| Goal 1
ENHANCE OUR DISTINCTIVE LEARNING EXPERIENCE TO RECRUIT AND RETAIN A DIVERSITY OF STUDENTS FROM THE REGION AND BEYOND.
ABSTRACT: Strengthen the focus on students’ success and their future beyond the University; recruit and nurture distinguished faculty who integrate teaching, research and service; support student-centered faculty and staff; market the University by capitalizing on our distinctive strengths in programs, faculty, staff and facilities; and strengthen programs to meet emerging needs.
Objective A:
Expand marketing and recruitment efforts in the region and beyond, including out of state.
|
Strategy (in priority order) |
Outcome Measure |
Timeframe |
Champion |
Target marketing and recruitment of selected programs.
Action #1 – The CEHS Director of Student Services will assemble a representative committee of faculty and staff to examine and target programs for specific marketing campaigns. |
Increased enrollment
Increased visibility and reputation |
2003-04 decide yearly focus
04-05
05-06
06-07
07-08 |
CEHS Director of Student Services
• Faculty program advisors |
Objective B:
Diversify and enrich curriculum and make it more accessible, responsive, and flexible. |
Strategy |
Outcome Measure |
Timeframe |
Champion |
Explore flexible multiple delivery systems; e.g. IVDL, web-based courses, video streaming, weekend scheduling
Action #1 – The Associate Dean will convene faculty and staff to explore flexible program delivery systems; e.g. adult learning modules, experienced-based credit, testing out of courses, blocks of time |
Increased enrollment
Enhanced flexible curriculum and learning experiences
Maintain or increase pass rate of certification and/or licensure exams
Student satisfaction with instruction will increase and/or be maintained at a high level |
2003-04; ongoing |
CEHS Associate Dean
• CEHS Technology Committee
• CEHS Department Chairs |
Explore alternative credit options; e.g. life experience, portfolios
Action #1 – The Associate Dean will oversee exploration of alternative credit options with department chairs and program faculty. |
Increased enrollment |
2003-04; ongoing |
CEHS Associate Dean
• CEHS Department Chairs
• CEHS curriculum committees |
Continue development and support of accessible, appropriate adaptive lab space
Action #1 – The CEHS Adaptive Lab Committee will meet and work out details for operation, program and support needs. |
Increased lab usage numbers
Increased inclusion of adaptive lab in curriculum experiences |
2003-04; ongoing |
CEHS Adaptive Lab Committee Chair
• CEHS Tech Support
• Grant officer |
Objective C:
Recruit and retain a nationally/regionally diverse, student-centered faculty and staff. |
Strategy |
Outcome Measure |
Timeframe |
Champion |
Promote the Greater Miami Valley area in order to market our collegiate work and community environment.
Action #1 – The Dean will develop an excellent set of recruitment materials that highlight program excellence and the Greater Miami Valley |
Increased numbers of faculty
Increased diversity of faculty and staff |
Materials will be available Fall 2004 |
CEHS Dean in cooperation with
• CEHS Assistant Dean for Administration
• CEHS Department Chairs
• ERC Director
• WSU Communication and Marketing
• Director of CEHS Graduate Programs |
Support a diverse staff and faculty by mentoring junior faculty through the P&T process and providing professional development opportunities.
Action #1 – Build a sense of community through professional development opportunities and shared experiences. |
Increased job satisfaction
Increased number of faculty who are tenured and attain full professor rank |
2003-04; ongoing |
CEHS Diversity Committee
Department Chairs
Directors
Deans |
Objective D:
Enhance the academic success of students by creating a student-centered environment, improving upon current facilities, programs, co-curricular activities and technology. |
Strategy |
Outcome Measure |
Timeframe |
Champion |
Continue to model and adapt state of the art “customer service” strategies:
• create faculty and staff cohesion on this type of orientation
• develop models of “best practice”
Action #1 – Develop a ‘point of contact’ assessment tool
Action #2 – Develop a college culture that has a customer service (student-centered) orientation. |
Increased customer satisfaction by students and community
Enhanced CEHS reputation within the community and the national education arena
Increased opportunities for collaboration |
2003-04; ongoing |
Director of CEHS Student Services
• CEHS Department Chairs
• ERC Director
• Director of OPFE
• Director of CEHS Graduate Programs |
Goal 2
EXPAND OUR PARTNERSHIPS THROUGH EXTERNAL FUNDING AND COLLABORATIVE SCHOLARSHIP BOTH REGIONALLY AND GLOBALLY
ABSTRACT: WSU will increase our high quality research/scholarship by deepening partnerships leading to increased extramural support. The desired outcome includes enhanced national and international visibility.
