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policy:strategic_plan [2020/01/22 19:15] – created Matt Mitchellpolicy:strategic_plan [2023/12/07 18:12] (current) – [Mission] Matt Mitchell
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-====== SEHD Goals and Priorities 2018-2023 ======+====== Our Mission & SEHD Goals and Priorities ======
  
-===== 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+===== Mission =====
  
-  Objective 1: Grow/strengthen our existing infrastructures such as: SEHD Office of Partnerships, the Center for Professional Education (CPE), C-PEERthe EdD programT-Prepthe National P-3 Center, the PARA Center and CASTLE +**Education and Well-Being for Equity **— To prepare equity-minded and inclusive educationalcommunityfamilyand mental health practitioners, scholars, and leaders dedicated to eradicating inequalities and discrimination. We champion change that leads to well-beingopportunity, and life-long learning in the diverse urban, rural, and global communities that we serve.
-  * Objective 2: Consider and develop new infrastructures for engagement+
  
-Strategy 2: Refine policies and practices that support external engagement+   * In using the term “equity” we mean creating a just, safe and inclusive environment as defined by the [[https://www.ucdenver.edu/2030/goals-for-2030/equity|CU Denver Strategic Plan]].
  
-  * 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+===== Vision =====
  
-  * Objective 1: Increase SEHD faculty and staff development grants +We will distinguish our school by fulfilling our commitments to inclusive education, collaborative research, and equitable, anti-oppressive and anti-racist practices. While recognizing the past, we strive toward a socially just and democratic world.
-  * 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+===== SEHD Inclusive Excellence Plan =====
  
-  * Objective 1: Partner CPE with National P-3 CenterSouth Denver and LEO faculty for Principal PD +Our Inclusive Excellence Plan reflects our efforts to ensure that those we serve — diverse in race, ethnicity, economic resources, nationality, language, fluency, ability, geography, first-generation status, age, gender, sexual identity, veteran status, and cultural and faith practice — have access to an excellent education through inclusive practice and scholarship in a climate that is responsive to their needs. To achieve this, we practice the following principles:
-  * Objective 2: Create teacher and principal PD with district partners+
  
-Strategy 5: Expand D2/3 partnerships+  * Demonstrate learning through scholarship, partnership, and leadership that thoughtfully engages with children and youth, families, schools, higher education institutions, businesses, and nonprofits with diverse perspectives and backgrounds. 
 +  * 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, emotional, and physical safety. 
 +  * Prioritize the sense of belonging for //all //members of our community. 
 +  * Practice courage in our commitments to risk, reflect, and improve.
  
-  * Objective 1: Develop marketing and communications plan to showcase D2/3 offerings 
-  * Objective 3: Increase presence in Denver South by establishing new district partnerships 
-  * Objective 4: 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 =====+===== Our Partnerships =====
  
-Strategy 1: Support, reward and communicate more about faculty leadership roles of professional organizations, local and state task forcescampus committeesgovernment sponsored initiatives+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 voicesrelevant student learning opportunities that build careerspositive outcomes for partner institutions, multi-million-dollar grants coming into CU, and outstanding research publications cited around the world.
  
-  * Objective 1: Reward leadership more through annual review +===== Goals and Strategies =====
-  * 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 2Lead rural partnerships in developing inclusive solutions for education and mental health challenges in diverse communities+**Goal 1Grow our leadership and engagement activities in diverse local, state, national, and international communities to advance collaborative/partnered academic programs, research projects, and transformational policy.**
  
-  * Objective 1: Increase external funds for rural partnerships +  * Strategy 1: Use & strengthen SEHD infrastructure and programs to support, promote, and expand engagement efforts by faculty and staff 
-  * Objective 2: Grow team for rural work +  * Strategy 2: Review and refine SEHD/university policies and practices to support increased external engagement by faculty and staff 
-  * Objective 3: Increase number of AA/BA partnerships +  * Strategy 3: Review and reimagine D1/D2/D3 structures including faculty and staff workloads and course distributions that support partnership initiatives 
-  * Objective 4: Develop partnership with CU Anshutz ECHO+  * Strategy 4: Lead partnerships to develop inclusive solutions for education and mental health challenges in diverse rural and urban communities
  
-Strategy 3Lead the diversity and social justice dialogue in communities through scholarshipinstruction and the support of our alum+**Goal 2Strengthen our reputation and resources for cultivating and empowering equity-minded, collaborative, and forward-thinking professionals.**
  
