2022-2027 (updated 2025)
In alignment with the mission of the University of Kentucky (UK), the mission of the College of Health Sciences (CHS) is to “help the people of the Commonwealth of Kentucky and beyond to gain and retain the highest level of health through creative leadership and productivity in education, research, and service.” The College is dedicated to educating frontline entry-level practitioners for the allied health disciplines housed in the CHS as well as educating the clinical, educational, and research leaders of tomorrow (https://chs.uky.edu/about). We are the Gateway to the Health Sciences.
The 2022-2027 CSD Strategic Plan is integrated with both the University and College Strategic plans and reflects five strategic objectives described below. Thus, the goals of our CSD program are consistent with the college and the university therefore the CSD program has used the strategic planning process to strengthen the core mission of the program and simultaneously move in new directions. This 2022-2027 Strategic Plan will further refine and focus our goals on the tenets of education, research and outreach ensuring continued growth and success of our students, faculty and staff. Furthermore, this planning will help identify objectives and strategies for future implementation.
Executive Summary
Our CSD program adopted the five principles of the University of Kentucky Strategic Plan and developed our own objectives as related to our program. By doing so, we are in alignment with the mission and strategic direction of the university and our College. What follows is a summary of the principles that will be foundational to our aim of improving our program, its students, alumni and ultimately the individuals with communication disorders whom we all serve. Detailed strategies and specific goals with projected timelines are summarized in tables according to each principle following this summary.
1. Putting Students First
“They are why we are here. Whether it is maintaining and enhancing a modern curriculum that prepares all our students for success, providing appropriate support for graduate students or ensuring that doctoral students start and complete their programs successfully, we must put students first.”
CSD Key Objectives
- To build connections early and continuously throughout both Undergraduate and Graduate students’ programs of study.
- To develop curriculum that represents continual improvements and is aligned with the pedagogy and theory of simulation for education in communication sciences and disorders to meet the future needs of the forthcoming Health Education Building Space.
2. Taking Care of our People
“We will only accomplish our mission of advancing Kentucky when our people- those who work with us and those we serve are cared for holistically: their health, their safety, their well-being and their ability to prosper.”
CSD Key Objective
- Objective: Support holistic wellness for CSD faculty, staff members to feel valued, appreciated, acknowledged and supported.
3. Inspiring Ingenuity
“How do we embed innovation and discovery into every aspect of our institution? The breadth and depth of programming and offerings available on one campus makes us distinctive in higher education. How do we incentivize the spark of ingenuity throughout our campus?”
CSD Key Objective
- More intentionally support and develop innovative approaches to academic, research and service initiatives.
4. Ensure Greater Trust, Transparency and Accountability
“We are Kentucky’s institution. And that mantle holds with it heightened responsibilities of accountability and transparency. But we need to do more to instill a sense of trust in each other in everything that we do.”
CSD Key Objective
- Foster a responsive department culture that can adapt when necessary, practices shared governance, and engages in reciprocal communication to support the department and its constituents (faculty, staff, students, alumni, preceptors and external stakeholders).
5. Bringing Together Many People, One Community
“UK is among the most diverse communities in the Commonwealth. Our students will enter a world driven by divisions, but more interdependent than ever before. How do we model unity amidst diversity for our state?””
CSD Key Objectives
- To bridge the student theory/practice gap to bring together expectations for clinical and academic program expectations
- To model and provide an environment where our students faculty and staff feel welcome and supported and able to engage in an open exchange of ideas.
Mission Statement
The mission of the Department of Communication Sciences and Disorders is to serve citizens from all backgrounds in Kentucky and beyond by preparing graduates with the knowledge and skills needed to provide quality clinical services via in-person and telehealth modalities. We prepare students for leadership roles by serving the community and the professions with evidence-based clinical services, continuing education offerings, and exchange of information among practitioners in communication sciences and disorders. We promote, conduct, and support research that contributes to the understanding and management of communication and swallowing disorders.
Values
The CSD program is guided by the core values of the college that align with those of the University: :
- Trust: A team climate of respect where individuals feel comfortable being themselves
- Optimism: A positive outlook on the future, expecting the best outcomes
- Belongingness: Ensuring that all members feel accepted and valued within the team
- Servant Leadership: A focus on well-being of the people to which the College of Health Sciences Belongs
These values are not only reflective of the college’s commitment to student success but also to the broader community and the impact the college aims to make in the world.
Strategic Planning Process
Pre-meeting Process
- October 2021: An overview about the UK Strategic Plan was shared with all CSD faculty via email. All faculty were instructed to review before the actual retreat.
- November 2021: The CSD Department Chair met with the Associate Dean for Academic Affairs for pre-planning purposes and to organize materials. All CSD faculty were invited to attend if interested.
- November 2021: CSD faculty were sent a proposed Strategic Planning document to review so that they were pre-informed about the planned process and also allowed time to think ahead about input that they would like to provide.
