WEST VIRGINIA UNIVERSITY
College of Education and Human Services
2020 STRATEGIC PLAN
2020 STRATEGIC PLAN / WVU College of Human Resources and Education
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The College of Education and Human Services 2020 Strategic Plan was developed to support West Virginia University’s 2020 Plan goals. The table below illustrates alignment of the main goals in the two plans. Individual objectives in the College’s strategic plan also support one or more WVU 2020 goals.
CEHS 2020 STRATEGIC PLAN GOALS GOAL
1
Increase research productivity and outputs.
GOAL
2
Enhance and increase student learning experiences in undergraduate and graduate programs in the CEHS through program creation and expansion and the use of new and emerging technologies. GOAL
3
Create an inclusive culture through the recruitment and retention of diverse faculty and student body and continually revitalize the curriculum to include diverse perspectives. GOAL
4
Increase the visibility and impact of the College at WVU, the state of West Virginia, and beyond.
WVU 2020 STRATEGIC PLAN GOALS GOAL
2
Excel in research, creative activity, and innovation in all disciplines. GOAL
1
Engage undergraduate, graduate, and professional students in a challenging academic environment.
GOAL
3
Foster diversity and an inclusive culture.
GOAL
4
Advance international activity and global engagement. GOAL
5
Enhance the well-being and the quality of life of the people of West Virginia. GOAL
5
Develop and implement a comprehensive enrollment management plan.
West Virginia University is governed by the West Virginia University Board of Governors and the West Virginia Higher Education Policy Commission. WVU is an Equal Opportunity/Affirmative Action institution.
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GOAL
3
Foster diversity and an inclusive culture.
WEST VIRGINIA UNIVERSITY
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College of Education and Human Services CEHS GOAL
1
Increase research productivity and outputs.
CEHS GOAL
2
CEHS GOAL
3
CEHS GOAL
4
CEHS GOAL
5
Enhance and increase student learning experiences in undergraduate and graduate programs in the CEHS through program creation and expansion and the use of new and emerging technologies.
Create an inclusive culture through the recruitment and retention of diverse faculty and student body and continually revitalize the curriculum to include diverse perspectives.
Increase the visibility and impact of the College at WVU, the state of West Virginia, and beyond.
Develop and implement a comprehensive enrollment management plan.
2020 STRATEGIC PLAN / WVU College of Human Resources and Education
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WVU College of Education and Human Services Vision Statement: By 2020, the College of Education and Human Services will have made substantial contributions to West Virginia University’s land-grant mission and national research prominence through leadership and scholarship in technology, teaching, and learning for all; individual and family development; community outreach; and the preparation of clinicians and education professionals.
CEHS GOAL
1: Increase research productivity and outputs.
CEHS Research Value Statement: We define research as systematic empirical investigation and recognize it has other labels (e.g., science, inquiry, and evaluation) and a great diversity of approaches; we do not privilege any epistemological paradigm, intellectual tradition, or methodological approach over another. We engage in research to produce knowledge with utility for educators, counselors, psychologists, speech-language pathologists, audiologists, administrators, policymakers, and community stakeholders (e.g., clients, parents, and students). We believe engaging in research with intellectual rigor and deep reflection while utilizing cutting-edge advancements in approach and methodology that furthers and informs all other goals we pursue. Research informs our teaching to better engage students in challenging academic environments. Research allows us to better understand and foster diversity and an inclusive culture while engaging globally through international activity. Research teaches us how to enhance the well-being and quality of life for the people of West Virginia and beyond.
CEHS OBJECTIVE 1.1: Increase the pool of researchers by fostering the skills of early career researchers and supporting the sustainable advancement of research careers.
ACTIONS: Conduct a gap analysis of research skills of faculty and develop individualized training and development plans.
1. Assess and monitor the quality and quantity of the pool of available researchers. 2. Offer professional training that leads to intergenerational transfer of research capacity to include mentoring and supervision of research initiatives.
3. Offer research training, including short courses and workshops as well as formal coursework on a variety of topics to include evaluation, statistics, writing, understanding the evidence, and research methodologies.
4. Provide support to increase the percentage of women, minorities, and people with disabilities in research endeavors.
5. Evaluate the productivity of research related to key initiatives; i.e., the number of peer-reviewed publications, grant applications, funded awards, and presentations of research papers.
6. Evaluate the impact of research.
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CEHS OBJECTIVE 1.2: Develop an infrastructure for the College that allows faculty and students to participate in the life of a research community.
ACTIONS:
1.
Identify a key sponsor in the College—a person at the top of the organization who undertakes leadership of the research community.
