Skip to Content

HHP Strategic Plan

Department of Health and Human Performance

Academic Plan 2017-2023

I. Introduction





State your department/school/college mission statement.

The mission of the Department of Health and Human Performance is to create and disseminate knowledge promoting evidence-based practice in health promotion, exercise science, and recreation professions. We work to directly promote improved human performance and quality of life through evidence-based educational, recreational, and therapeutic interventions and programs.


Outline briefly your “vision” for the 2017-2023 planning cycle. 

The Department of Health and Human Performance (HHP) seeks to make progress in expansion of graduate programs and infrastructure toward our departmental vision: To be a national leader in promoting human performance and health-related quality of life for all.


Using University goals and initiatives as a guide, list and briefly describe your top five priorities for the 2017-2023 planning cycle and indicate the university goal/initiative to which the unit’s goal is linked. 

1. Continue to revise graduate programs and grow graduate enrollment TSUP 1.2, 1.4, 2.1 & 3.2

Create new MS in Athletic Training (AT) and revise Therapeutic Recreation (TR) master's degree programs to retain existing national accreditations via mandated master’s entry-level programs (completed). Develop and implement interdisciplinary (e.g., Exercise Science Nutrition, TR, Anthropology) MS in Rehabilitation Sciences (completed with revisions). Pursue council on Education for Public Health (CEPH) accreditation for the undergraduate B.S. in Public Health and the M.S. in Public Health Education and Information. Design additional online/blended graduate courses in Exercise Science to better meet the needs of graduate students. Work with partners to increase GA positions and four graduate tuition fellowships to recruit top students from diverse backgrounds. Develop proposal for interdisciplinary PhD program (proposal developed and submitted). Collaborate with the COE Assistant Dean for Educational Partnerships and the COE Outreach Coordinator to grow graduate enrollment.

2. Expand interdisciplinary health research and service to underserved populations TSUP 1.4, 3.1, 3.4, 3.5, 2.1, & 2.2

Build interdisciplinary research partnerships within the department, campus, and community focusing on underserved populations, and increase research productivity by moving all tenure-track/tenured faculty to 3-2 teaching loads.

3. Maintain student success and high-quality instruction for increasing undergraduate enrollment TSUP 1.1 &1.2

Collaborate with the COE Assistant Dean for Educational Partnerships and the COE Outreach Coordinator to grow graduate enrollment.

Hire clinical faculty and faculty of practice to support high-enrollment undergraduate majors (ESS & REC) while aligning programs with national standards and/or certification requirements (CAATE, CEPH, COPART, & NSCA). Invest in faculty and facilities to create advanced learning and collaborative classrooms to support active learning and scholarship of teaching and learning.

4. Change BESS Pre-Rehabilitation degree concentration to an interdisciplinary BS in Pre-Rehabilitation Sciences, strengthening interdisciplinary connections in the department and across the university. TSUP 2.1

5. Utilize findings from the HHP/COE Equity Audit to combat disparities in student achievement. Implement strategies to enhance academic success of all students

6. Renovate Jowers and increase access to space for teaching and research TSUP 2.4, 4.9, & 4.15

Continue space renovation projects to convert vacated intercollegiate athletics spaces in Jowers to large classroom, 2-3 labs, and offices to support instruction and research (completed). Renovate and share cadaver anatomy lab with ANTH in Health Professions (The Texas State Anatomical Board approved HHP/AT to manage the gross anatomy lab in Spring 2019). Increase access to new Aquarena Springs recreational fields, and Meadows Center for outdoor education and PFW classes (completed).


Based on unit goals, list the number of new (not replacement) faculty lines you plan to request in the 2017-2018 academic year and in the remaining 2-6 years. 

One tenure-track faculty member in Rehab Biomechanics for new interdisciplinary MS in Rehabilitation Sciences (2017-2018)

One tenure-track faculty member conditional on university approval of interdisciplinary Doctorate in Rehabilitation Sciences (2018-2023)

Convert AT Senior Lecturer line to Clinical Assistant Professor in AT (2018-2023)

Convert PFW Senior Lecturer to Clinical Assistant Professor in Recreation (2018-2023)

Convert PFW Senior Lecturer to Clinical Assistant Professor in Exercise and Sports Science (2018-2023)

Other tenure-track or nontenure line faculty to accommodate growth or to increase research grant productivity


Based on unit initiatives outlined in your plan, estimate the total amount of new funding that your unit will realistically need in the 2017-2018 academic year and in the remaining 2-6 years. 


