UF College of Education 2016 Strategic Plan

2016 Strategic Plan — UF College of Education

UF Goal 1: An Exceptional Academic Environment Reflecting Diversity and Breadth of Thought

The COE prepares scholars and practitioners to address human problems in a diverse global community. The COE is a leader in campus conversations regarding equity, social justice, and responses to the changing demographics of Florida and the nation in an increasingly global context. The COE is committed to creating and sustaining a diverse, inclusive, and nondiscriminatory environment, mindful of sociocultural systems of privilege and oppression across all dimensions of diversity. The COE community believes that excellence is best promoted by recruiting, supporting, and retaining diverse groups of students, faculty, and staff, and by ensuring that the college’s culture is supportive and respectful of all members.

Objective 1: Students, Faculty, and Staff with Increasingly Diverse Demographic and Geographic Characteristics

Metrics:

Geographic diversity, including out-of-state and international
Racial/ethnic, cultural, and socioeconomic diversity
Other characteristics (e.g., sexual orientation, gender orientation, disability status)

The COE currently has an active Diversity Committee, a Diversity Plan (2009), guides to best practices in hiring, and a system of exit interviews with all faculty to improve retention.

Over the next five years, the COE will:

Develop a “data dashboard” to track diversity progress
Garner support to renovate Norman Hall to improve access for faculty, staff, and students with disabilities
Hold COE-wide conversations about the college’s vision of diversity to guide recruitment and program development
Utilize campus resources such as the Office of Faculty Development and Teaching Excellence to support mentoring
Analyze demographic trends to ensure programs are proactive as well as responsive

Objective 2: A University Climate That Is Inclusive, Supportive, and Respectful to All

Metrics:

Climate survey for students, faculty, and staff
Number and scope of activities that celebrate diversity

COE leadership has developed initiatives and support units to highlight accomplishments, present a positive vision across campus and the state, and make decision-making processes transparent.

Over the next five years, the COE will:

Develop mechanisms to identify and promote cross-faculty conversations and collaborations
Continue college-wide discussions on promoting mutual respect
Identify mechanisms to recognize and support interdisciplinary efforts within and across campus, as well as international outreach activities

Objective 3: Diverse, Robust Educational and Interdisciplinary Areas of Excellence

Metrics:

Cross-department and cross-college publications and grants
Multidisciplinary courses, seminars, symposia, and programs
Number of affiliate appointments with other colleges

The COE’s current strategic plan outlines strategies for developing interdisciplinary groups with the goal of generating new lines of research and garnering external funding. The Office of Research was established in part to support this objective.

Over the next five years, the COE will:

Consider potential for collaborative partnerships when making new hires, both within the COE and across colleges
Identify and strengthen communication strategies to highlight collaborative work to larger audiences

Objective 4: Increased Globalization to Enhance Effectiveness as World Citizens

Metrics:

Student participation in international and multicultural competence-expanding experiences
Faculty and graduate student presentations in international venues
International research collaborations
Enrollment of international students in COE campus and online programs

The COE is currently well-positioned to support increased globalization, with several faculty members holding international collaborations and strong international student enrollment in several programs.

Over the next five years, the COE will:

Expand coverage of international education
Leverage the college’s geographic location to recruit students and visiting faculty from Central and South America and the Caribbean
Identify communication strategies to increase the international visibility and enrollment of highly ranked online programs

UF Goal 2: An Outstanding and Accessible Education That Prepares Students for Work, Citizenship, and Life

The COE is committed to providing innovative and relevant graduate, undergraduate, and certificate programs at a reasonable cost for all qualified students. The college promotes high-quality student–faculty interactions that immerse students in collaborative research opportunities through mentoring and scaffolding, preparing them as independent scholars and functional citizens. Programs are delivered through a variety of methods (face-to-face, online, blended, off-campus) to increase geographic accessibility and engage the range of learners.

