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Department of Speech, Language & Hearing Sciences
Mission and Strategic Plan

Honoring Auburn University’s land-grant mission and our vision to lead, the Department of Speech, Language and Hearing Sciences will set itself apart from others and shape the future by providing high-quality innovative academic instruction, diverse clinical experiences and impactful research opportunities to undergraduate, graduate and doctoral students in the health fields of audiology and speech-language pathology. Our graduates will selflessly serve and distinguish themselves by becoming respected leaders through the provision of state-of-the-art, evidence-based and compassionate person-centered clinical services to our communities at local, state, regional, national and global levels. We are guided by the Auburn University and College of Liberal Arts' strategic plans that provide the foundation for our values, mission, vision and goals that follow.

OUR VALUES

Critical Thinking, Collaboration, Compassion, Community

OUR MISSION

The Department of Speech, Language and Hearing Sciences (SLHS) cultivates critically thinking clinicians and scientists through collaborative, high-quality education and meaningful research to compassionately serve and advocate for individuals with communication needs in the local, national and global communities.

OUR VISION

Leading through innovative teaching, collaborative research and compassionate clinical care.

 


Goal #1: SLHS Exceptional Student Experience

Provide SLHS undergraduates more opportunities to explore the programming of our department and connect with faculty.

Year one (2025)

  • Offer in-person open house for prospective graduate students in AuD and SLP to learn more about the department and faculty
  • Hold 1-2 coffee chats for undergraduate students to meet and get to know faculty

Year two (2026)

  • Initiate departmental orientation for undergraduates

Year three (2027)

  • Survey undergraduate students regarding their needs and facilitators/barriers to connection with faculty.

Provide SLHS undergraduates with quality instruction and mentoring to provide the necessary foundations for success in the undergraduate program and for graduate school.

Year one (2025)

  • Hold brown bag discussion with CLA advisors regarding degree options and the graduate school application process
  • Pilot peer tutoring in SLHS 3410 Phonetics and SLHS 3550 Speech Science
  • Investigate the feasibility of a continuous improvement plan with AU Online for online courses

Year two (2026)

  • Continue Peer tutoring in SLHS 3410 and SLHS 3550; Add SLHS 3400 A&P

Year three (2027)

  • Continue peer tutoring in SLHS 3410 and SLHS 3550, and SLHS 3400; Add SLHS 3560 Neuroanatomy

Provide SLHS graduate and undergraduate students with a curriculum that reflects current needs within the professions of speech-language pathology and audiology.

Year one (2025)

  • Initiate MS SLP Curriculum Revisions
  • Submit AuD Curriculum Revisions

Year two (2026)

  • Initiate AuD Curriculum Revisions

Year three (2027)

  • Conduct a self-assessment of the UG curriculum

Initiate a Ph.D. program.

Year one (2025)

  • Pursue first faculty hire
  • Create space for additional needs associated with the PhD program
  • Recruit potential doctoral students for the PhD program

Year two (2026)

  • Initiate first application cycle for the Ph.D. program
  • Initiate PhD Program (Fall 2026); Have 1-2 students enrolled in PhD program
  • Pursue second faculty hire

Year three (2027)

  • Have 2-3 students enrolled in PhD program

Year four (2028)

  • Have 3-4 students enrolled in PhD program

Year five (2029)

  • Have 4-5 students enrolled in the PhD program

Goal #2: SLHS Impactful Research and Creative Scholarship

Improve quantity and quality of research and scholarship by building infrastructure.

Year one (2025)

  • The department will have a minimum of two external grant submissions per year
  • Identify all institutionally sponsored grant funding opportunities
  • Faculty will have an average of 1-2 publications per year in journals with a reported impact factor

Year two (2026)

  • The department will have a minimum of three external grant submissions per year
  • The department will have a minimum of 2 internal grant submissions per year
  • Faculty will have an average of 2-3 publications per year in journals with a reported impact factor

Years three through five (2027 - 2029)

  • Maintain 3 external grant submission with one being federal.
  • Faculty will have an average of 2-3 publications and an additional 1-2 submissions per year to journals with reported impact factors

Increase national and international reputation through presentations at national and international conventions.

Year one (2025)

  • Obtain baseline data for current number of national and international presentations

Year two (2026)

  • Maintain and expand the number of national and international presentations over the previous year

Year three through five (2027-2029)

  • Secure external travel funding for national and international travel
  • Maintain the expanded number of national and international presentations

Revise P&T standards to be commensurate with aspirational peers.

Year one (2025)

  • Form a committee to identify where we currently stand in the national reputation and review P&T standards from an aspirational university
  • Revise P&T standards and present to faculty for ratification.

Year two (2026)

  • Incorporate changes into offer letters for incoming faculty

Year three (2027)

  • Implement new P&T standards

Year five (2029)

  • Revisit P&T standard implementation to determine if adjustment is necessary

Revise Tenure Track Annual Review Guidelines to be commensurate with P&T standards.

Year one (2025)

  • Form a committee to review merit processes by reviewing those of departments at the university with doctoral programs and aspirational programs in the discipline at peer institutions.
  • Operationally define a 2-2 workload
  • Update annual review process and workload guidelines.
  • Present revised academic merit processes for ratification

Year two (2026)

  • Update policies and procedures to reflect new merit processes

Year three (2027)

  • Apply new merit guidelines to the Faculty Annual Review

Year five (2029)

  • Revisit FAR guidelines to determine if adjustments are necessary

Develop a plan for space needs associated with increased faculty.