Objective A:
Enhance and expand facilities and infrastructure for research, scholarship and learning through increased extramural and intramural support. |
Strategy (in priority order) |
Outcome Measure |
Timeframe |
Champion |
Establish a grant development office/funding expert
• locating funding
• grant writing
• dollars to leverage existing resources
Action #1 – Develop a job description. Consider collaborating with another WSU college/unit.
Action #2 – Identify and apply for potential funding resources.
Action #3 – Conduct a search |
Increased number of awards/gifts |
2004-05; ongoing
2003-04
2003-04
2004-05 |
CEHS Dean
CEHS Dean
CEHS faculty
CEHS Dean |
Identify internal/external research priorities and then allocate and develop space and resources. (Development over time)
• target external funding sources
• Review policies relating to GAs, TAs, Ras
• Faculty generated grants to support graduate students
• Scholarships for top students
• Alter existing usage of space and resources
Action #1 – Survey faculty for priorities and create a focus or ranking of priorities for research. Survey faculty on GA, TA, or RA usage
Action #2 – Conduct research with appropriate assistance and funding for GAs
Action #3 – Incorporate research priorities into the curriculum, professional development, promotion and tenure, and promotion of CEHS/WSU |
Increased scholarly productivity by faculty
Enhanced curriculum
Enhanced reputation of CEHS and faculty
Increased enrollment in graduate programs
Increased collaboration (collaborative) experiences for students and faculty |
2004-05; ongoing |
CEHS Dean • Director CEHS Graduate Programs
• Department Chairs
• CEHS curriculum committees
• Grant office |
Objective B:
Develop collaborative scholarship and centers of excellence. |
Strategy |
Outcome Measure |
Timeframe |
Champion |
Develop a cooperative doctorate with other universities
Action #1 – Identify potential cooperative doctorate programs
Action #2 – Contact potential partners. Gain CEHS and WSU support and initiate conversations with the OBR. |
Increased enrollment in graduate programs
Enhanced reputation of CEHS
Faculty doctoral program experience acquired |
2003-04; ongoing |
CEHS Director of Graduate Programs
• CEHS Dean
• Dept. Chairs |
Assess existing partnerships with schools, agencies, and post-secondary institutions.
• Clinical field placements
• Grants
• Pilot sites
Action #1 - Extend and strengthen relationships through field placements, service on advisory committees and boards, and collaborative grant opportunities focusing on the research of exemplary practice in teaching and learning. |
Increased collaboration
Enriched curriculum
Increased WSU/CEHS presence in the community
Documentation that teacher preparation does make the difference in providing quality professionals for roles in the schools. |
2003-04; ongoing |
Partnership Coordinator
• Director of OPFE
• Co-Directors/Clinical Practice
• Partnership Steering Committee |
Explore the use of technology-based professional development opportunities, e.g. elementK, IVDL
Action #1 – Survey the needs of faculty, graduate assistants, staff and in-service professionals.
Action #2 – Plan and implement professional development activities
Action #3 – Review and evaluate CEHS professional development activities |
Increased opportunities for technology –based professional development
Increased technology skills and knowledge by faculty, staff and in-service professionals
Increased productivity and efficiency in unit operations
Enhanced integration of technology in the classroom |
2003-04; ongoing |
CEHS Technology Committee
• CEHS Department Chairs
• DPD
• EdLink12 |
Objective C:
Increase investment in human capital responsible for collaborative scholarship and extramural support through appropriate incentives, recruitment, retention and professional development./td>
|
Strategy |
Outcome Measure |
Timeframe |
Champion |
Provide incentives for faculty:
• teaching load (research continuum)
• incentive to do large projects
• financial
• collaboration incentives (multi-university)
• designate appropriate lab space
Action #1 – adjust teaching loads when appropriate to encourage and promote scholarship. Offer initial funding for research activities |
Increased job satisfaction
Increased scholarly productivity
Enriched curriculum and learning experiences for students
Enhanced reputation of WSU/CEHS programs and faculty |
2004-05; ongoing |
CEHS Dean
• CEHS Dean’s Cabinet
• Department Chairs
• Grant office |
Provide professional development opportunities for faculty and staff
Action #1 – Publicize existing opportunities to faculty and staff. Survey faculty and staff for their professional development needs.