2. Identify baseline research productivity in the CEHS (during 2012-13) in order to set performance targets going forward.
3. Provide opportunities for the mentoring of new faculty members (models for success) 4. Establish an electronic system to document research activity for all faculty members. 5. Conduct a concept mapping study of CEHS faculty research interests to identify appropriate clusters of faculty to engage in peer research circles and develop structures to sustain research circles.
6.
Develop a formal process for extensive peer collaboration to identify priorities for action in research, facilitating a broader change in the research environment.
7.
Approach the WVU Research Corporation and request a gap analysis of CEHS faculty regarding research and external funding skill sets and request trainings and workshops, etc., to support skills needed to increase research activity.
8. 9. 10. 11.
Provide internal editorial and peer-review support for articles and other publications. Increase the number and quality of publications, presentations, and awards. Increase external funding proposals and funds received. Create consistent allocation policies for funding dissemination of research at national and international conferences.
12.
Establish a system of performance-based funding to allocate resources for research—e.g., CEHS’s Program Evaluation and Research Center (PERC) and science, technology, engineering, and mathematics (STEM) discovery initiatives.
13.
Reduce teaching loads to increase the number of faculty who mirror workload and output of very high research institutions.
CEHS OBJECTIVE 1.3: Develop an infrastructure for increasing engagement in externally funded research.
ACTIONS:
1.
Identify a key sponsor in the College—a person at the top of the organization who undertakes leadership of the grant preparation and implementation process.
2.
Establish a process for identifying early- to mid-career researchers with sustainable and fundable research interests.
3.
Conduct a gap analysis of grant writing and administrative skills of faculty and develop individualized training and development plans.
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4. 5.
Implement a strategic faculty recruitment plan to increase productivity in external funding.
6.
Develop and implement a training program for researchers pursuing external funding to include those offered by the WVU Research Office. These include the Research Competitiveness Enhancement Seminar Series and the Write Winning Grants Seminar and Grant Writing Mentoring program.
7.
Identify a central resource for financial review and monitoring of grant activities.
Establish a process for proposal preparation practices to include preparatory meetings with the Office of Sponsored Programs, department chairs, and the College’s financial office, including timelines and resource allocations.
CEHS OBJECTIVE 1.4: Develop collaborative research groups to create a competitive and synergistic interdisciplinary research enterprise.
ACTIONS:
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1.
Identify a key sponsor in the College—a person at the top of the organization who undertakes leadership of the organization of collaborative research groups.
2. 3. 4. 5.
Develop a common understanding of collaborative research.
6.
Involve supporting networks and partnerships by creating incentives for inter- and intra-organizational collaboration. Networks should include not only the College, but all relevant stakeholders, such as consumers, policymakers, and the private sector.
Establish policies and procedures to facilitate the process of collaboration. Survey faculty and students to establish potential research interests overlays. Create vibrant research circles of engagement across the College, and provide support for their strategic planning efforts toward increased productivity and external funding.
WVU College of Education Human Resources and Human and Services Education/ 2020 / 2020 STRATEGIC STRATEGIC PLAN PLAN
CEHS GOAL 2: Enhance and increase student learning experiences in undergraduate and graduate programs in the CEHS through program creation and expansion and the use of new and emerging technologies. CEHS Technology Value Statement: The needs of 21st century society in West Virginia, the nation, and the world require that programs invent new and improved student learning experiences in undergraduate and graduate programs. Students will develop as thinkers, problem solvers, and writers in preparation for their work in the public sector. Whatever career pathway they choose, they will have a broad understanding of the issues, skills, tools, and careers relative to human services. Additionally, society is undergoing a major transformation through the use of new and emerging technologies that enable people to access, interpret, manipulate, create, and share information as well as to communicate, socialize, collaborate, and problem-solve in interaction with others. Professional preparation programs in education and human services must make effective use of these technologies for instruction and supervision in campus-based and distance-delivered programs, conduct research that examines how they may be used to improve educational and clinical practice, and apply them to extend the University’s outreach and service to local communities and professional organizations. Tomorrow’s teachers, administrators, clinicians, and researchers must develop skills that will enable them to take full advantage of current and future technologies in educational and clinical settings throughout their professional careers.
CEHS OBJECTIVE 2.1: Enhance and expand the Multidisciplinary Studies (MDS) Program in the College by creating new minors and packaging new and existing minors that prepare students for careers in education, human services, and/or related areas.
ACTIONS:
1. 2. 3. 4. 5. 6.