$70,000 Tenure-track position in rehabilitation biomechanics for interdisciplinary MS in Rehabilitation Sciences


$60,000 Convert three senior lecturers for grad programs in AT, ESS, REC to Clinical Assistant Professor

$160,000 Other tenure-track or nontenure line faculty to accommodate growth or to increase research grant productivity (see III. Program Maintenance)

$190,000-240,000 Six FTE lecturers to covert tenure-track/tenured faculty to 3-2 teaching load

$80,000 Four two-year graduate tuition fellowships



State the facilities (e.g. offices, research and lab space, classrooms) that will be required for anticipated growth and new unit goals. 

Continue space renovation projects to convert vacated athletics locker rooms to a large classroom and 2-3 labs. (completed).

Expand classroom refresh program to establish two advanced learning and collaborative classrooms. (completed)

Increase ESS, REC, and PFW usage of new Aquarena sports fields, as well as collaborate with the Meadows Center and Recreational Sports to develop outdoor education opportunities in the Meadows Center wet lands. (ongoing)


II. Process





Describe, in a brief paragraph, the process used to develop your plan, including the nature and extent of faculty involvement.

The HHP faulty were notified of the upcoming 2017-2023 update of the strategic plan at faculty meetings in the Spring and Fall of 2016. There and in Program Coordinator meetings the divisions were charged with making preliminary plans for major strategic initiatives based on the top five priorities from the previous (2012-2017) plan.  Following release of the 2017-2023 plan in October, division and coordinator meetings discussed possible 6-year strategic priorities. Initial items were summarized in the November department meeting. The November Coordinator meeting was used to integrate the divisional plans into a draft departmental academic plan. This draft plan was reported to the faculty and elements of the finalized plan were integrated with the other departments into the College of Education plan beginning in January 2017.


III. Program Maintenance




Maintenance Need



Reason for Need






Result of Funding


Attract qualified per-course nontenure earning faculty

Inadequate funding ($3,500) for per-course instructors

$30,000 additional for adjunct group item for $3,500-4,000 bachelors and $4,000-5,000 masters per class.

Adequate faculty to meet enrollment demand and cover for externally funded tenure-track faculty research

Convert BESS bachelors in pre-rehabilitation sciences into an interdisciplinary BS in pre-rehabilitation sciences, seek CEPH certification for bachelors in PH, and NSCA recognition.  Revise MS and MEd in ESS into a unified MS with common core with career-oriented targeted electives.

To keep programs aligned with trends in the disciplines, accreditation or advanced certifications, and changing graduate admissions requirements

Occasional course release funded by the department

Cutting edge academic programs that attract top undergraduate and graduate students



Hire four additional nontenure line faculty for enrollment growth

Past and continued growth in undergraduate enrollment

$80,000 Years 1-3, and an additional $80,000 years 3-6.

Adequate faculty to meet enrollment demand

I. Planning Goals (University Goal Statements)


Unit Goal

1 yr

2-6 years

New Resources Required


Source of Resources

Assessment Criteria

University Initiative

University Goal 1: Promote the success of all students.


Attract higher quality graduate students, particularly from underserved populations



Four tuition fellowships






Increase percentage of graduate enrollment through recruitment





Graduate College and Department




Support increasing enrollment



4 nontenure line faculty





University Goal 2: Offer high quality academic and educational programming.


Revise Athletic Training (AT) and Therapeutic Recreation (TR) master's degrees to retain national accreditation for a master’s entry-level programs. Revise blended/online MEd in PE and coaching to better mean needs of service teachers/coaches.



Accreditation Fees

Course release

$6,000 annual




2.1 & 3.2


Propose interdisciplinary MS and PhD  in rehabilitation sciences



Two TT faculty




2.1, 2.4, 2.6, & 3.1










University Goal 3: Achieve significant progress in research and creative activity as measured by national standards.


Expand interdisciplinary research to underserved populations







3.1 & 3.5


Expand research and grants through reassigned time to 3-2 for all TT and tenured faculty







3.1, 3.4, & 3.5










University Goal 4: Provide the necessary services, resources, and infrastructure to support the university’s strategic direction.


Renovate Jowers to support enrollment growth and research


 Space allocation and renovation funds

 3 Million



 2.4, 4.9, 4.13 & 4.13