Year one (2025)

  • Executive committee meets to determine office and lab space for incoming 2025 hires
  • Consult with the dean on the possibility of space outside of the quadrant.
  • Develop a contingency plan based on the current space in the 1100 quadrant for office and lab needs associated with Ph.D. program hires

Year two (2026)

  • Determine office and lab space for 2026 hire associated with Ph.D. program
  • Determine workspace for incoming Ph.D. students

Year three (2027)

  • Determine office and lab space for 2027 hire associated with the Ph.D. Program

Mentor Student Research.

Year one (2025)

  • Submit undergraduate research fellowships every year
  • Investigate funding opportunities for student research presentations at national/international conferences
  • An average of five theses every year
  • Goal of eighty percent of capstone projects submitted are accepted for publication/national presentation/proposal submission

Years two through five (2025-2029)

  • Submit undergraduate research fellowships every year
  • An average of five theses every year
  • Goal of eighty percent of capstone projects submitted are accepted for publication/national presentation/proposal submission

Goal #3: SLHS Commitment to Excellence and Innovation

Work to ensure that facilities meet or exceed academic and clinical needs.

Year one (2025)

  • Secure a new golf cart for the AUSHC
  • Finalize renovations with increased accessibility and features to benefit clients

Year two (2026)

  • All faculty will have completed training required to use EASL classroom spaces
  • Assess how well current clinical spaces are meeting training and service provision needs
  • Investigate possibility of having integrated learning resources in the dedicated SLHS classroom

Seek and secure opportunities for recognition of faculty, staff, and students.

Year one (2025)

  • The awards and nominations committee will operationalize a process for nominations
  • Identify all appropriate college and university level award opportunities
  • Identify at least two appropriate professional award opportunities

Years one through five (2025-2029)

  • Nominate at least two faculty, staff or students for awards at the college or university level
  • Nominate at least one faculty member for an award at the professional level

Continue to support employee development.

Years one through five (2025-2029)

  • Hold a brown bag each Fall and Spring Semester to support faculty development
  • Provide funds for faculty travel to support CEUs
  • Annually assess faculty training needs (e.g., grant support, pedagogy, clinical development)

Continuously improve processes.

Year one (2025)

  • Identify possible alternatives to EMR
  • Assess graduate admissions processes for needed revisions
  • Explore the possibility of a Clinic Director position

Goal #4: SLHS Catalytic Engagement

Be a premier resource for the professions of speech language pathology and audiology.

Year one (2025)

  • Establish a CE committee
  • Complete CE application

Year two (2026)

  • Plan and hold first CE opportunity for preceptors

Years three through five (2027-2029)

  • Plan and hold at least one CE opportunity

Increase engagement with community.

Years one through five (2025-2029)

  • Identify two new community partners for local presentations by community
  • Work with NSSLHA and SAA to identify community partners who would benefit from philanthropy events (e.g., REACH)

Continue to grow our partnership with the Rural Health Initiative.

Year one (2025)

  • Increase SLP caseload by 1-2 clients
  • Increase hearing aid fittings by 1 per month
  • Identify 1 new partnership in the area
  • Reapply for the Alabama Relay hearing aid grant to include Chambers and Lee County

Year two (2026)

  • Apply for extramural funding to acquire additional materials
  • Work with RHI to develop dedicated space for SLHS in Chambers County

Year three (2027)

  • Increase SLP caseload by 2-3 clients
  • Increase hearing aid fittings by 2-3 per month

Year four (2028)

  • Continue to expand SLP and audiology caseloads.

Year five (2029)

  • Provide a full day of audiology and SLP services in Chambers County

Maintain current collaborations across campus and add additional partnerships.

Year one (2025)

  • Identify possible community facilities to provide speech and language services
  • Identify possible practicum placement opportunities
  • Explore partnerships with healthcare administration (e.g., internship in front office, guest lectures, student collaborative opportunities)

Expand international collaboration opportunities.

Year one (2025)

  • Continue to market and recruit for current SLHS abroad opportunities (e.g., Global Perspectives in SLP and Guatemala AuD outreach)

Year two (2026)

  • Form a committee to investigate the viability of virtual or in-person collaboration opportunities for students and/or faculty

Goal #5 Distinctively Auburn

Build department visibility through branding and marketing efforts.

Year one (2025)

  • Form marketing and branding committee to determine current methods and effectiveness
  • Identify new methods and sources of funding for marketing efforts
  • Identify areas of improvement in the department website
  • Place order for updated departmental items to be used at information fairs, outreach events, and recruitment events
  • Increase social media presence – investigate possibility of an intern from communication and journalism
  • Work with development to explore ways to connect with community stakeholders (alumni, clients)

Year two (2026)

  • Develop a marketing plan for the AUSHC
  • Implement website redesign for graduate programs
  • Make plans based on what is learned on ways to connect

Year three (2027)

  • Implement marketing plan
  • Implement website redesign for undergraduate program
  • Implement plan to connect with community stakeholders

Establish a reciprocal relationship with alumni.

Year one (2025)

  • Plan clinic open house for a home game day

Year two (2026)

  • Launch departmental newsletter
  • Hold one clinic open house per year

Years three through five (2027-2029)

  • Publish a departmental newsletter in the beginning of Fall semester and the end of Spring semester

Download the 2025-2029 Strategic Plan.