, including the total amount awarded
  • Number of external and internal recognition awards (e.g., meritorious awards, travel awards) 
  • Number of PhD students enrolled, graduated, and employed 

Schedule for analysis: Within the context of the annual performance evaluation process, data on each of these metrics will be tracked within the University鈥檚 digital measures system, Watermark. 

  • Tracking to begin AY 2023-2024

Objective B. Increase student engagement in research and creative activities

Strategies for attainment: The following metrics will be used to assess student engagement in research and creative activities:

  • Number of projects involved with a primary faculty member 
  • Number of HTC theses completed under faculty mentorship
  • Number of peer-reviewed manuscripts submitted and published 
  • Number of peer-reviewed presentations delivered at state, national, and international conferences
  • Number of presentations delivered to 帝王会所 community (e.g., EXPO, College events)
  • Number of extramural (federal, foundation, corporate) and intramural grant proposals submitted and funded, including the total amount awarded
  • Number of external and internal recognition awards (e.g., meritorious awards, travel awards) 

Schedule for analysis: Within the context of the annual faculty performance evaluation process, data on each of these metrics will be tracked in a unit-level database. 

  • Tracking to begin AY 2023-2024

Goal #3: Enhance the currency and quality of undergraduate and graduate curricula to maximize students鈥 intellectual and personal development 

Goal 3 aligns with 鈥淪ucceed鈥 (CHSP) We SUCCEED in training the next generation of healthcare professionals. 

Objective A. Identify and implement new curricular directions within our undergraduate and graduate programs. 

Strategies for Attainment: Proposals for new courses and program changes will be submitted for curricular review. 

  • Undergraduate: We are planning to add Language Science and other related courses to the undergraduate major. An elective course in American Sign Language Syntax will be developed. 
  • Graduate: The medical speech-language pathology course is in development.

Schedule for Analysis: The Program Coordinator in consultation with the Director of HSLS will submit course proposals and program changes (as applicable) to the College and University Curriculum Committees.

  • Anticipated rollout Fall AY 2024-2025

Objective B. Design and implement new curricular and co-curricular experiential learning opportunities for undergraduate and graduate students. 

Strategies for Attainment: Experiential learning opportunities are in development for HSLS 4420 (capstone course). We will develop a digital tracking system in which student experiential learning and interprofessional education opportunities are tracked, including a list of opportunities (including new clinical simulation experiences), programs, and headcount. A master table of annual activities for undergraduate and graduate students will be created.

Schedule for Analysis: Program coordinators will develop the master tables and update the tracking systems at the end of each semester.

  • Tracking to begin AY 2024-2025

Objective C: Ensure professional programs (MA-SLP, AuD) annual summative assessments have clear milestones and checkpoints through academic and clinical programs to lead students toward successful integration of skills.

Strategies for Attainment: Course objectives aligned with learning outcome measures for the College in HLC (The Higher Learning Commission report).

Schedule for Analysis: Program Coordinators (in consultation with the Chair and full faculty) will prepare a complete report that includes all objectives and learning outcomes for each course.

  • Ongoing; update annually each Fall semester

Goal 4: Build stronger alumni connections, including a plan to improve communications with external constituents and stakeholders

Goal 4 aligns with 鈥淪ucceed鈥 (CHSP) We SUCCEED in training the next generation of healthcare professionals. 

Objective A. Establish an HSLS-specific network of alumni who contribute to academic and clinical instruction

Strategies for Attainment: The HSLS Director and select faculty and staff will collaborate with the Alumni Association and Development to develop a database of our alumni, particularly those interested in donating their time and talent to support our student鈥檚 academic and clinical training.

            Schedule for Analysis: The database will be maintained by the HSLS Main Office Staff and updated semi-annually.

  • Anticipated rollout AY 2024-2025

Objective B. Engage in any rebranding required and consistently present the unit to internal and external constituencies with an agreed executive summary of programs. 

Strategies for Attainment: Develop a stronger digital presence on our website for recruitment purposes including updated videos of undergraduate and graduate students telling 鈥渢heir story鈥 about why they chose our program and brief faculty descriptions about their research/clinical expertise and teaching philosophy. 

Schedule for Analysis: The Director will work with faculty, staff, select undergraduate and MA-SLP and AuD students, and University Communications and Marketing to develop a stronger digital presence that includes: (a) a greater array of photos of our clinical spaces and research labs; (b) brief text descriptions of each faculty and clinical staff member鈥檚 area of teaching and research expertise and teaching philosophy; and (c) updated brief videos of current undergraduate students and MA-SLP and AuD students describing why they selected our program. 

  • Continued from 2018-2023 strategic plan. Efforts are ongoing with a projected rollout of new activities Fall 2024-2025.

Approved by Hearing, Speech and Language Sciences Faculty and Staff 12/14/23