During Meeting Process
- Step 1: Split into two assigned groups for general brainstorming discussion to:
- Generate ideas for broader discussion
- Generate objective ideas for any of the 5 domains
- Generate specific action steps
- Step 2: Regroup and begin discussion about objectives for each goal
- Step 3: Record the objectives and action steps discussed in Step 1
- Step 4: Ensure that every individual is given opportunity for comment.
Post Meeting Process
- Spring 2022: Additional discussion at faculty meetings occurred to further vet objectives
- Summer 2022: Final CSD faculty and staff review of SP
- Summer – Fall 2022: Dissemination to alumni, preceptors and students electronically with a video describing overall plan, with an optional invitation for feedback
Goal 1 Strategic Plan: Putting Students First
Objective A: Build connections early and continuously throughout students’ program of study
Strategy A 1.1 Imbed new opportunities for access to faculty and staff in pre, UG and graduate CSD students
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Offer regular potluck opportunities for G1 and G2 at least annually | Fall 2022 | Ongoing |
| 2 | Develop and pilot graduate student social committee with faculty advisor | Spring 2023 | Fall 2022 and ongoing |
| 3 | Identify graduate student officers to serve as liaisons with faculty and NSSHLA | Fall 2022 | Fall 2023 and ongoing |
| 4 | Encourage faculty and staff participation in ongoing student mental health and well-being training opportunities with a goal of 100% having some training by completion date | Fall 2023 | Ongoing |
Strategy A1.2 Develop a communication plan for how we communicate with students throughout their plan of study (academic and clinic)
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Develop a consistently published communication plan to document activities of faculty staff and students (All years of grad students (1-3), pre-majors, CSD major juniors and seniors) | Spring 2024 | CSD Amplifier sent every other Month beginning January 2024 |
| 2 | Share communication plan with cohorts and faculty/staff- MS Teams /or other repository location | Spring 2024 | January 2024 |
| 3 | Identify staff support to assist in developing more consistent multi modal communication from department | Spring 2024 | October 2023 |
Strategy A1.3 Enhance infrastructure and collaboration between advising and CSD to enhance cohesive planning and program progression to improve advising outcomes for students.
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Continue to build relationships with CSD faculty and OSA to improve familiarity with office structure and roles | Fall 2022 | Fall 2023 - meet monthly |
| 2 | Evaluate recommended pre-CSD, UG co-curricular activities to increase engagement of students and relevance of offerings | Spring 2024 | Spring 2025 |
| 3 | Revise progression policy for Master’s students | Spring 2023 | Summer 2023 |
| 4 | Develop and adopt Mini Professionalism Check to be used as formative professionalism assessment | Summer 2022 | Summer 2022 |
Objective B: Develop curriculum that represents continual improvements and meets future needs in new Health Education Building Space
Strategy B1.1 Evaluate curriculum changes in both graduate and undergraduate programs to inform continual improvement
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Establish a Curriculum Committee to begin in Fall 2022 | Fall 2022 | Fall 2022 |
| 2 | Replace paper format of PESSKI by using Calipso for capturing course ASHA standards. | Fall 2022 | Fall 2023 |
| 3 | Analyze student exit, employer and alumni surveys for strengths and opportunities for development and overarching themes | Spring 2023 | Spring 2023 |
| 4 | Curriculum mapping to ensure ongoing alignment with competency standards. (Calipso) | Spring 2023 | Spring 2023 |
Strategy B1.2 Develop curriculum that infuses use of Standardized Patients and Simulations within both academic and clinical courses to ensure competencies.
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Evaluate curriculum for where SP and Simulations can be infused | Spring 2024 | Spring 2024 |
| 2 | Revise syllabi to reflect planned use of SP and Simulations | Fall 2024 | Fall 2024 |
| 3 | Implement use of SP and Simulations across relevant courses | Fall 2026 | Fall 2025 (87% of courses) |
| 4 | Evaluate outcome of courses with SP and Simulations | Fall 2027 |
Goal 2: Strategic Plan: Taking care of our people (OP)
Objective: Support holistic wellness for CSD faculty, staff members to feel valued, appreciated, acknowledged and supported.
Strategy 2.1: Develop opportunities for community inroads for tenure/non-tenure faculty and staff
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Intentionally plan an inter-department event for faculty (e.g. social – once per semester) | Fall 2022 | Fall 2022 and ongoing |
| 2 | Profile faculty members’ research activity at faculty meetings through regular agenda item | Sprig 2022 | Spring 2022 and ongoing |
| 3 | Identify options for profiling faculty members’ research activity at college meetings | Fall 2022 | Spring 2023 and ongoing (now research activity is profiled monthly) |
| 4 | Schedule meetings at alternative times to include clinical faculty for whole department and faculty meetings | Spring 2022 | Spring 2022 and ongoing |
| 5 | Schedule training on how to use social media to profile scholarly efforts | Fall 2022 | Fall 2022 |
| 6 | Enhance website capacity for faculty to profile research | AY 2023 | Fall 2023 and ongoing |
Strategy: 2.2 Develop alternative assessment of instruction beyond TCE
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Identify potential peer teaching review methods for clinic and academic courses | Spring 2024 | Fall 2023 |
| 2 | Develop peer teaching or peer review opportunities to provide feedback that support improved student outcomes for clinic and academic courses (including CELT) | Fall 2023- Academic courses Summer 2024 – clinic |
Fall 2024 |
| 3 | Implement peer teaching/review method for all instructors | Summer 2025 |
Goal 3: Strategic Plan: Inspiring ingenuity (II)
Objective: More intentionally support and develop innovative approaches to academic, research and service initiatives.
