Our Mission

Prepare and inspire education and mental health leaders to have a profound impact in fostering student opportunity, achievement and success in urban and diverse communities.

Vision

Our commitment to diversity and social justice throughout Colorado.

SEHD goals and priorities 2018-2023

Goal 1: Grow our deep engagement with diverse local, state and national communities for joint programs, policy development and partnered research

Strategy 1: Use SEHD infrastructures to support and promote engagement

Strategy 2: Refine policies and practices that support external engagement

Strategy 3: Expand resources that support faculty and staff engagement

Strategy 4: Develop strong CPE “leadership academy” programs

Strategy 5: Expand D2/3 partnerships

Goal 2: Enhance our visible leadership in local, state and national communities and our reputation for preparing and developing educators and strong leaders who have an equity and diversity commitment

Strategy 1: Support, reward and communicate more about faculty leadership roles of professional organizations, local and state task forces, campus committees, government sponsored initiatives

Strategy 2: Lead rural partnerships in developing inclusive solutions for education and mental health challenges in diverse communities

Strategy 3: Lead the diversity and social justice dialogue in communities through scholarship, instruction and the support of our alum

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, relevant, accessible, and inclusive

Strategy 1: Support programs with strong enrollment growth

Strategy 2: Strengthen our Advanced Education programs

Strategy 3: Achieve new accreditations to create new pathways in human development

Strategy 4: Develop the online initiative

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

Strategy 6: Refresh D1 programs with chronic low or declining enrollment

Goal 4: Serve as a campus leader in digital and innovative pedagogies, to include expansion of SEHD online programs and student services

Our Mission

Leadership for Educational Equity | Prepare and inspire education and mental health leaders to have a profound impact in fostering student opportunity, achievement and success in urban and diverse communities.

Goal 1: Grow our deep engagement with diverse local, state and national communities for joint programs, policy development and partnered research

Strategy 1: Use SEHD infrastructures to support and promote engagement

Objective 1: Grow/strengthen our existing infrastructures such as: SEHD Office of Partnerships, the Center for Professional Education (CPE), C-PEER, the EdD program, T-Prep, the National P-3 Center, the PARA Center and CASTLE * Objective 2: Consider and develop new infrastructures for engagement

Strategy 2: Refine policies and practices that support external engagement

Objectives 1: Revisit RTP, workload and merit documents for policies that incentivize and reward engagement * Objective 2: Develop the clarity of professional planning and accountability for engagement projects * Objective 3: Pilot the D3 faculty revenue sharing policy

Strategy 3: Expand resources that support faculty and staff engagement

Objective 1: Increase SEHD faculty and staff development grants * Objective 2: Expand the D2/3 initiatives for program areas currently participating and work with program areas that are not currently participating * Objective 3: Refine workload policies like course releases to encourage engagement

Strategy 4: Develop strong CPE “leadership academy” programs

Objective 1: Partner CPE with National P-3 Center, South Denver and LEO faculty for Principal PD * Objective 2: Create teacher and principal PD with district partners

Strategy 5: Expand D2/3 partnerships

Objective 1: Develop marketing and communications plan to showcase D2/3 offerings * Objective 2: Increase presence in Denver South by establishing new district partnerships * Objective 3: Build new CLDE and EdD pathways embedded in districts

Goal 2: Enhance our visible leadership in local, state and national communities and our reputation for preparing and developing educators and strong leaders who have an equity and diversity commitment

Strategy 1: Support, reward and communicate more about faculty leadership roles of professional organizations, local and state task forces, campus committees, government sponsored initiatives

Objective 1: Reward leadership more through annual review * Objective 2: Resource our marketing team to increase our visibility for our programs, our faculty and our students, (e.g., social media, more PR pieces)

Strategy 2: Lead rural partnerships in developing inclusive solutions for education and mental health challenges in diverse communities

Objective 1: Increase external funds for rural partnerships * Objective 2: Grow team for rural work * Objective 3: Increase number of AA/BA partnerships * Objective 4: Develop partnership with CU Anschutz ECHO

Strategy 3: Lead the diversity and social justice dialogue in communities through scholarship, instruction and the support of our alum

Objective 1: Prepare graduates for leadership roles * Objective 2: Connect our alum with each other and with the SEHD * Objective 3: Create public events around these themes

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, relevant, accessible, and inclusive

Strategy 1: Support programs with strong enrollment growth

Objective 1: Grow our unique teacher education pathways (Aspire, AA/BA, NxtGEN, the MAT and pipelines like Pathways2Teaching and the St. Vrain Education pipeline * Objective 2: Support the growth of the undergraduate and EdD program * Objective 3: Support the growth of our participation in the academic core and in minors * Objective 4: Develop BA/MA pathways (BAMA)

Strategy 2: Strengthen our Advanced Education programs

Objective 1: Clarify enrollment targets for each program area MA * Objective 2: Create new D2/3 pipelines into MA programs (micro-credentials, certificates) * Objective 3: Market our MA aggressively * Objective 4: Create new scholarships for the MA

Strategy 3: Achieve new accreditations to create new pathways in human development

Objective 1: Achieve COAMFTE accreditation for couples and families program and Family Life accreditation for HDFR

Strategy 4: Develop the online initiative

Objective 1: Develop more innovation in our online offerings * Objective 2: Increase number of totally online courses and programs for areas where it makes sense