Objective 1: High-Quality, Widely Recognized, Financially Accessible Education and Experience

Metrics:

Number of programs ranked in the top 10
Number of high-quality programs enhancing students’ professional education outside the classroom (fellowships, internships, professional conferences)
Number of financially accessible accredited programs
Student satisfaction measures on quality of the UF experience
Faculty/student ratio consistent with or better than aspirational peers
Number and average size of awards and endowment scholarships to attract high-quality students
Percentage of students receiving UF awards (e.g., scholarships); percentage of underrepresented minority students
Time from graduation to employment or graduate/professional school admission for undergraduates
Student retention rates and placement rates in graduate programs
Number of applications to graduate programs; academic qualifications of graduate student body
Number of graduate students matriculating and graduating within a reasonable time
Number of graduate fellowships, research assistantships, student stipends, and benefits competitive with peers
Employment/post-professional training placement rates at graduation and within 6 months of graduation

The COE is currently continuing development and improvement of programs and student services, maintaining student exit and satisfaction surveys, and soliciting funding for scholarships, fellowships, and program support.

Over the next five years, the COE will:

Develop school-level action plans for program innovation and improvement
Maintain student exit and satisfaction surveys
Identify strategies to address challenges in enrollment and financial accessibility
Develop a centralized system for tracking aggregated student data
Maintain accredited programs

Objective 2: Accessible and Timely Services That Support Student Health, Development, and Well-Being

Metrics:

Student satisfaction with career guidance, advising, and academic support/tutoring services
Ease and access to UF services and resources by online students
Number of college ambassadors and student organizations (ECC, SAGE) and level of student participation
Services to support international students (ELL)
Completion of online trainings for faculty and staff (e.g., Title IX, sexual harassment)

Currently, student surveys are conducted by the college and within individual programs; functional help desk services are provided by instructional designers; and COE-based trainings (e.g., Canvas, Pathwise Observations, ESOL) are being conducted.

Over the next five years, the COE will:

Continue data collection via student surveys with continuous revision targeting areas of greatest need
Follow up with graduates regarding time to hire in desired field and ease of job search
Increase visibility and awareness of COE ambassadors and their roles
Increase LiveText information service and support
Maintain student exit and satisfaction surveys

Objective 3: Academic Programs That Promote Effective and Accessible Learning Through Innovation

Metrics:

Number of COE distance education degrees awarded nationally and internationally, with retention above the national rate
Evidence of improvement to innovative programs based on student input
Number of certificate program completers
Number of distance learning programs ranked in the top 10
Number of students enrolling from certified programs and innovative engagement opportunities
Evidence of strong website development support for programs, including production of course and recruiting materials

The COE is continuing the development and improvement of online learning programs and maintaining in-house instructional design and marketing support staff.

Over the next five years, the COE will:

Develop school-level action plans for program innovation, including targeting potential new markets
Maintain exit and satisfaction surveys to determine relevance and benefits of programs
Plan programs responsive to the changing higher education landscape, including challenges in on-campus enrollment
Designate a recruitment contact/liaison
Actively recruit students from certificate into degree programs, and from undergraduate into graduate programs
Conduct market analysis and refine online recruitment materials and templates

Objective 4: High-Quality Student–Faculty Interactions in Mentored Research

Metrics:

Evidence of strong scholarship and collaboration between faculty and graduate students (co-authored publications; local, regional, national, and international presentations)
Number of students conducting mentored research
Amount of funding for student research and research assistants, benchmarked against aspirational peers
Number of faculty and student research awards from professional societies
Number of faculty mentoring awards from professional societies
Number of federal and other graduate fellowships
Amount of federal and other grants for research training
Number of graduate students mentoring undergraduate student research

Currently, faculty engage graduate students in authentic research activities and systematic literature reviews, and supervise undergraduate students in honors research programs. Significant mentoring also occurs during the dissertation phase of doctoral programs.

Over the next five years, the COE will:

Create and maintain a culture of research excellence in which scholarship is promoted through awards, funding opportunities, and merit considerations
Engage diverse dissemination channels to attract the best and brightest students to UF
Build capacity for interdisciplinary research by promoting collaboration within and outside UF
Use faculty survey responses to grow innovative programs and identify critical needs

UF Goal 3: Faculty Recognized as Preeminent by Their Students and Peers

The COE has made great strides in this area, including hires under the UF Pre-eminence initiative, establishment of endowed professorships, and faculty receiving national awards and being elected to leadership roles. The college’s office of Development, Alumni Affairs, News and Communications (DAANC) regularly reports on successes under this objective.