Action #2 – Develop and implement programs to meet the needs of faculty and staff |
Increased job productivity and opportunities |
2003-04; ongoing |
Director of DPD
• CEHS Department Chairs
• CEHS Technical Support
• ERC Director
• LPDC Committee |
Create an endowed chair for research
Action #1 – Create an Endowed Chair Advisory Committee (e.g. investigate endowed chair practices at other institutions, identify external funding to support an endowed chair and conduct a search. |
Increased number of research awards
Increased reputation of WSU, CEHS and faculty
Increased faculty scholarly productivity |
2004-05; ongoing |
CEHS Dean
• CEHS alumni
• Endowed Chair Advisory Committee
• Grant officer |
Goal 3
EXTEND OUR ENGAGEMENT WITH GOVERNMENT, BUSINESS AND NON-PROFITS TO FOCUS ON EMERGING AREAS OF NEED.
ABSTRACT: WSU will broaden and enrich partnerships that engage the total university in meeting developing needs. As a citizen of our communities, WSU will lend our knowledge and expertise becoming a role model for other university–community relationships.
Objective A:
Increase the opportunities for community engagement within the curriculum. |
Strategy (in priority order) |
Outcome Measure |
Timeframe |
Champion |
Increase the involvement of agency and school personnel in steering committees to analyze student preparation.
Action #1 – Identify appropriate agencies and schools
Action #2 – Invite agency and school personnel
Action #3 – Hold meetings and discussions, keeping minutes |
Enhanced linkages to curriculum
More job opportunities for graduates |
2003 ongoing to 2008 |
CEHS Department Chairs
• program faculty |
Develop or revitalize department advisory committees to discuss program improvement; e.g. Business & Industry Advisory Committee
Action #1 – If no committee exists, form a committee.
Action #2 – Hold meetings and discussion, keeping minutes |
Enhanced linkages to curriculum
More job opportunities for graduates |
2003 ongoing to 2008 |
CEHS Department Chairs
• CEHS Program Advisors |
Solicit community leaders to participate and/or be guest speakers in our classes.
Action #1 – Identify community leaders and create a database/resource list
Action #2 – Use these community leaders in classes where appropriate
Action #3 – Explore indicators of appreciation for these community leaders/speakers |
Enhanced linkages to curriculum
More job opportunities for graduates |
2003 ongoing to 2008 |
Partnership Coordinator |
Develop a database of community resources for faculty and student utilization.
Action #1 – Identify the resources
Action #2 – Retain the database in the ERC |
Enhanced linkages to curriculum |
2003 ongoing to 2008 |
Partnership Coordinator
• ERC Director |
Host professionals from agencies, schools and business on a rotating basis for weekend retreats (e.g. share best practices)
Action #1 – Identify personnel
Action #2 – Plan and coordinate retreats |
Enhanced linkages to curriculum
Enhanced CEHS presence within the Miami Valley region |
2003 ongoing to 2008 |
Dean’s Office
• Department Chairs
• Directors (DPD and LPDCs) |
Objective B:
Encourage and support increased participation of faculty, staff and students in community service and leadership. |
Strategy |
Outcome Measure |
Timeframe |
Champion |
Identify themes or causes to focus the support and collaboration with partner schools, agencies, and university communities through a service commitment.
Action #1 – Individual units should identify themes/causes
Action #2 – Redefine partnership(s) |
Increased collaboration with external contacts
Enhanced linkages to curriculum |
2004-05; ongoing |
Director of OPFE
• Partnership Coordinator
• CEHS Department Chairs
• Program Coordinators |
Explore a center for educational testing (e.g. NATA, CAPE, etc.)
Action #1 – Investigate opportunities via a feasibility study
Action #2 – If appropriate, create a center and begin testing |
Increased visibility and support
Enhanced linkages to curriculum |
2005-06; ongoing |
Chair, HPR
• CEHS Department Chairs |
Encourage and support CEHS personnel seeking positions on local, state, school and agency boards.
Action #1 – Create a list of current CEHS membership on boards |
Enhanced CEHS presence within the Miami Valley region and beyond
Membership visible on annual evaluations |
2003-04; ongoing |
All CEHS faculty/staff |
Objective C:
Enhance the quantity and quality of dialogue with our various communities (e.g. multi-disciplinary forums, think tanks, symposia, etc.) |
Strategy |
Outcome Measure |
Timeframe |
Champion |
Continue and enhance EdLink12 activities (include faculty in EdLink12 communication)
Action #1 – Create a newsletter (print or electronic) for communication purposes
Action # 2 – EdLink12 marketed to advisory committees and community leaders (see Objective A) |
Increased collaboration to market our programs
Enhanced linkages to curriculum: relevant and accountable |
2003-04; ongoing |
Director of EdLink12
• Director of DPD |
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