Create and seek approval for the newly defined MDS program. Define MDS tracks. Create and seek approval for new minors in the CEHS. Create and seek approval for new courses related to new minors. Create and seek approval for an online MDS option. Create an assessment plan for the program. Implement marketing for MDS relating it to careers.
CEHS OBJECTIVE 2.2: The College will engage in ongoing strategic planning and integrated decision-making to establish and maintain a national reputation for cutting-edge applications of new and emerging technologies to support teaching, research, and service.
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ACTIONS:
1.
Establish a Technology Advisory Committee to make recommendations to the Dean and Leadership Team related to technology applications.
a. Develop policies and procedures for selecting representatives from key units and charging the committee with tasks, such as reviewing technology applications, resolving problems, and exploring innovation applications and emerging technologies.
b. Select committee members and schedule three regular meetings per year minimum (early fall, midyear, and late spring), with ad hoc meetings as needed.
c. Develop and apply guidelines for spending technology funds to ensure that they are compatible with University standards, have sufficiently broad application across programs to provide an appropriate return on investment, and are consistent with the contexts of end-users.
2.
Maintain and upgrade technology available to CEHS faculty, staff, and students.
a. Upgrade the College’s network infrastructure from 1 GB to 10 GB in the near future. b. Develop a plan/schedule for maintaining and upgrading technology in classrooms. c. Develop a plan/schedule for maintaining and upgrading technology in TLTC. d. Develop a plan/schedule for maintaining and upgrading technology for faculty. 3.
Monitor emerging technologies and new applications for teaching and learning to identify promising ideas for investment and use.
a. Attend national and international conferences where new technologies are highlighted. b. Attend workshops and conventions of hardware, software, and systems developers, and monitor technology industry publications to maintain awareness of new and emerging technologies and select options for investment and use.
c. Conduct formal reviews as needed of new and emerging technologies to consider potential applications in teaching, research, and service.
4.
Highlight available technologies and applications on the CEHS website.
a. Create a technology homepage to provide an overview of CEHS technology uses. b. Create individual web pages for each major technology application; e.g., the CEHS’s Teaching and Learning Technologies Center (TLTC), Teach LivE™, Collaborative Assistive Technology Education (CATE) Lab, Second Life®, and the CEHS’s Science, Technology, Engineering, and Mathematics (STEM) lab.
5.
Serve as a resource on technology applications to the University community.
a. Offer demonstrations of new technology applications for teaching and learning, including online delivery, virtual reality, mobile devices, and apps.
b. Offer group and individual consultations to faculty or units adopting new technologies. 6.
Publicize the College’s accomplishments in technology applications.
a. Announce technology applications to faculty through CEHS News and at meetings. b. Announce technology applications to alumni through the alumni newsletter. c. Announce technology applications to campus through WVU news services. d. Announce technology applications to state through press releases.
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e. Announce technology applications to the higher education community through press releases, dean’s newsletter to other deans, and department newsletters to other departments.
f.
Publish the College’s accomplishments in technology applications to peer institutions and the national community.
CEHS OBJECTIVE 2.3: The CEHS will increase faculty use of new and emerging technologies to support teaching and learning in campus programs.
ACTIONS:
1.
Develop facilities and equipment to support the College’s Science, Technology, Engineering, and Mathematics (STEM) initiative.
a. Build, equip, and enhance a new STEM lab in Allen Hall. b. Plan opportunities for use of the lab by programs in elementary and secondary education and in special education.
c. Implement STEM initiative research and training activities. d. Enhance and expand instructional applications of existing labs; i.e., the Collaborative Assistive Technology Education (CATE) Lab, Teach LivE™ Simulation Lab, Innovator Island in Second Life®, and simSchool.
2.
Implement and expand use of mobile devices and apps.
a. Provide mobile devices for faculty use with apps approved by the College and University. b. Offer demonstrations of mobile devices and apps to encourage other courses and programs within the College to use this application.
3.
Increase use of new technologies by academic and clinical faculty.
a. Re-establish the Faculty Academy to provide faculty with the time and incentive to adopt new technologies, with funding contingent upon providing quality outcomes.
b. Provide orientation to all new faculty members on available technologies and applications within in the first month of the semester.
c. Institute a program of working lunches for faculty to share new technology applications. d. Provide training to all faculty members on regular basis on new technologies to assist them in applying them in courses and programs.
e. Arrange for technology mentors who can teach faculty to use new technologies and support them during initial applications.
f.
Provide training to public schools and community agencies on available technologies to assist them in supporting student technology use in clinical experiences.
g. Make training sessions available as video recordings to those who cannot attend. h. Create an CEHS faculty award for outstanding application of technology as part of faculty recognition program.
i.