Strategy 3.1: Engage students in different modalities of learning and offer opportunities for lifelong skills and competencies to address workforce needs in the Commonwealth.
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Identify actions needed to complete online curriculum for pre-requisite courses for post-baccalaureate students | Fall 2023 | Ongoing since 2023 |
| 2 | Develop remaining courses for online delivery for pre-requisite courses for post-baccalaureate students | Fall 2025 | |
| 3 | Enroll first cohort of post-baccalaureate students taking pre-req online courses | Fall 2027 | |
| 4 | Develop curriculum for UG elective for Telehealth Course | Spring 2022 | Spring 2022 and ongoing |
| 5 | Provide UGR experience for student to assist with online support group for persons with communication disorders (TBI, aphasia, etc) | Spring 2023 | Ongoing |
Strategy 3.2: Advance a culture of innovation in research and creative work to address health related challenges.
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Expand faculty research website content and share with Commonwealth and beyond | Fall 2023 | |
| 2 | Explore need for a shared resource across college to identify other faculty who may benefit from additional support related to maintenance/troubleshooting of app, programmer and server space that is HIPPA compliant (survey) | Spring 2022 and ongoing | Spring 2023 |
| 3 | Build capacity to conduct Scholarship of teaching and learning (simulations, competency checks, standardized patients) | Fall 2024 | Spring 2025 |
| 4 | Establish “maker’s space” to leverage collaborative rehabilitative interventions using interprofessional teams (students, faculty and community members) | Spring 2024 | Fall 2023 |
| 5 | Establish additional training opportunities for voice and swallow in rural communities to improve access to services | Spring 2025 |
Goal 4: Ensuring greater trust, transparency and accountability (TTA)
Objective: Foster a responsive department culture that can adapt when necessary, practices shared governance, and engages in reciprocal communication to support the department and its constituents (faculty, staff, students, alumni, preceptors and external stakeholders).
Strategy 4.1: Identify strategies that below and infuse across entire strategic plan
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Ensure appropriate representation on department and college level committees and initiatives that correspond with department faculty and staff roles and responsibilities. | Annually beginning Fall 2022 | Ongoing |
| 2 | Establish a repository (MS Teams)for department resources, communications, and other information on website and/or other means (e.g., links to resources, archived email, newsletters, video etc.) for CSD faculty and staff. | Annually beginning Fall 2022 | Ongoing |
| 3 | Create and implement a dynamic CSD department communication plan and expectations to ensure responsive, accurate, bi-directional communication with stakeholders, especially those directly impacted. | Fall 2024 | Fall 2024 |
| 4 | Practice a culture of shared governance through implementation of department policies and standards of procedures that align with College rules and expectations and University level rules and regulations. | Annually beginning Fall 2022 | Ongoing |
Goal 5: Bringing together many people, one community (PC)
Objective A: To bridge the student theory/practice gap to bring together expectations for clinical and program expectations
Strategy 5.1A: Streamline current procedural tools to increase awareness and accessibility of student records
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Replace paper format of PESSKI by using Calipso for capturing course ASHA standards. | Fall 2023 | Summer 2023 |
Strategy 5.2A: Enhance resources and support for preceptors and alumni
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Ensure communication about CEUs to alumni and preceptors | Fall 2022 | Fall 2022 and ongoing |
| 2 | Acknowledge preceptors at end of each semester | Summer 2022 | Summer 2022 and ongoing |
| 3 | Survey perspectives related to theory/practice gap from preceptor and student cohorts (e.g. Summer Bridge program | Fall 2024 | Summer 2025 |
| 4 | Explore and implement strategies for faculty engagement with clinical sites. | Fall 2024 | |
| 5 | Advisor check in with students on clinical rotations in Fall of 2nd year and record through Calipso | Fall 2022 | Fall 2022 |
Objective B. To model and provide an environment where our students faculty and staff feel welcome and supported and able to engage in an open exchange of ideas.
Strategy 5.1B
| Action Step | Activity | Target Implementation Date | Completion Date |
|---|---|---|---|
| 1 | Formally evaluate and revise and implement holistic admissions processes | Spring 2023 | Fall 2022 |
| 2 | Create formal mentoring for students as an available support resource | Fall 2026 | |
| 3 | Develop new Study Abroad opportunity for intersession offering | Spring 2023 | December 2022 |