policy:strategic_plan
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policy:strategic_plan [2020/05/18 16:26] – tonyromero | policy:strategic_plan [2023/12/07 18:12] (current) – [Mission] Matt Mitchell | ||
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- | ====== Our Mission ====== | + | ====== Our Mission |
- | | ||
- | ===== Vision | + | ===== Mission |
- | A leading school of education providing national expertise on educational issues | + | **Education |
- | ===== Our commitment to diversity | + | * In using the term “equity” we mean creating a just, safe and inclusive environment as defined by the [[https:// |
- | <font 10.5pt/ | ||
- | <font 10.5pt/ | + | ===== Vision |
- | + | ||
- | ====== 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 ==== | + | |
- | + | ||
- | * Objective 1: Grow/ | + | |
- | ==== 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 | + | |
- | ==== Strategy 3: Expand resources that support faculty and staff engagement ==== | + | |
- | + | ||
- | * Objective 1: Increase SEHD faculty and staff development grants | + | |
- | ==== 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 | + | |
- | ==== Strategy 5: Expand D2/3 partnerships ==== | + | |
- | + | ||
- | * Objective 1: Develop marketing and communications plan to showcase D2/3 offerings | + | |
- | ===== 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, | + | |
- | + | ||
- | * Objective 1: Reward leadership more through annual review | + | |
- | ==== 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 | + | |
- | ==== Strategy 3: Lead the diversity and social justice dialogue in communities through scholarship, | + | |
- | + | ||
- | * Objective 1: Prepare graduates for leadership roles | + | |
- | ===== 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, | + | |
- | + | ||
- | ==== 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 | + | |
- | ==== Strategy 2: Strengthen our Advanced Education programs ==== | + | |
- | + | ||
- | * Objective 1: Clarify enrollment targets for each program area 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 | + | |
- | ==== 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 | + | |
- | ===== 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, | + | |
- | + | ||
- | * Objective 1: Engage more faculty in digital professional development (ThinqStudio, | + | |
- | ==== 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; | + | |
- | + | ||
- | ==== 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 ==== | + | |
- | + | ||
- | * 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 ==== | + | |
- | + | ||
- | * <font 10.5pt/ | + | |
- | + | ||
- | * <font 10.5pt/ | + | |
- | ==== 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 faculty, staff 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 ==== | + | |
- | + | ||
- | * <font 10.5pt/ | + | |
- | * <font 10.5pt/ | + | |
- | ==== 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, | + | |
- | + | ||
- | ==== Strategy 4: Expand real-world experiences for students (e.g., para-educators, | + | |
- | + | ||
- | ===== 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 ==== | + | |
- | + | ||
- | * Objective 1: Revisit RTP, workload and merit documents for policies that incentivize and reward digital pedagogy, development and innovation | + | |
- | ==== 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; | + | |
- | ==== 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. | + | |
- | ===== 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 | + | We will distinguish our school by fulfilling our commitments to inclusive education, collaborative |
- | * <font 10.5pt/ | + | ===== SEHD Inclusive Excellence Plan ===== |
- | ==== Strategy 2: Enhance our culture of faculty development | + | |
- | * <font 10.5pt/ | + | Our Inclusive Excellence Plan reflects |
- | * <font 10.5pt/ | + | * Demonstrate learning |
- | ==== Strategy 3: Increase resources for faculty development (e.g., travel funds, matching funds for campus seed grants, a well-run office | + | * 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 | ||
+ | * Practice courage in our commitments to risk, reflect, | ||
- | ==== Strategy 4: Increase effective ways to share our research with diverse audiences ==== | ||
- | * <font 10.5pt/ | + | ===== Our Partnerships |
- | ===== Goal 6: Grow as an inclusive, positive faculty, staff and student community, dedicated to access, equity social justice | + | |
- | ==== Strategy 1: Further develop our community | + | Community-engaged and global partnerships are the heartbeat of SEHD. Innovative initiatives co-constructed with school districts, |
- | * <font 10.5pt/ | + | ===== Goals and Strategies ===== |
- | ==== Strategy 2: Build a more diverse faculty, staff and student body ==== | + | |
- | | + | **Goal 1: Grow our leadership |
- | ==== Strategy 3: Increase our capacity | + | |
- | * | + | * Strategy |
- | ===== Goal 7: Increase student retention | + | * Strategy |
+ | * Strategy 3: Review | ||
+ | * Strategy 4: Lead partnerships to develop inclusive solutions for education and mental health challenges in diverse rural and urban communities | ||
- | ==== Strategy 1: Build the infrastructures that support students ==== | + | **Goal 2: Strengthen our reputation and resources for cultivating and empowering equity-minded, |
- | * <font 10.5pt/ | + | * Strategy |
- | * <font 10.5pt/ | + | * Strategy |
- | ==== Strategy 2: Engage a strong | + | |
+ | | ||
- | | + | **Goal 3: Grow academic programs, across all modalities, that are high quality, innovative, responsive, accessible, |
- | ==== Strategy | + | |
- | ==== | + | * 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 | ||
+ | * Strategy 3: Support programs to identify creative growth potential based on market intelligence and feedback from key partners | ||
+ | * Strategy 4: Establish data-informed enrollment targets that are used to guide resource allocation | ||
+ | * Strategy 5: Create an integrative plan for evaluating multi-modal course/ | ||
- | ===== Goal 8: Under the new budget paradigm, increase financial resources | + | **Goal 4: Grow as a research |
- | ==== Strategy 1: Revenue Growth in D1, D2 and D3 ==== | + | * 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 | ||
- | | + | **Goal 5: Increase Student Retention |
- | ==== Strategy 2: Achieve cost containment through cost studies and more intentional spending by faculty and staff ==== | + | |
- | ==== Strategy 3: Increase fund raising | + | * Strategy 1: Continue to support student leadership and engagement activities that support student health and well-being and create a sense of belonging by providing structures that build students' |
+ | * Strategy 2: Continue to strengthen inclusive teaching, advising, and assessment and expand real-world and co-curricular experiences for students (e.g., para-educators, | ||
+ | * Strategy 3: Develop strategies to engage faculty at all levels to support student success | ||
+ | * Strategy 4: Continue to refine and develop administrative processes | ||
- | * <font 10.5pt/ | ||
policy/strategic_plan.1589819210.txt.gz · Last modified: 2020/05/18 16:26 by tonyromero