College of Health and Human Services Vision and Strategic Intentions

Our Mission

“Knowledge for Healthy Living” Provide leadership and education that empowers and strengthens the health and human development of individuals, families, workplaces, and sustainable communities in New Hampshire and beyond.

Our Vision

Through the generation, application , and dissemination of new knowledge, CHHS graduates and faculty lead the transformation and promotion of health, human development, and human services in individuals, families, workplaces, and communities.

CHHS Intentions

1. Promote and support teaching excellence in the College through the seamless integration of research and engagement with teaching
2. Reflectively engage with internal and external communities to identify emerging trends and needs in health and human services and to address those needs that are consistent with the vision and priorities of the College
3. Promote and support an infrastructure that fosters an interdisciplinary culture that becomes a primary motivating factor in the evolution of CHHS
4. Promote and support an ethos and infrastructure that cultivates scholarship and research among College faculty and students
5. Actively communicate with the larger community regarding the need for and impact of CHHS
6. Implement a CHHS strategy implementation structure that allows for and supports the implementation of strategies and activities to successfully advance the intentions, ensure accountability, and consistently communicate progress

Broad Strategic Goal

CHHS’s first five strategic intentions will be advanced by implementation of the sixth strategic intention calling for an organizational structure that encourages new ideas and broad participation, accountability, and enables CHHS to excel in the promotion of health, human development, and human services at UNH, regionally, nationally, and internationally.

Documents

Click here to view additional strategic planning documents.

 

 

 

 

  • Represent and advocate for the College to University and external constituents
  • Responsible to the Provost and President for the strategic and operational management and performance of the College
  • Implement policies of the Board of Trustees, the offices of the President and University Provost, and the faculty of the College
  • Annually prepare and deliver a “State of the College” report on planned efforts and results, newly identified opportunities and initiatives planned for the coming year

Role

  • Develop and promote strategies and structures to meet CHHS mission, vision, intentions, and goals
  • Strategic  engagement with UNH/external  constituencies and environments 
  • Explore new  perspectives, emerging opportunities and initiatives, new structures, and potential relationships

Specific Charge

  • Monitor what the environment (external and UNH) is telling us
  • Align CHHS strategies with UNH strategic plan
  • Identify CHHS competitive advantage
  • Ascertain existing programs that need re-thinking
  • Determine ways to take advantage of synergy
  • Pinpoint new initiatives to be investigated with exploratory capital
  • Contribute to development of strategic internal and external communications plan
  • Promote CHHS relationship with the UNH Foundation
  • Provide Periodic Recommendations to Dean and Executive Committee and Annual Report to Dean

 

 

  • Advance the College by forming supportive relationships with mutually identified stakeholders that result in substantive partnerships and increased philanthropic support that enhance the College's ability to independently invest in its future

Role

  • Identify opportunities for and support the expansion, enhancement and /or contraction of CHHS degree offerings, curricula, programs, minors, courses, and competencies 
  • Explore  and encourage interdisciplinary programs and minors
  • Elected for two year terms/four per year terms (strategic planning committee recommended selection process)

Specific Charge

  • Explore and develop interdisciplinary programs and minors
  • Examine and propose CHHS core courses and competencies that reflect CHHS 2009 intentions
  • Understand emerging skills/knowledge areas for students and infuse curriculum with field inputs
  • Provide guidance of Honors and Discovery courses within the College
  • Examine College wide electronic portfolio
  • Examine curriculum overlaps
  • Review new courses
  • Provide Periodic Recommendations and Annual Report to Executive Committee

 

 

  • Ratify & implement CHHS mission, vision, strategic intentions and goals
  • Align CHHS budget with strategic priorities
  • Direct, coordinate , support, communicate, and receive reports from with 4 councils
  • Develop, implement and assure College-wide policies
  • Develop and implement  comprehensive CHHS internal and external communications and marketing strategies

Role

  • Promote Professional Development for faculty and staff through mentoring, recruitment, retention, diversity, and incentive strategies

Specific Charge

  • Identify emerging skills/knowledge areas for professional development for faculty and staff
  • Create incentives, rewards and awards for faculty and staff
  • Ensure that new faculty and staff are effectively oriented and mentored.
  • Develop faculty recruitment, retention, and diversity strategies.
  • Develop programs to mentor Associate professors pursuing promotion to Full professor
  • Interact with Promotion & Tenure committee as needed
  • Provide Periodic Recommendations and Annual Report to Executive Committee; this committee should collaborate with Promotion & Tenure

 

 

Role

  • Generate ideas for improvement in staff and faculty operations including accreditation, events planning, work flow efficiencies,  pre-award grant preparation, distance learning support

 

Role

  • Create mechanisms for interdisciplinary collaboration and innovation
  • Create methods and mechanisms to continually and consistently engage with internal (to UNH) and external stakeholders and partners

Specific Charge

  • Identify and create mechanisms for discipline-specific and interdisciplinary collaboration within CHHS
  • Identify and create mechanisms for interdisciplinary collaboration within UNH
  • Identify and create mechanisms for collaboration with organizations outside UNH
  • Seed entrepreneurial efforts that may not fall within the scope of major initiatives and institutes.
  • Identify and create programs/informal events that have an interdisciplinary focus
  • Name and support areas of CHHS expertise and excellence
  • Propose incentives, rewards, and awards
  • Provide Periodic Recommendations and Annual Report to Executive Committee

 

 

  • Promotion and Tenure Committee:  Manages  all promotion and tenure processes
  • Post-Tenure Review Committee: Manages all  post tenure review processes