-  * Objective 1: Prepare graduates for leadership roles +  * Strategy 1: Acknowledge and reward student, faculty, staff, and alumni innovations and advancements in research, teaching, and leadership 
-  * Objective 2: Connect our alum with each other and with the SEHD +  * Strategy 2: Regularly share news, via multiple outlets, about faculty, staff, student and alumni contributions to equity-focused research, teaching, service and leadership activities across all programs and offerings 
-  * Objective 3: Create public events around these themes+  * 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 and how SEHD can provide new or revised offerings that meet key learning needs in their professional circles
  
-===== Goal 3: Continue to refine programs at all degree levels in education and human development programsas well as in continuing professional education, so that they are high quality, innovative, well-enrolled, relevant, accessible, and inclusive =====+**Goal 3: Grow academic programs, across all modalities, that are high quality, innovative, responsive, accessible, and inclusive.**
  
-Strategy 1: Support programs with strong enrollment growth+  * 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
  
-  Objective 1: Grow our unique teacher education pathways (Aspire, AA/BA, NxtGEN, the MAT and pipelines like Pathways2Teaching and the St. Vrain Education pipeline +**Goal 4: Grow as a research and scholarship community with high impact and strong visibility across all research paradigms and creative activities**
-  * 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+  * 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 and contracts) 
 +  * Strategy 3: Expand research that is responsive, partnered, and impactful with and within diverse communities throughout Colorado and the nation
  
-  Objective 1: Clarify enrollment targets for each program area MA +**Goal 5Increase Student Retention and Success**
-  Objective 2Create 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 +  * Strategy 1: Continue to support student leadership and engagement activities that support student health and well-being and create sense of belonging by providing structures that build students' social capital 
- +  * Strategy 2: Continue to strengthen inclusive teachingadvising, and assessment and expand real-world and co-curricular experiences for students (e.g., para-educators, the learning agency, research, and teaching opportunities for students) to support student success 
-  Objective 1: Achieve COAMFTE accreditation for couples and families program and Family Life accreditation for HDFR +  * Strategy 3Develop strategies to engage faculty at all levels to support student success 
- +  * Strategy 4Continue to refine and develop administrative processes and our continuous program improvement structure and practices to support student success
-Strategy 3: 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 4: 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 5: Refresh D1 programs with chronic low or declining enrollment +
- +
-  * Set enrollment targets for all programs +
-  * Develop new approaches for low-enrolled areas +
-  * 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** +
- +
-  * Objective 1: Engage more faculty in digital professional development (thinq, ODE, CU Online) +
-  * Objective 2: Partner with ODE/CU Online in developing new faculty incentives, training options, and mentoring plans +
- +
-**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 offerrings +
- +
-**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 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 +
- +
-  * Objective 1: Develop mentorship for faculty new to grantsmanship +
-  * Objective 2: Attract more funded, engaged-research projects with local impact (e.g., Hewlitt SCAP grant, Hewlitt Civic Engagement project, DPP projects) +
-  * Objective 3: Recruit strong Phd students with increased financial support +
- +
-Strategy 2: Enhance our culture of faculty development +
- +
-  * Objective 1: Sustain our excellent record of success with tenure and promotion +
-  * Objective 2: Grow our support for our faculty professional development through mentoring and professional development funds +
- +
-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 +
- +
-  * Objective 1: Create an annual forum for EdD, PhD and PsyD student research +
-  * Objective 2: Create communication outlets for faculty research, scholarship and creative activities +
- +
-===== Goal 6: Grow as an inclusive, positive facultystaff and student community, dedicated to access, equity social justice     ===== +
- +
-Strategy 1: Further develop our community life +
- +
-  * Objective 1: Increase faculty participation in community events +
-  * Objective 2: Increase intentional support and appreciation of our staff +
-  * Objective 3: Hold ourselves accountable for our communication +
-  * Objective 4: Create more integration and collaboration across D1 and D2/3 faculty and staff groups +
- +
-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 +
- +
-  * Objective 1: Expand the NxtGen success center +
-  * Objective 2: Add more HIPs and more courses taught in Spanish +
-  * Objective 3: Increase scholarships +
-  * Objective 4: Increase mentorship programs for students +
- +
-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 5: Expand real-world experiences for students (e.g., para-educators, student agency, Right to Learnresearch 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 1Have clear targets for enrollment growth and strategies for achieving them for all program areas +
-  * Objective 2Have 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 3: Increase fund raising and development activity and success +
- +
-  * Objective 1: Establish a School Advisory Board +
-  * Objective 2: Clarify School fundraising priorities +
-  * Objective 3: Expand the pool of potential donors +
-  * Objective 4: Establish a more robust alum program+
  
  
policy/strategic_plan.1579720525.txt.gz · Last modified: 2020/01/22 19:15 by Matt Mitchell