College of
Health Professions Strategic
Plan 2010-2016
Strategic Priority 1:
Create nimble
organizational
structures and
processes that are
responsive to
workforce needs and
promote the
well-being of people
in a diverse world.
1.1.
Ensure that the academic, outreach, and
administrative units of the College effectively
support the priorities of the College.
1.2. Ensure that the numbers and
types of the College’s faculty and staff are aligned
with the College’s strategic plan.
1.3.
Ensure that the College has appropriate structures
and processes to consistently support applied
experiences for students (internships, clinical,
practica, service-learning, etc.) on and off-campus
and which include interdisciplinary/interprofessional
learning experiences for students and faculty.
1.4.
Collaborate with other Towson colleges to provide
opportunities for CHP students and faculty and
students and faculty from other colleges to enhance
learning and impact on well-being in a diverse
world.
1.5.Assure a commitment to addressing diversity matters
across the college via communications and actions.
1.6.
Assure shared governance in the College at all
levels.
Strategic Priority 2:
Prepare highly competent professionals who are
committed to life-long learning, the development of
knowledge, and leadership in addressing health,
health disparities and social justice in their
promotion of well-being in a diverse world.
2.1.
Ensure that CHP programs, courses, and other student
experiences support students’
development of professional
behaviors necessary to be highly competent
professionals.
2.2.
Develop and sustain relationships with external
partners that provide key experiences necessary for
students’ preparation for entry into the workplace
in professional roles.
Strategic Priority 3:Offer high quality, rigorous, dynamic
academic programs
that address
well-being in a
diverse world and
key workforce needs
of the state and
region.
3.1.
Support students in enhancing their academic success
and achieving their professional goals via CHP
academic programs or via alternative plans.
3.2.
Assure that students in undergraduate
and in graduate programs in the College have
reasonable access to specialized academic support
services.
3.3. Meet and strive to exceed all accreditation,
certification and program review requirements for
CHP academic programs.
3.4.
Ensure that CHP programs, courses, and other student
experiences support students’ development of
knowledge and skills necessary to be highly
competent professionals.
3.5.
Provide programs, courses, and other student
experiences that support opportunities for students’
development of leadership skills important for
promoting well-being in a diverse world.
3.6.
Address the key health and wellness workforce needs
of the state and region as well as the University’s
enrollment growth via the mix of programs offered
within the College.
3.7.Support student learning in service-related projects
designed to promote well-being in a diverse world,
with particular focus in underserved locations of
the metropolitan area.
3.8.
Ensure high quality opportunities for all Towson
University students to enhance their knowledge and
understanding of health and well-being issues
through enrollment in core curriculum and other
courses offered within the College.
3.9.
Increase CHP students’ exposure to international
health and well-being issues via participation in
academic opportunities and extracurricular
activities.
Strategic Priority 4:
Support outstanding
faculty who
demonstrate
leadership in the
integration of
teaching,
scholarship and
service that
promotes well-being
in a diverse world
via a direct focus
on Towson
University, the
metropolitan
community and the
region.Support
outstanding staff
who are committed to
the mission and
activities of the
College.
4.1.Create an environment for
faculty and staff that facilitates mentoring,
scholarly dialogue, creative problem-solving, social
action, and celebration.
4.2.Support faculty in contributing
to the mission of the College in a variety of
models.
4.3.To reflect the range of
teaching, scholarship and service needs in our
College, achieve a balance of faculty in appropriate
numbers representing tenured, tenure-track,
clinical, lecturers and adjuncts to effectively
address the College’s goals.
4.4.Design and implement a faculty development program
to support faculty in fulfilling their roles and
responsibilities.
4.5.Implement a faculty awards program to recognize
faculty who reflect excellence.
4.6.Design and implement a staff development program to
support staff in fulfilling their roles and
responsibilities.
4.7.Implement a staff awards program to recognize staffwho reflect exceptional performance.
Strategic Priority 5:
Develop, implement
and evaluate
high-quality
community-based
learning
opportunities,
applied research and
outreach endeavors
that enhance
well-being in the
metropolitan region
and can be used to
influence well-being
in a diverse world.Collaborate
with key partners in
many of these
activities.
5.1.Plan and operate an Institute for Well-Being via a
facility in the Towson area that houses all
interdisciplinary and center-based outreach programs
of the College and which focuses on enhancing
well-being of people in the community via programs,
educational offerings and applied research.
5.2.Support the health and
well-being of the Cherry Hill community via a range
of outreach endeavors that integrate student
learning opportunities and faculty-student applied
research.
5.3.Encourage and support faculty and staff in applying
for grant funding targeting underserved populations
to promote service and research opportunities for
students and faculty.
Strategic Priority 6:Increase
knowledge of the
impact of CHP
programs and
initiatives via
communicating
success stories in
many venues.
6.1.Develop a highly visible internal and external
campaign to disseminate the brand “Promoting
Well-Being in a Diverse World” for the College of
Health Professions.
6.2.Increase quantity and quality of communication to
external and internal audiences regarding
accomplishments and collaborative possibilities.
Strategic Priority 7:Garner an
appropriate mix of
resources to support
the mission of the
College.
7.1.Ensure that all facilities used by the College’s
faculty, staff and students support the goals of the
College.
7.2.Ensure that all academic programs and outreach
programs used for clinical teaching have current
equipment, teaching materials and technology needed
to support the learning goals of the students.
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