Objective 1: Increased Number of Faculty Recognized by Distinguished Awards, Fellowships, and Memberships

Metrics:

Number of disciplinary, national, and international awards contributing to recognition of faculty in the broader research community
Number of research/scholarship awards, teaching awards, prestigious fellowships, and memberships in honorary societies and national academies

Currently, DAANC develops dissemination reports when faculty members are recognized, and these metrics are tracked through the annual faculty reporting system.

Over the next five years, the COE will:

Identify a system for aggregating data on faculty accomplishments and linking them with potential awards
Create a database of awards within each program to systematically cultivate strong candidates and prepare nomination materials
Strongly encourage submission of faculty nominations for awards, along with resubmissions of unsuccessful nominations

Objective 2: Increased Number of High-Impact Scholarly Publications and Creative Works

Metrics:

Number of publications and creative works, particularly in high-impact venues as defined by citation indices, impact metrics, and COE faculty input
Number of citations and citation index ranking

Currently, each program area has developed informal procedures for monitoring and supporting faculty, particularly junior faculty, in increasing publication output. The first metric is tracked through the annual faculty reporting system.

Over the next five years, the COE will:

Establish a mechanism for continuous collection and aggregation of data on publication metrics across the college
Provide faculty with lists of indexed journals and high-impact outlets within their programs, with strong encouragement to submit to these venues
Increase supports for faculty preparing for promotion, such as pre-tenure research sabbaticals, regular writing workshops or groups, and mentored writing opportunities

Objective 3: Increased Professional and Public Visibility of UF Faculty

Metrics:

Number of invited lectures at other institutions
Number of invited lectures at national and international meetings
Number of keynote/plenary lectures at national and international meetings
Participation in public discourse and policy discussions (e.g., media, government)
Participation in discourse in education systems (e.g., schools, departments of education)

Faculty are currently participating in all of these activities, tracked through the annual faculty reporting system.

Over the next five years, the COE will:

Establish a mechanism for continuous aggregation of data to measure productivity and set goals for future achievement
Evaluate DAANC’s capacity to report on all faculty achievements under these metrics

Objective 4: Increased Faculty Participation in Professional Service and Leadership

Metrics:

Number and type of service activities
Number and type of leadership positions in professional organizations
Number and type of leadership positions in government advisory councils
Number and type of leadership positions in professional review panels and practice guideline committees
Number of editorships, associate editorships, and editorial board roles for high-visibility publications
Number of service activities beneficial to education systems (e.g., schools, school districts, departments of education)

Faculty are currently participating in all of the activities listed above; data are tracked through the annual faculty reporting system. Faculty have submitted five proposals for faculty hiring via the pre-eminence initiative.

Over the next five years, the COE will:

Establish a mechanism for continuous aggregation of data to measure productivity and set goals for future achievement
Promote a culture that values service and leadership, including course release for extensive service and leadership participation
Continue to seek to hire outstanding faculty via the pre-eminence initiative

UF Goal 4: Growth in Research and Scholarship That Enhances Fundamental Knowledge and Improves Lives

The College of Education has demonstrated increased growth in research and scholarship as evidenced by growing numbers of faculty engaged in sponsored research, expanding funding sources, increased interdisciplinary collaborations, and prestigious recognition in their respective disciplines. The COE is committed to supporting UF’s rise as a world-class university.

Objective 1: Documented Advances in Productivity and Recognition of UF Research Programs

Metrics:

Number of publications in high-impact journals/outlets and national publications
Total publication citations and citation rate
Number of faculty with state, national, and international leadership positions, journal editorships, and prestigious awards
Global and national university and program rankings
Number of college-level awards for highly productive research faculty

Currently, the Office of Educational Research (OER) produces an annual sponsored research productivity report; the Assessment and Accreditation Office (AAO) produces an annual report informing US News & World Report; and UF’s Institutional Planning and Research (IPR) Office produces reports from Academic Analytics as requested. OER has also encouraged faculty enrollment in metrics platforms such as ResearchGate, Academia.edu, and Google Scholar.