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

Objective 1: Use the curriculum committee to establish a 5 year syllabi review cycle and support faculty in integrating diversity themes

Strategy 6: Refresh D1 programs with chronic low or declining enrollment

Objective 1: Set enrollment targets for all programs * Objective 2: Develop new approaches for low-enrolled areas * Objective 3: Develop new D2/3 initiatives to complement low-enrolled D1 areas

Goal 4: Serve as a campus leader in digital and innovative pedagogies, to include expansion of SEHD online programs and student services

Strategy 1: Partner with Thinqstudio, ODE and CU Online in campus leadership of digital education

*

Strategy 2: Refine policies and practices that support digital development

Objective 1: Revisit RTP, workload and merit documents for policies that incentivize and reward digital pedagogy, development and innovation * Objective 2: Revisit curriculum and course review cycles to ensure course quality and continuous improvement in online offerings

Strategy 3: Expand online and hybrid program offerings and insure their quality

Objective 1: Take inventory of course modalities (online, hybrid, face to face) and develop roadmaps for online program development; establish program work-plans * Objective 2: Establish a strategic sub-plan for digital effectiveness, growth, and leadership. * Objective 3: Explore rewards, incentives and rubrics for excellence in digital course and program design

Strategy 4: Refine and expand internal supports for digital program development and innovation.

Objective 1: Reboot the TechTA program; explore entrepreneurial and experiential opportunities for students to earn while they learn; position ILT students as a school resource. * Objective 2: Identify, secure, and promote digital practices and tools to meet program needs and opportunities to innovate.

Goal 5: Grow as a strong research and scholarship community with high productivity and strong visibility across all research paradigms and creative activities

Strategy 1: Increase number of faculty with external funds for research

* *

Strategy 2: Enhance our culture of faculty development

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

Strategy 4: Increase effective ways to share our research with diverse audiences

*

Goal 6: Grow as an inclusive, positive faculty, staff and student community, dedicated to access, equity social justice

Strategy 1: Further develop our community life

* * *

Strategy 2: Build a more diverse faculty, staff and student body

Objective1: Develop more strategies for developing a diverse pool during searches * Objective 2: Develop more leadership opportunities for staff

Strategy 3: Increase our capacity to be responsive to the diversity of our community

Objective 1: Learn more about each other (faculty and staff) * Objective 2: support the development of our faculty and staff to be optimally culturally responsive and inclusive

Goal 7: Increase student retention and success

Strategy 1: Build the infrastructures that support students

Expand the NxtGen success center

* *

Strategy 2: Engage a strong and well-utilized assessment office

Objective 1: guide the faculty in developing and using strong program level and candidate level assessments * Objective 2: support continuous program improvement and ongoing feedback to candidates through a well-developed data infrastructure

Strategy 3: Build strong networks of adjuncts who are student-centered, responsive to diversity and inclusive and aligned with our programs

Strategy 4: Expand real-world experiences for students (e.g., para-educators, student agency, Right to Learn, research and teaching opportunities for doc students)

Goal 8: Under the new budget paradigm, increase financial resources and contribute to campus financial stability and sustainability

Strategy 1: Revenue Growth in D1, D2 and D3

Objective 1: Have clear targets for enrollment growth and strategies for achieving them for all program areas * Objective 2: Have clear, useable program data dashboards to guide decision-making and continuous improvement * Objective 3: Invest our reserves in our growth (e.g., for program design and development and design, for targeted marketing) * Objective 4: Develop a robust D3 program * Objective 5: Develop new and responsive D2 offerings * Objective 6: Expand our district partnerships in D2/3

Strategy 2: Achieve cost containment through cost studies and more intentional spending by faculty and staff

Strategy 2: Refine policies and practices that support digital development

Strategy 3: Expand online and hybrid program offerings and insure their quality

Strategy 4: Refine and expand internal supports for digital program development and innovation.

Goal 5: Grow as a strong research and scholarship community with high productivity and strong visibility across all research paradigms and creative activities

<font 14pt/inherit;;inherit;;inherit>Strategy 1: Increase number of faculty with external funds for research</font>

Strategy 2: Enhance our culture of faculty development

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

<font 14pt/inherit;;inherit;;inherit>Strategy 4: Increase effective ways to share our research with diverse audiences</font>

Goal 6: Grow as an inclusive, positive faculty, staff and student community, dedicated to access, equity social justice

<font 14pt/inherit;;inherit;;inherit>Strategy 1: Further develop our community life</font>

Strategy 2: Build a more diverse faculty, staff and student body

Strategy 3: Increase our capacity to be responsive to the diversity of our community

Goal 7: Increase student retention and success

<font 14pt/inherit;;inherit;;inherit>Strategy 1: Build the infrastructures that support students</font>

Expand the NxtGen success center

Strategy 2: Engage a strong and well-utilized assessment office

Strategy 3: Build strong networks of adjuncts who are student-centered, responsive to diversity and inclusive and aligned with our programs

<font 14pt/inherit;;inherit;;inherit>Strategy 4: Expand real-world experiences for students (e.g., para-educators, student agency, Right to Learn, research and teaching opportunities for doc students)</font>

Goal 8: Under the new budget paradigm, increase financial resources and contribute to campus financial stability and sustainability

Strategy 1: Revenue Growth in D1, D2 and D3

Strategy 2: Achieve cost containment through cost studies and more intentional spending by faculty and staff

Strategy 3: Increase fund raising and development activity and success