policy:strategic_plan
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policy:strategic_plan [2020/05/18 16:21] – tonyromero | policy:strategic_plan [2023/12/07 18:12] (current) – [Mission] Matt Mitchell | ||
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- | ====== | + | ====== Our Mission |
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- | ===== | + | ===== Mission |
- | <font 10.5pt/ | + | **Education |
- | ===== Our commitment to diversity | + | * In using the term “equity” we mean creating a just, safe and inclusive environment as defined by the [[https:// |
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- | <font 10.5pt/ | + | ===== Vision ===== |
- | ====== | + | We will distinguish our school by fulfilling our commitments to inclusive education, collaborative research, |
- | ===== <font 18pt/ | + | ===== SEHD Inclusive Excellence Plan ===== |
- | ==== Strategy 1: Use SEHD infrastructures | + | Our Inclusive Excellence Plan reflects our efforts |
- | * <font 10.5pt/ | + | * Demonstrate learning through scholarship, partnership, and leadership that thoughtfully engages with children and youth, families, schools, higher education institutions, |
- | * <font 10.5pt/ | + | * Pursue justice through continuous collective reflection and self-reflection on the ways in which diverse identities surface, intersect, and inform our shared commitments and interactions. |
+ | * Prioritize psychological, | ||
+ | * Prioritize the sense of belonging | ||
+ | * Practice courage in our commitments to risk, reflect, and improve. | ||
- | ==== Strategy 2: Refine policies and practices that support external engagement | ||
- | * <font 10.5pt/ | + | ===== Our Partnerships ===== |
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- | ==== Strategy 3: Expand resources | + | Community-engaged and global partnerships are the heartbeat of SEHD. Innovative initiatives co-constructed with school districts, community colleges, and service organizations draw upon personnel strengths in education, human well-being, and equity-centered and community-focused research. These partnerships foster and celebrate diverse community voices, relevant student learning opportunities |
- | * <font 10.5pt/ | + | ===== Goals and Strategies ===== |
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- | ==== Strategy 4: Develop strong CPE “leadership | + | **Goal 1: Grow our leadership |
- | * <font 10.5pt/ | + | * Strategy |
- | * <font 10.5pt/ | + | * Strategy |
+ | * Strategy 3: Review and reimagine D1/D2/D3 structures including faculty and staff workloads and course distributions that support partnership initiatives | ||
+ | * Strategy 4: Lead partnerships to develop inclusive solutions for education and mental health challenges in diverse rural and urban communities | ||
- | ==== Strategy 5: Expand D2/3 partnerships | + | **Goal 2: Strengthen our reputation and resources for cultivating and empowering equity-minded, |
- | * <font 10.5pt/ | + | * Strategy |
- | * <font 10.5pt/ | + | * Strategy 2: Regularly share news, via multiple outlets, about faculty, staff, student and alumni contributions |
- | * <font 10.5pt/ | + | * Strategy 3: Highlight the positive impacts that donations have in the lives of our students, faculty and staff and leverage small and large ways that community members and donors may support fundraising priorities amid initiatives that ensure the effective use of public resources |
+ | * Strategy 4: Regularly engage all alumni to learn how they are impacting communities | ||
- | ===== | + | **Goal 3: Grow academic programs, across all modalities, that are high quality, innovative, responsive, accessible, and inclusive.** |
- | ==== <font 14pt/ | + | * Strategy 1: Ensure all program offerings are aligned to the SEHD Inclusive Excellence Plan and are responsive to changing social, political, and community needs |
+ | * Strategy 2: Develop specific strategies and policies for when and how we develop D1 and D2/D3 programs and courses | ||
+ | * Strategy 3: Support programs to identify creative growth potential based on market intelligence and feedback from key partners (superintendents, etc.) | ||
+ | * Strategy 4: Establish data-informed enrollment targets that are used to guide resource allocation and inform course scheduling to fully support each program | ||
+ | * Strategy 5: Create an integrative plan for evaluating multi-modal course/program effectiveness | ||
- | | + | **Goal 4: Grow as a research and scholarship community with high impact and strong |
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- | ==== | + | * Strategy 1: Expand opportunities and support for faculty to seek and attain external research funding |
+ | * Strategy 2: Increase resources to support faculty research activity (e.g., travel funds, matching funds for campus seed grants, a well-run office of grants | ||
+ | * Strategy 3: Expand research that is responsive, partnered, and impactful with and within | ||
- | | + | **Goal 5: Increase |
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- | ==== | + | * Strategy 1: Continue to support student leadership and engagement activities |
- | + | * Strategy 2: Continue | |
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- | * <font 10.5pt/ | + | * Strategy 4: Continue |
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- | ===== Goal 3: Continue to refine programs at all degree levels in education and human development programs, as well as in continuing professional education, so that they are high quality, innovative, well-enrolled, | + | |
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- | ==== Strategy 2: Strengthen our Advanced Education programs | + | |
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- | ==== Strategy 3: Achieve new accreditations to create new pathways in human development | + | |
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- | ==== Strategy 4: Develop the online initiative | + | |
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- | ==== Strategy 5: Assure all of our courses and programs have strong themes related to diversity, inclusion and social justice for all children, all families and all communities | + | |
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- | ==== Strategy 6: Refresh D1 programs with chronic low or declining enrollment | + | |
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- | ===== Goal 4: Serve as a campus leader in digital and innovative pedagogies, to include expansion of SEHD online programs and student | + | |
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- | ==== Strategy 2: Refine policies and practices | + | |
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- | ==== Strategy 3: Expand online and hybrid program offerings and insure their quality | + | |
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- | ==== Strategy 4: Refine and expand internal supports for digital program development and innovation. | + | |
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- | ===== Goal 5: Grow as a strong research and scholarship community with high productivity and strong visibility across all research paradigms and creative activities | + | |
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- | ==== Strategy 3: Increase resources for faculty development (e.g., travel funds, matching funds for campus seed grants, a well-run office of grants and contracts | + | |
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- | ===== Goal 6: Grow as an inclusive, | + | |
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- | ==== Strategy 2: Build a more diverse faculty, staff and student body ==== | + | |
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- | ==== Strategy 3: Increase our capacity to be responsive to the diversity of our community | + | |
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- | ===== Goal 7: Increase student retention and success | + | |
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- | ==== Strategy 2: Engage a strong and well-utilized | + | |
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- | ==== Strategy 3: Build strong networks of adjuncts who are student-centered, | + | |
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- | ===== Goal 8: Under the new budget paradigm, increase financial resources and contribute | + | |
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- | ==== Strategy 2: Achieve cost containment through cost studies and more intentional spending by faculty and staff ==== | + | |
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policy/strategic_plan.txt · Last modified: 2023/12/07 18:12 by Matt Mitchell