Over the next five years, the COE will:

Coordinate systematic data gathering on research accomplishments and disciplinary awards
School Directors will gather data on nominations for prestigious awards and encourage/support pursuit of sponsored research and awards by faculty
Increase the COE faculty body through tenure track line creation and strategic hiring

Objective 2: Increased Extramural and Intramural Funding Enhancing Basic and Translational Research

Metrics:

Internal funding used to enhance the research enterprise (OER)
Endowment and annual cash gifts (DAANC)
Total amount of federal funding (OER)
Overall research funding from all sources (OER); all data compiled and reported annually by OER and DAANC
Presence of department and college policies for use of IDC funds (Dean’s Area, FPC–Faculty Affairs Committee)
Principal Investigators receiving IDC return related to their funded projects
Reporting of usage of IDC funds, including percentage used for projects likely to result in additional external research funding
Reporting of CRIF awards and other awards designed to support faculty in seeking external funding (OER)
Evidence of OER support for faculty in locating and applying for funding (weekly newsletters) and publishing funding successes (monthly bulletins)

Currently, the FPC’s Faculty Affairs Committee reviews IDC fund expenditure reports and provides recommendations to the OER Associate Dean and COE Deans. OER publishes a weekly Funding Opportunities newsletter, conducts targeted searches for faculty research funds, and produces monthly bulletins on sponsored research submissions and awards. OER also sponsors research methodology events for faculty development.

Over the next five years, the COE will:

Strengthen OER and Post-Award Coordinated Services to build capacity among new investigators
Expand support in pursuit and management of sponsored research, including budget development, grant writing, editorial assistance, and grant management

Objective 3: Exceptional Graduate and Postdoctoral Scholars Contributing to Cutting-Edge Research

Metrics:

Funding for graduate student stipends, fellowships, and assistantships
Funding for postdoctoral scholars
Number of students and postdoctoral scholars conducting research
Number of publications, grants, and scholarly works by undergraduate and graduate students and postdoctoral scholars
Number of grants awarded for graduate student and postdoctoral research
Number of other awards to graduate students and postdoctoral scholars
Number of training grants awarded to the university
Number and amount of travel support funded to graduate students for conference presentations

Currently, COE provides graduate student and postdoctoral scholar support at the School level and through the Student Services Office (SSO). COE awards for graduate students are managed by the SSO, and funding opportunities for postdoctoral scholars are announced by OER in weekly newsletters.

Over the next five years, the COE will:

Systematically increase enrollment in all graduate programs
Increase grant and donor support of COE doctoral fellowships and assistantships
Encourage building of research assistantships into sponsored research proposals
Increase efforts to develop postdoctoral scholar opportunities across schools

Objective 4: Processes and Systems That Facilitate Excellence in Research and Scholarship

Metrics:

Amount of research time in faculty workload
Amount of seed funding to scaffold pursuit of sponsored research
Number of trainings and funds for training that build faculty research skillsets
Number of Graduate School Fellows and Research Assistants assigned to assist faculty
Extent of interdisciplinary research and collaboration internally and externally
Institutional mechanisms to initiate high-impact multidisciplinary science
Survey of current interdisciplinary collaborations at UF (OER, DSP)
Number of interdisciplinary grants and publications (OER, DSP, AAO)
Number of national and international cooperative agreements (OER, DSP)
Network analysis metrics capturing multi-departmental and multi-institutional competitive grant funding collaborations (OER, DSP, IRP)
Time to complete processes (e.g., IRB approvals, proposal and grant processing, industrial contracts, admissions)
Faculty surveys on institutional research support, including OER and DSP services and space allocation
Number of activities of COE centers supporting interdisciplinary scholarship
Number of grants submitted and received by faculty members
Number of COE personnel hired and/or trained specifically to support grant submission and post-award management

Currently, the COE’s OER offers comprehensive research support to all faculty. The Office of Post-Award Coordinated Service provides specific and targeted support for management of funded projects. OER and Post-Award collaborate to compile annual reports outlining activities and accomplishments.

Over the next five years, the COE will:

Increase faculty capacity to produce excellent research addressing major societal issues through professional development and staff support
Maximize the efficiency and effectiveness of OER and Post-Award Coordinated Services to support faculty research efforts

UF Goal 5: A Strengthened Public Engagement of the University’s Programs with Local, National, and International Communities

Public engagement is a particular strength of the College of Education. The nature of the college’s work is inherently focused on engagement with learners of all ages, education professionals, and policy makers. The COE is a recognized leader statewide and nationally on issues of education, learning, technology, human development, and professional development across the lifespan.

