Transcript GSE Faculty Meeting Agenda

The GMU College of Education
and Human Development:
Challenges and Opportunities
3
College of Education and Human
Development (CEHD)
 Units
 School of Recreation, Health and Tourism
 Graduate School of Education
 Undergraduate and Graduate (Master and Doctoral) Education
 4 Campuses (Fairfax, Prince William, Arlington, Loudoun County) + OffCampus Programs
 Broad range of professional development partnerships with school divisions
and human services systems
 32 Academic Programs Including 60 Masters Concentrations and 34 Certificate
Programs
 Ten Research/Service Centers
 Over 120 FT Faculty (nearly 25% minority)
 5,500+ Students
 17,000+ Alumni
4
Opportunities
 Education as a “Prime Time” & “Top Tier” National Issue
 Educator Preparation and Professional Development
 Recreation, Health and Tourism (RHT) – Growing Sectors
 A “Community of Scholarship”
 $11M+ Sponsored Research Portfolio
 VISTA
 Many Proposals
 National Reputation for Innovation, Excellence and
“Cutting Edge” Programs
Critical Assets
 Human Resources
 Faculty
 Staff
 Students – Undergraduate and Graduate
 Support from University Administration &
Community Partners
 Facilities – New CEHD Facilities
 Allies, Friends, Supporters
Vision, Imperatives and Challenges
• Vision -- CEHD is an innovative, cutting-edge college
that prepares professionals successfully to promote
learning and development across the life span while
contributing meaningfully to research in human and
organizational performance as well as the learning and
developmental sciences.
• Imperative -- Support faculty, staff and students within
an organizational structure that is aligned with the vision
for the college.
• Challenges – Review, assess, and assign human, capital
and fiscal resources that further will facilitate the
attainment of CEHD’s vision as well as goals and
objectives.
Overarching Approach
Deliberative
Intentional
Strategic
Pragmatic
Structural Re-Organization:
Guiding Principles
• Advance CEHD’s mission, goals & objectives
• Promote more effective communication within CEHD and among and
between CEHD’s academic programs
• Nurture greater “synergy, coherence and a community of scholarship” among
and between academic programs and among and between CEHD faculty
• Sharpen, strengthen and simplify the CEHD administrative and managerial
practices
• Better align resources in a more efficient manner
• Position CEHD for the future
Divisional Model: The “NEW CEHD”
 RHT
 Division of Health and Human
Performance
 Division of Sport, Recreation and
Tourism
 GSE
 Division of Elementary, Literacy,
Multicultural and Secondary
Education
 Division of Advanced Professional
Teacher Development and
International Education
 Division of Learning Technologies
 Division of Special Education and
Human Disabilities
 Division of Individual and
Organizational Transformation
 Division of Psychological,
Methodological and Policy Studies in
Education
CEHD “NEXT”
 Review, Assess and Further Enhance Academic Programs
 Consider Gaps, Needs and Strategic Opportunities
 Leverage and Expand Portfolio of Funded Research
 Optimize External Affairs Initiatives
 Development
 Alumni Relations
 Marketing & Communications
 Continue to Strengthen Community Partnerships
 Teacher Education & Training
 Lab School
 Education Policy
 Special Education
 Education Leadership
 Sports Medicine
 Tourism, Event and Hospitality Management
 Sports Management
 National Reputation and Engagements
 Global Programs
Summary & Discussion