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Strategic Plan - Columbus State University

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College of Education and Health Professions

Strategic Plan

Vision

The College of Education and Health Professions strives to be the first choice in preparing professionals and leaders to make positive contributions to the local and global community.

Mission Statement

The College of Education and Health Professions prepares highly qualified and sought-after professionals who lead with respect, integrity, and compassion and possess the knowledge, skills, and dispositions to improve P-12 student learning, professional health care, and the overall quality of life in our local and global communities.

Core Values

  1. Quality – The highest standard of value used to evaluate academic and professional initiatives, programs, and outcomes.
  2. Respect – Positive regard for the work, devotion, and professional character of others as possessing inherent value towards the College of Education and Health Professions' mission.
  3. Integrity – The consistent presentation of moral, ethical, and character traits reflective of authentic interactions.
  4. Compassion – Awareness, understanding, and an interest in the correction or resolution of another's distress.
  5. Communication – The process of sharing relevant information in a timely, transparent, and effective manner to ensure mutual understanding.
  6. Collaboration – The intentional act of working together with other professionals for the purpose of achieving an academically or professionally relevant outcome.
  7. Innovation – The constructive improvement and development of a concept, practice, or production that can be considered new or comparatively significant in its difference from relative precedence.

College of Education and Health Professions 2030 Strategic Plan

Priority: Student Success

To prepare students as they advance toward graduation, careers, and meaningful lives, we will:

  • Improve the quality and effectiveness of the student advisement experience, including graduate and undergraduate advising.
  • Recruit, support, and retain exceptional and engaged faculty and staff.
  • Provide and incentivize faculty and staff participation in student-centered pedagogy professional development.
  • Develop programs and events that are designed to foster relationships that connect all stakeholders, including students, faculty, staff, administrators, and external partners.
  • Intentionally, integrate life/soft skills into all programs and activities, including communication, collaboration, critical thinking, creativity, character, and advocacy for one’s profession.
  • Use DFW, retention, and other data to revise programs for student success.
  • Track and use exit data for decision making.

Goals Include:

  1. Increase the Fall-to-Fall retention rate of first-time, full-time, bachelor's degree seeking freshman by 2% annually, reaching 86% by 2030.
  2. Achieve an annual increase in enrollment equivalent to 2% of Fall 2024’s enrollment baseline for undergraduate and graduate programs, culminating in a total growth of 12% by 2030.

Priority: Responsible Stewardship

To promote the ethical and transparent management of resources for the individual student and for the university, we will:

  • Engage new donors to support college initiatives and student scholarships.
  • Align the college budget with priorities.
  • Manage resources responsibly, including being intentional with and good stewards of course fees.
  • Seek grant opportunities to support college initiatives.
  • Hire a college-dedicated development officer.

Goals Include:

  1. Increase philanthropic support by 35% by 2030.
    • Increase the amount of scholarship dollars awarded to students by 25% by 2030.
  2. Reduce course fees charged to students by 10%.
  3. Decrease students’ time-to-completion rates to below the 2024 state universities’ average to 5-1 years.

Priority: Community Impact

To drive innovation and create opportunities for continued economic development and improved quality of life in our region, we will:

  • Increase the number of partnerships in the region, including Ft. Benning and surrounding communities, to help satisfy workforce needs in the health and education sectors.
  • Review the curriculum to determine if changes are required to address the full workforce needs and the participation of students in experiential learning experiences.
  • Provide pathways to incorporate the expertise of all college departments’ and centers’ faculty, students, and staff in the Professional Development Lab School and Community Health Center, a collaborative project between MCSD, CTC, and CSU.
  • Annually incorporate experiential learning participation into college-wide assessment metrics.
  • Market student involvement in the community.

Goals Include:

  1. Assure that all COEHP programs continuously maintain a 100% participation rate of students in experiential learning opportunities with educational, community, and industry partners through 2030.
  2. Develop and implement a strategy to document the extent and depth of college collaborative activities with external partners.

Priority: Economic Competitiveness

To elevate the university to be a destination for higher education and to contribute to the vitality of the Chattahoochee Valley, we will:

  • Identify areas where competency-based education or credit for prior learning could be effectively implemented,
  • Develop professional certification programs to meet workforce demand.
  • Explore the development of micro-credentials, 3-year bachelor degrees, and alternate degrees.
  • Encourage participation in faculty sessions to promote interdisciplinary work, research ideas and agendas, and efforts to promote student success.
  • Support faculty research and the dissemination of the findings at conferences.
  • Create an external COEHP news magazine highlighting the work and accomplishments of the faculty, staff, students, and all alums.

Goals Include:

  1. Develop new innovative curricula that lead to professional certifications and/or alternative degrees in response to workforce demands.
  2. Collaborate closely with marketing to develop promotional materials that showcase faculty, the Centers for Academic Excellence, the PDLS, and alumni. Additionally, include information about what sets us apart from other programs in education and health professions.