Objective 1: Increased Engagement and Outreach of UF Programs Leading to Positive Community Impact

Metrics:

Percentage of faculty, staff, and students engaged in community service
Service in national and international organizations that promote the public good
Time of UF faculty, staff, and students in service to schools and communities
Research funding and publications resulting from community engagement
Clients served by COE programs in the development of education professionals

Currently, COE faculty, staff, and students are engaged in a wide range of community service activities, many connected with K–12 schools, serving children and youth, parents, education professionals at all levels, and education policy makers. Faculty members serve in leadership roles in many organizations, and high-profile engagement has led to external funding and publications.

Over the next five years, the COE will:

Develop new graduate certificate programs to increase educators’ knowledge and skills and improve outcomes for students
Continue implementing and enhancing student field experiences to reach more children and youth
Promote faculty leadership in national and international organizations
Capitalize on highly ranked online programs to extend the college’s reach

Objective 2: Improved Communication Leading to Increased Public Awareness of UF Programs and Their Impact

Metrics:

National and international news stories about COE programs, translational science, and applied research projects and their benefit for the public good (Gator Good)
Number of social media venues and communications about COE programs and opportunities

Currently, the COE’s DAANC office coordinates communications efforts through news releases, social media, and annual reports.

Over the next five years, the COE will:

Develop and implement a comprehensive communications plan to reach a wider audience
Expand use of social media and other innovative approaches to communication
Provide professional development for faculty on how to document and communicate the positive impacts of their programs
Increase use of varied media, including podcasts, social media, and popular media outlets to disseminate COE scholarship

Objective 3: Increased Technology Translation and Entrepreneurial Activities

Metrics:

Public engagement with the COE’s technological and entrepreneurial activities
Production of and income from intellectual property developed by UF scholars, students, and staff

Currently, the COE has a number of entrepreneurial activities reaching wide audiences, including programs for PK–12 students (e.g., Algebra Nation, Math Nation, Early, Winning Reading) and education professionals (e.g., graduate certificate programs, Early Learning Florida, UF Institute of Higher Education).

Over the next five years, the COE will:

Develop additional graduate certificate programs in high-needs areas
Expand current entrepreneurial activities to larger audiences
Develop and disseminate technology-based tools for teaching and learning

UF Goal 6: Alumni Who Are Successful in Their Careers and Life and Who Are Proud to Be UF Graduates

The College of Education has many alumni who are successful in their careers and proud to be UF graduates. This goal is closely aligned with the College’s long-term strategic plan to cultivate innovative, high-quality preparation programs that develop strong professionals and address issues of practice and policy. The COE recently combined the offices of communication and development into DAANC, charged with maintaining a strong alumni network and engaging in a public relations campaign about the value of COE degrees.

Objective 1: Alumni Who Make Significant Contributions to Their Professions and Society

Metrics:

Alumni who are good citizens through community service contributions
Alumni who have maintained productive professional lives
Alumni who receive accolades for achievements (patents, honors/awards)
Alumni who hold leadership positions in their field, professional societies, and/or community

Currently, DAANC maintains and closely monitors the ADVANCE alumni database to measure each metric.

Over the next five years, the COE will:

Maintain and enhance close connections with alumni
Monitor alumni accomplishments and eligibility for honors/awards
Communicate about college programs, events, and accomplishments through college-wide efforts (direct communication, events at professional conferences) and individual faculty efforts (professional activities, social media)

Objective 2: Alumni Who Engage With and Support the University’s Educational, Research, and Service Missions

Metrics:

Alumni who are members of the Alumni Association and local Gator Clubs
Alumni who are members of the COE Dean’s Leadership Council
Alumni who attend UF- and COE-sponsored local and national events
Alumni who volunteer their time to university projects
Alumni engaged in recruiting UF graduates for internships and employment
Alumni formally engaged in student recruitment for undergraduate, graduate, and professional programs
Alumni who donate to endowments supporting students, faculty, and programs
Alumni who donate to the annual campaign; total annual giving

DAANC maintains and closely monitors the ADVANCE alumni database to measure each metric. The COE works closely with the UF Foundation to connect private donors with their passions at the university, in support of UF’s missions of teaching, research, and service.

