CHPA Vision Statement

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Vision Statement for CHPA

February 20, 2020

The College of Humanities and Public Affairs explores the human experience, and as such helps students to understand social, political and legal structure, ethical principles, religious systems, and economic institutions and practices within a global, historical, and contemporary context. CHPA presents the concepts contained in the university’s Public Affairs mission and applies them to real-world problems and situations so that our students will be better prepared to become citizens and leaders.

Central Themes for CHPA:

  • Student Success
  • Community Engagement
  • Research and Scholarship
  • Global Perspective

It is fairly easy to demonstrate that the dimensions of the Public Affairs mission are at the heart of what we do in CHPA.  Every unit in the college contributes in multiple ways to the advancement and further definition of the university’s mission and to the community at large.  We provide a basic academic foundation of the history, religions, ethical dimensions, ethnic groups, and customs of people throughout the world.  Our faculty helps students to better understand the nuances of social interaction, culturally based communication, belief systems, and economic practices.  However, they do not simply present these concepts as an academic exercise.  Public Affairs means taking these concepts and applying them to real-world problems and situations and discovering how solutions can be found to social, economic, and cultural problems. 

Achieving the College’s Potential through Strategic Planning

  • Greater emphasis must be directed toward obtaining private gifts and obtaining external funding through writing external grants.
  • Engagement with of alumni and friends will be a priority.  This will involve getting the college’s message out through on-line blogs, social media, personal visits, and alumni events.
  • Seeking opportunities to model the university’s Public Affairs mission in the community should lead to partnerships with the library district, local archives and museums, and local governmental and social service agencies.  This would take the form of volunteer service or the lending of professional expertise by faculty and the negotiation of additional internship and practicum opportunities for our students.
  • Strong intercollegiate and interdepartmental links between CHPA departments and those throughout the university already exist and will be further strengthened.  Economics has long supported the programs in the College of Business and most recently with the College of Agriculture; History is working closely with the College of Education to strengthen its BS Ed and MS Ed programs; Philosophy has initiated ties with programs in the College of Arts and Letters; Political Science provides a foundation for pre-law advisement and instruction; Religious Studies contributes to all of the Area Studies programs and the College of Health and Human Services; Sociology/ Anthropology works with the Center for Archaeological Research and local service agencies; and Criminology has close ties to law enforcement, prisons, and the courts and has created Certificate programs that include courses from several disciplines in CHPA and other colleges.  All of the departments in the college contribute to the Global Studies major with its emphasis on giving students an international perspective.
  • Enrollment and resource management will continue to be the responsibility of all faculty and staff in the college and will support the university’s Strategic Enrollment Management initiative.  CHPA has always emphasized excellence in teaching, and now the need to engage in active recruitment and retention measures is tied to the fiscal and academic health of the university. 
  • Each of the graduate programs in CHPA has great potential for growth.  The establishment of on-line graduate programs in CRM, DSS, HST, PLS-MPA, has contributed to that growth, tapping into a market that cannot come to campus for their instruction.

CHPA Strategic Planning and Promoting the Public Affairs Mission

    • Create partnerships with lcal governmental and non-governmental agencies, businesses, museums, libraries, national parks, and civic organizations.

      These partnerships will lead t the establishment of practicum opportunities and internships in several of our programs that will provide our students with practical experiences and encourage them to become involved as active and educated citizens.

      Cmbining our expertise and talent with local initiatives will increase the college’s visibility, help with recruiting of students, and facilitate activities that local groups might not otherwise be able to afford if they had to go outside the area to obtain professional experts and consultants.
    • Seek ways t promote and enhance the Area Studies programs in conjunction with the efforts in COAL and CNAS.  Amng the shared items are the annual celebrations of the various “Heritage” months both on campus and in the community.  This will raise the level f diversity discussions and provide expertise for off-campus events.

      Aside frm advertising these events and inviting participation by public schools and the community, CHPA faculty can operate as a speakers’ bureau to provide programming to civic organizations.


    • Supprt the development of new graduate and undergraduate certificates to enhance students’ knowledge and skills and appeal to students outside of the college and in the community.
    • Supprt the establishment of a Professional Doctoral program in Defense and Strategic Studies to broaden the university’s educational mission and provide an educational vehicle to train professionals in international affairs and strategic planning on a global scale.

Keys to Success for CHPA

  • Embrace the Public Affairs mission as an opportunity to advance the college’s initiatives in teaching, research, and service.
  • Assume a major role in ensuring that the University’s General Education curriculum provides students with critical skills and increases the development of their ethical leadership, cultural competence, and community engagement.
  • Effectively communicate university goals, initiatives, and priorities to faculty and staff.
  • Engage in transparent Strategic Planning – drawing faculty into the process on a regular basis.
  • Insist on accountability on the part of the Dean and Heads for their decisions and actions.
  • Take advantage of strategic opportunities and shifting resources as needed.
  • Encourage faculty to continually improve their teaching methods and skills.
  • Provide the resources, incentives, and recognition to facilitate faculty research and external grant writing.