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STRATEGIC PLAN: 2012 – 2016
College of Education
Leading Idaho
The Strategic Plan 2012-2016 College of Education, University of Idaho
We are Idaho’s nationally ranked and internationally known College of Education. We embrace the University of Idaho’s vision, mission, and goals and reflect those in our vision, mission and goals.
Our vision: We transform, inspire, and innovate leadership and learning. Lead On!
We seek enactment of our vision through the following values and practices which we refer to as our CARE framework:
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ultural proficiency enables us to interact effectively in a culturally diverse environment. We believe that diversity enriches the learning environment and that all individuals have worth and should be treated with dignity and respect. We welcome a variety of cultural, economic, and experiential backgrounds including, but not limited to, variation with respect to language, race, culture, religious belief, gender, sexual orientation, age, ability, veteran status, and geographical location (Tomlinson, 2003). We believe that education should immerse students in local cultures and environments, which we call place-based learning, while striving for understanding that extends to communities and cultures well beyond the local.
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ssessment, Teaching and Learning are interrelated, intrinsically linked, and cyclical in nature. The cycle begins with assessment of prior learning, which informs meaningful teaching, and in turn, produces measurable learning that when assessed, informs further instruction. The spiral continues as knowledgeable educators apply the sciences and arts of assessment, teaching, and learning (Bransford, Brown & Cocking, 2000). We seek transformational learning and promote healthy active living, both of which strengthen who we are and how we view and interact with the world.
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eflective Scholarship and Practice is an inquiry approach to teaching, learning, and research that allows for a careful examination of personal beliefs, goals, and practices meant to deepen understanding and lead to actions and new knowledge that improve student learning and the disciplines we study (Osterman & Kottkamp, 2004; York-Barr, Sommers, Ghere & Montie, 2001).
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ngagement with partners is critical to our work. We cannot achieve our vision by isolating ourselves. It takes everyone within the community of learners working together to provide a viable learning environment. Partnerships ensure that our study of complex problems is interdisciplinary. And finally, it requires community to steward the physical, personal, organizational, and societal gifts we have been given. (Need citations here)
Our Mission (note: taken from the University mission and tailored for the CoEd)
The University of Idaho’s College of Education is the state’s flagship and land-grant research college focused on preparation of schools’ teachers, administrators, and other school-based professionals; creation of healthy active living knowledge and practice, including dance performance and pedagogy; and preparation of workforce professionals, including rehabilitation and school counselors as well as organizational leaders. From this commitment to P-12 schooling, active living, creativity and wellness, career readiness, and leadership emerges our responsibility to enhance the scientific, social, economic, and cultural assets of the state to develop solutions for complex global problems.
We deliver on our commitment through focused, interdisciplinary excellence in teaching, research, outreach, and engagement in a collaborative environment at our residential main campus and our regional centers. Consistent with the land-grant ideal, our outreach activities serve the state as they strengthen our teaching and our scholarly and creative capacities.
Our academic programs include undergraduate, graduate and professional education offered through both resident instruction and extended delivery. Our scholarly and creative activities promote K-12 academic achievement, human development and wellness, global understanding, and progress in professional practice by expanding knowledge and its applications in schooling, the movement sciences, career readiness, and leadership.
Goals, Objectives, and Strategies
The College of Education envisions six major achievements by 2016. Through enactment of our CARE framework and strategies listed below, we seek to:
1. Increase student enrollment by 25%.
2. Increase external funding of our scholarship and outreach by 15%.
3. Ensure and document quality of all academic programs.
4. Ensure that our organizational culture supports the recruitment and retention of faculty, staff, and students.
5. Increase access to and development and integration of technology.
6. Ensure facilities that reflect our commitment to professionalism.
Goal 1: Increase student enrollment in the College by 25%.
Objective 1a: Increase new freshmen numbers in targeted programs.
(strategies listed under each objective, by department and the deans’ office)
Objective 1b: Increase transfer student numbers in targeted programs.
Objective 1c: Increase graduate student numbers in targeted programs.
Goal 2: Increase external funding of scholarship and outreach by 15%.
Objective 2a: Refine signature research foci in each department that address pressing issues and increase interdisciplinary opportunities.
Objective 2b: Increase support to faculty who seek external funds.
Objective 2c: Increase faculty-funded graduate student support.
Objective 2d: Increase endowed support for faculty research.
Goal 3: Ensure and document quality of all academic programs.
Objective 3a: Implement practitioner advisory boards by department and/or program.
Objective 3b: Identify and implement signature features for each academic program that ensure transformational learning and cultural proficiency.
Objective 3c: Ensure well-documented links between assessment, teaching, and learning.
Objective 3d: Ensure quality of on-line instruction/course design in each program.
Objective 3e: Ensure well-defined doctoral programs that capitalize on our collective strengths.
Goal 4: Ensure that our organizational culture supports the recruitment and retention of excellent, diverse faculty, staff, and students.
Objective 4a: Create a fully functioning student services office that develops and coordinates undergraduate student recruitment and retention efforts.
Objective 4b: Create and implement recruitment plans for graduate programs.
Objective 4c: Increase the diversity of the overall College student population and faculty population by 25%.
Objective 4d: Develop and implement a mentor plan for all new and untenured faculty and new staff.
Objective 4e: Study the College climate by location, department, and function.
Goal 5: Increase access to and development and integration of technology within and across department/unit boundaries.
Objective 5a: Develop and adhere to a four-year replacement cycle for all individual computers.
Objective 5b: Create a minimum of four classrooms that reflect current technology standards for instruction.
Objective 5c: Create one state-of-the-art technology classroom that contributes to teaching, learning, and research.
Goal 6: Ensure facilities that reflect our commitment to professionalism.
Objective 6a: Ensure professional office space for all departments/units.
Objective 6b: Ensure welcoming buildings free of hazard.
Objective 6c: Ensure that labs are current in all safety requirements.
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