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policy:strategic_plan [2020/05/18 16:28] tonyromeropolicy:strategic_plan [2023/12/07 18:12] (current) – [Mission] Matt Mitchell
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-====== Our Mission ======+====== Our Mission & SEHD Goals and Priorities ======
  
-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. 
  
-===== Vision =====+===== Mission =====
  
-A leading school of education providing national expertise on educational issues and socially-just solutions for urban and diverse communities. Through innovative research and partnershipswe strive to be passionate agents of change, inspiring upcoming generations to learn from the past and shape the future.+**Education and Well-Being for Equity **— To prepare equity-minded and inclusive educational, community, family, and mental health practitionersscholars, and leaders dedicated to eradicating inequalities and discrimination. We champion change that leads to well-being, opportunity, and life-long learning in the diverse urban, rural, and global communities that we serve.
  
-===== Our commitment to diversity and social justice throughout Colorado=====+   * 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]].
  
-<font 10.5pt/inherit;;inherit;;inherit>The physical location of CU Denver in the heart of the city provides unique opportunities for students, faculty and staff to engage with children and youth, families, schools, community colleges, businesses and non-profits with diverse perspectives and backgrounds. Our commitment to diversity and inclusion works toward a more just and compassionate world.</font> 
  
-<font 10.5pt/inherit;;inherit;;inherit>We believe that all students, diverse in race, ethnicity, economic resources, language, fluency, abilities, geography, first-generation status, age, gender and sexual identities, deserve access to an excellent education. Our academic programs and curriculum reflect this philosophy of inclusion and social justice.</font> +===== 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/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 ==== +
- +
-  * Objective 1: Engage more faculty in digital professional development (ThinqStudio, 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 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 ==== +
- +
-  * 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/inherit;;inherit;;inherit>Objective 1: Sustain our excellent record of success with tenure and promotion</font> +
- +
-  * <font 10.5pt/inherit;;inherit;;inherit>Objective 2: Grow our support for our faculty professional development through mentoring and professional development funds</font> +
-==== 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 communitydedicated to accessequity social justice =====+We will distinguish our school by fulfilling our commitments to inclusive educationcollaborative research, and equitableanti-oppressive and anti-racist practices. While recognizing the pastwe strive toward a socially just and democratic world.
  
-==== Strategy 1: Further develop our community life ====+===== SEHD Inclusive Excellence Plan =====
  
-  * 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+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:
  
-==== Strategy 2: Build a more diverse facultystaff and student body ====+  * 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.
  
-  * 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 ====+===== Our Partnerships =====
  
-  * 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+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 that build careers, positive outcomes for partner institutions, multi-million-dollar grants coming into CU, and outstanding research publications cited around the world.
  
-===== Goal 7: Increase student retention and success =====+===== Goals and Strategies =====
  
-==== Strategy 1: Build the infrastructures that support students ====+**Goal 1: Grow our leadership and engagement activities in diverse local, state, national, and international communities to advance collaborative/partnered academic programs, research projects, and transformational policy.**
  
-  * <font 10.5pt/inherit;;black;;inherit>Objective 1:</font>Expand the NxtGen success center +  * Strategy 1: Use & strengthen SEHD infrastructure and programs to support, promote, and expand engagement efforts by faculty and staff 
-  * <font 10.5pt/inherit;;inherit;;inherit>Objective 2: Add more HIPs and more courses taught in Spanish</font><font 10.5pt/inherit;;inherit;;inherit>Objective 3: Increase scholarships</font>* <font 10.5pt/inherit;;inherit;;inherit>Objective 4: Increase mentorship programs for students</font> +  * Strategy 2: Review and refine SEHD/university policies and practices to support increased external engagement by faculty and staff 
-==== Strategy 2Engage a strong and well-utilized assessment office ====+  Strategy 3: Review and reimagine D1/D2/D3 structures including faculty and staff workloads and course distributions that support partnership initiatives 
 +  Strategy 4Lead partnerships to develop inclusive solutions for education and mental health challenges in diverse rural and urban communities
  
-  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+**Goal 2: Strengthen our reputation and resources for cultivating and empowering equity-minded, collaborative, and forward-thinking professionals.**
  
-==== Strategy 3Build strong networks of adjuncts who are student-centeredresponsive to diversity and inclusive and aligned with our programs ====+  * Strategy 1Acknowledge and reward student, faculty, staff, and alumni innovations and advancements in research, teaching, and leadership 
 +  * 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 
 +  * 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
  
-==== Strategy 4Expand real-world experiences for students (e.g.para-educatorsstudent agencyRight to Learnresearch and teaching opportunities for doc students) ====+**Goal 3Grow academic programsacross all modalitiesthat are high qualityinnovative, responsive, accessible, and inclusive.**
  
-===== Goal 8Under the new budget paradigmincrease financial resources and contribute to campus financial stability and sustainability =====+  * Strategy 1Ensure 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
  
-==== Strategy 1Revenue Growth in D1, D2 and D3 ====+**Goal 4Grow as a research and scholarship community with high impact and strong visibility across all research paradigms and creative activities**
  
-  * 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 designfor targeted marketing) * Objective 4: Develop robust D3 program * Objective 5: Develop new and responsive D2 offerings Objective 6: Expand our district partnerships in D2/3+  * 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
  
-==== Strategy 2Achieve cost containment through cost studies and more intentional spending by faculty and staff ====+**Goal 5Increase Student Retention and Success**
  
-==== Strategy 3: Increase fund raising and development activity and success ====+  * 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' social capital 
 +  * Strategy 2: Continue to strengthen inclusive teaching, advising, 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 
 +  * Strategy 3: Develop strategies to engage faculty at all levels to support student success 
 +  * Strategy 4: Continue to refine and develop administrative processes and our continuous program improvement structure and practices to support student success
  
-  * <font 10.5pt/inherit;;inherit;;inherit>Objective 1: Establish a School Advisory Board</font>* <font 10.5pt/inherit;;inherit;;inherit>Objective 2: Clarify School fundraising priorities</font>* <font 10.5pt/inherit;;inherit;;inherit>Objective 3: Expand the pool of potential donors</font>* <font 10.5pt/inherit;;inherit;;inherit>Objective 4: Establish a more robust alum program</font> 
  
policy/strategic_plan.1589819287.txt.gz · Last modified: 2020/05/18 16:28 by tonyromero