This is an old revision of the document!
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 andwork 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 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
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 Anshutz 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 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: CKGE_TMP_i Serve as a campus leader in digital and innovative pedagogies, to include expansion of SEHD online programs and student services CKGE_TMP_i
Strategy 1: CKGE_TMP_i Partner with Thinqstudio, ODE and CU Online in campus leadership of digital education CKGE_TMP_i
· 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: CKGE_TMP_i Expand online and hybrid program offerings and insure their quality</font> · 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: CKGE_TMP_i Refine and expand internal supports for digital program development and innovation. CKGE_TMP_i · 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 · 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 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 · 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 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 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