policy:strategic_plan
Differences
This shows you the differences between two versions of the page.
Both sides previous revisionPrevious revisionNext revision | Previous revision | ||
policy:strategic_plan [2020/05/26 21:19] – tonyromero | policy:strategic_plan [2023/12/07 18:12] (current) – [Mission] Matt Mitchell | ||
---|---|---|---|
Line 1: | Line 1: | ||
- | ====== Our Mission & SEHD goals and priorities 2018-2023 | + | ====== Our Mission & SEHD Goals and Priorities |
- | ====== Mission ====== | ||
- | Leadership for Educational Equity | Prepare and inspire education and mental health leaders to have a profound impact in fostering student opportunity, | + | ===== Mission ===== |
- | ===== Vision ===== | + | **Education and Well-Being for Equity **— To prepare equity-minded and inclusive educational, |
- | A leading school of education providing national expertise on educational issues and socially-just solutions for urban and diverse communities. Through innovative research and partnerships, we strive to be passionate agents of change, inspiring upcoming generations to learn from the past and shape the future. | + | * In using the term “equity” we mean creating a just, safe and inclusive environment as defined by the [[https:// |
- | ===== Our commitment to diversity and social justice throughout Colorado. ===== | ||
- | <font 10.5pt/ | + | ===== Vision |
- | + | ||
- | <font 10.5pt/ | + | |
- | + | ||
- | ====== | + | |
- | + | ||
- | ===== 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 | + | |
- | * 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, | + | |
- | + | ||
- | * 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, | + | |
- | + | ||
- | * 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, | + | |
- | + | ||
- | ==== 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, | + | |
- | * 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, | + | |
- | + | ||
- | * Objective 1: Engage more faculty in digital professional development (ThinqStudio, | + | |
- | * 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; | + | |
- | * Objective 2: Establish a strategic sub-plan for digital effectiveness, | + | |
- | * 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 ==== | + | |
- | + | ||
- | * Objective 1: Sustain our excellent record of success with tenure and promotion | + | |
- | ==== 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, | + | We will distinguish our school by fulfilling our commitments to inclusive |
- | ==== Strategy 1: Further develop our community life ==== | + | ===== SEHD Inclusive Excellence Plan ===== |
- | * Objective 1: Increase faculty participation | + | Our Inclusive Excellence Plan reflects our efforts to ensure that those we serve — diverse |
- | * Objective 2: Increase intentional support | + | |
- | * Objective 3: Hold ourselves accountable for our communication | + | |
- | * Objective 4: Create more integration | + | |
- | ==== Strategy 2: Build a more diverse | + | * Demonstrate learning through scholarship, |
+ | * 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 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 | + | Community-engaged |
- | * Objective 2: support | + | |
- | ===== Goal 7: Increase student retention | + | ===== Goals and Strategies |
- | ==== Strategy | + | **Goal |
- | * <font 10.5pt/ | + | * Strategy |
- | * <font 10.5pt/ | + | * Strategy |
- | ==== Strategy 2: Engage a strong | + | |
+ | | ||
- | | + | **Goal 2: Strengthen our reputation |
- | | + | |
- | ==== Strategy | + | * Strategy |
+ | * Strategy 2: Regularly share news, via multiple outlets, about faculty, staff, student and alumni contributions | ||
+ | * 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 4: Expand real-world experiences for students (e.g., para-educators, student agency, Right to Learn, research | + | **Goal 3: Grow academic programs, across all modalities, that are high quality, innovative, responsive, accessible, and inclusive.** |
- | ===== Goal 8: Under the new budget paradigm, increase financial resources | + | * 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 | ||
+ | * 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/ | ||
- | ==== Strategy 1: Revenue Growth in D1, D2 and D3 ==== | + | **Goal 4: Grow as a research |
- | * Objective | + | * Strategy |
- | * Objective | + | * Strategy |
- | * Objective 3: Invest our reserves in our growth | + | * Strategy 3: Expand |
- | * Objective 4: Develop | + | |
- | * Objective 5: Develop new and responsive D2 offerings | + | |
- | * Objective 6: Expand | + | |
- | ==== Strategy 2: Achieve cost containment through cost studies | + | **Goal 5: Increase Student Retention |
- | ==== 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.1590527944.txt.gz · Last modified: 2020/05/26 21:19 by tonyromero