Master of Speech-Language Pathology Graduate Program Strategic Plan

Vision: Graduate reflective practitioners who serve diverse populations in the clinics and classrooms of the future.

Mission: Provide a diverse urban population with an inclusive graduate program committed to the interprofessional education and cultural responsiveness of students seeking clinical certification in speech-language pathology.

STRATEGIC PRIORITY 1: PROGRAMMATIC RESPONSIVENESS

Long-term goal: Guide our dynamic SLP graduate program to maturity, preparing workforce-ready students amidst transformations in clinical service delivery and the professional preparation of speech-language pathologists.

• Objective 1.1. Obtain initial program accreditation by Spring 2026 and maintain active accreditation status through the full five-year accreditation cycle by meeting all required standards, submitting annual reports, and implementing rapid-cycle quality improvement.
• Objective 1.2. Redesign clinical competency rating scales to more accurately capture variability in student clinical performance and the progressive scaffolding of competencies, with pilot testing in Year 2 and full implementation and evaluation by Year 4.
• Objective 1.3. Within five years, develop and implement a strategic plan for the bilingual (Spanish-English) service delivery concentration that includes clearly defined goals and outcomes, integrated curricula, and sustained community partnership opportunities with annual benchmarks to guide progress.
• Objective 1.4. Implement at least one new high-impact teaching strategy annually that focuses on developing unique clinical competencies for entry-level practice, with measurable improvements in students’ knowledge, skills and attitudes demonstrated through annual formative and summative assessments.

STRATEGIC PRIORITY 2: STUDENT SUCCESS

Long-term goal: Engage students across the graduate lifecycle and cultivate lifelong programmatic connections.

• Objective 2.1. Increase the recruitment pipeline into the MS SLP program by developing and implementing outreach initiatives, resulting in a 25% increase in qualified applicants by Year 5.
• Objective 2.2. Over the next five years, maintain an average retention rate of 95% through implementing targeted support strategies for students with varying learning styles, with annual monitoring of retention data and student feedback.
• Objective 2.3. By Year 5, establish an alumni engagement program that recruits at least 20 alumni to serve as community partners with structured participation in student mentoring, guest lectures, and clinical placement support, with annual tracking of engagement activities and impact on student outcomes.

STRATEGIC PRIORITY 3: SOCIAL INFRASTRUCTURE

Goal: Build infrastructure centered on people, sustained through diverse revenue streams and compatible with long-term success.

• Objective 3.1. Increase impact of the Bookhardt Family Speech-Language Clinic by implementing at least one new community outreach initiative annually and through yearly reports on client satisfaction.
• Objective 3.2. Within five years, develop and implement a workload management system that addresses faculty and staff imbalances as measured through annual surveys and self-audits, with semesterly reviews to adjust assignments as needed.
• Objective 3.3. Over the next five years, diversify revenue streams by identifying and securing four new funding sources – such as grants, donations, and fee-for-service programs – resulting in progressive increases in non-traditional revenue, with annual progress reviews and adjustments.