Over the next five years, the COE will:

Make attracting potential major gift donors — including those interested in naming the COE — a top priority
Feature the COE in the university’s inaugural “Big Ideas Summit”

Goal 7: A Physical Infrastructure and Efficient Administration That Enable Preeminence

The COE is situated on the east side of SW 13th Street of the UF campus. Historic Norman Hall, the best-known structure in “Norman Village,” was constructed as a K–12 laboratory school and opened in 1932. The COE is a state, regional, national, and internationally recognized leader in education, currently celebrating its 110th anniversary. However, the crumbling, unsafe, and outdated physical infrastructure is incompatible with sustaining the preparation of educational leaders and the development of innovative solutions to critical educational needs. Prompt attention to improving the physical infrastructure is urgently needed. The college also continues to strive for an efficient administration and support structure that rivals aspirational peer universities.

Objective 1: Updated Facilities Including Modern Research, Classroom, and Collaborative Spaces and High-Quality Technology Infrastructure

Metrics:

Improvement in indicators associated with college facilities as assessed by climate surveys, social media, and external review boards
Comparison of modern research, classroom, and conference space with aspirational peer universities
Number and timely resolution of new repair and deferred maintenance projects
Innovative space designs that garner national media coverage
Computational capacity as assessed by external review boards and student/staff/faculty satisfaction surveys
Evaluation of parking use, particularly for instructors who supervise in schools and must return to campus
Installation of shower facilities for bicycle commuters

Currently, the COE is actively seeking state support for renovation of Norman Hall and donor support for classroom and research facility renovation. Discussions with UF Parking and Transportation are ongoing to improve parking options.

Over the next five years, the COE will:

Renovate Norman Hall and improve teaching, research, office, and conference space for students, staff, and faculty

Objective 2: Efficient and Effective Administrative Processes That Provide Superior Business Services

Metrics:

Business analytic dashboards for the college, schools, and major college centers providing timely monitoring of projects and accounts
Benchmark staffing level of college administration against aspirational peer universities
Survey faculty and staff regarding effectiveness of college administrators
Metrics of faculty teaching, research, and service workloads/productivity benchmarked to peer institutions
Tracking of time to complete transactions and errors for business processes, including proposal and grant processing, contracts, MOUs, and admissions
Benchmark survey of all support services
Professional development, professional learning communities, and advancement opportunities for staff
Examine departure surveys for patterns regarding remuneration, turnover, and retention of talented staff

Currently, the COE has conducted a review of business and student service processes. A post-award center has been launched, student services are being restructured, and the E-Learning, Technology, and Creative Services (ETC) office has undergone leadership and structural changes yielding improved user satisfaction. Administrators are evaluated by faculty and staff on a regular basis.

Over the next five years, the COE will:

Launch a new business analytic dashboard to provide more accurate and timely data
Engage in continuous evaluation and improvement of administrative and business services

Objective 3: An Attractive, Sustainable, and Safe College That Offers a High Quality of Life to Faculty, Staff, Students, Alumni, and the Community

Metrics:

Benchmark against aspirational peers in: ADA compliance, restroom facilities, building security, building signage and maps, security of technology systems, and landscaping and maintenance
Availability of food and beverage services to address the “Norman coffee and food desert” (e.g., coffee bar, food service, or food trucks)
Availability of child-friendly space to accommodate the needs of working parents
Improvement in college energy expenditures, transportation, waste processing, recycling, and sustainability
Improvement of the college’s interface with the surrounding community
Development of safety plans and training for general emergencies (hurricanes, active shooters, rape & assault prevention)
Support for renovation of the Education Library to provide more flexible space and facilities for learning
Increased number of regional, national, and international conferences held at the college/campus
Availability of parking facilities and traffic management that support access to the college and cross-campus collaborations
Number of college safety and security incidents compared with similar-size colleges at UF and peer institutions

Currently, the COE is working to improve the basic infrastructure of Norman Hall, has installed improved bike racks and borrowable bicycles, is developing safety plans, and is enhancing the appeal of “Norman Village” through improvements in displays and signage.

Over the next five years, the COE aims to:

Undergo full renovation of the building
Identify improvements for parking issues
Resolve the Norman “coffee and food desert” through addition of food and beverage options for Norman Village and community residents on the east side of 13th Street