Adopt new technologies as they emerge.
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CEHS OBJECTIVE 2.4: The CEHS will use new and emerging technologies to deliver distance education programs to make undergraduate, graduate, and professional programs more accessible.
ACTIONS:
1.
Expand existing online programs where possible.
a. Expand special education programs. b. Expand educational leadership program. c. Expand online advanced master’s program in C&I. 2.
Create new online degree programs.
a. Implement new online doctoral program in special education. b. Create new online graduate program in deaf education. c. Plan new CEHS multidisciplinary studies program options for online delivery. 3.
Create new online minor and graduate certificate programs.
a. Plan a new undergraduate online minor in C&I. b. Plan new graduate certificate programs for online delivery. CEHS OBJECTIVE 2.5: The CEHS will support faculty in conducting and publishing research on clinical and educational applications of new and emerging technologies in elementary, secondary, and post-secondary education and human services for children, adolescents, and adults.
ACTIONS:
1.
Provide technology applications needed to support research, such as hardware development, software packages, data systems, survey software, and coding system.
2.
Conduct and publish research on applications of technology used to support learning by children and adults.
3.
Conduct and publish research on applications of virtual reality in pre-service preparation, professional development of teachers, and PreK-12 education.
4.
Conduct and publish research on online delivery of campus and distance education for pre-service training, in-service training, and service activities.
5. 6.
Conduct and publish research on mobile devices and apps for learning at all levels. Conduct and publish research on software development.
CEHS OBJECTIVE 2.6: The CEHS will use new and emerging technologies to help faculty and students develop skills for creating inclusive educational and clinical environments and engaging with diverse and international populations culturally competent practices.
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ACTIONS:
1.
Use virtual reality, such as TeachLivE™ and simSchoolŠ, and social media to provide exposure to and practice with individuals from diverse cultures and international areas.
2. Develop virtual classroom visit programs. 3. Adopt new virtual reality applications as they emerge. 4. Use distance education to increase enrollment of individuals from diverse cultures and international areas.
a. Recruit students from diverse cultural backgrounds into distance education programs and foster discussions and collaborative learning activities around inclusion and diversity.
b. Recruit students from other countries into distance education programs and foster discussions and collaborative learning activities around globalization.
5.
Use emerging technologies to support faculty collaborations across the world; thus, reexamine our web presence.
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CEHS GOAL 3: Create an inclusive culture through the recruitment and retention of diverse faculty and student body and continually revitalize the curriculum to include diverse perspectives. CEHS Diversity Value Statement: Within the context of education in a democratic society, diversity is a value, grounded in the acceptance of human dignity and basic human rights as a good. Advocating and understanding diversity implies attention to various “perspectives, worldviews, lifestyles, language, and communication skills.”1 This includes social class, race, ethnicity, religious beliefs, gender, and exceptionality. Attention to diversity or modeling a culture of diversity also implies an understanding and respect of difference, and, within a democratic society, understanding how differences can lead to enrichment of the cultural mix at large. Diversity is strength when it is directed to the common good. “Diversity is a rich resource when viewed as the mysterious birth of the new through the coming together of the different.”2
CEHS OBJECTIVE 3.1: Increase experiences in diverse settings in the United States for faculty and students.
ACTIONS:
1. 2. 3. 4. 5.
Develop partnerships with institutions with diverse populations. Develop student exchanges. Develop faculty exchanges. Develop additional clinical experiences in diverse settings. Create opportunities for shared research on related issues.
CEHS OBJECTIVE 3.2: Develop additional experiences for CEHS students and faculty in international settings.
ACTIONS:
1. 2. 3.
Create additional international exchange programs. Increase involvement with the Council of International Programs (CIP collaborations with WVU’s Office of Diversity and Global Initiatives, established yearly involvement since inception). Create opportunities for shared research related to international issues.
CEHS OBJECTIVE 3.3: Develop additional learning experiences with international programs at WVU, including IEP and ESL.
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ACTIONS:
1. 2.
Create additional action research opportunities for students related to international issues. Create additional instructional opportunities involving ESL populations.
CEHS OBJECTIVE 3.4: Continue to develop an inclusive community culture in the College.
ACTIONS:
1. Continue to enhance centers devoted to fairness, service, and learning for all, including the Office of Diversity and Global Initiatives, Center for Democracy and Citizenship Education, and the Center for Student Advising and Records.
CEHS OBJECTIVE 3.5: Increase enrollment of diverse students in the College.
ACTIONS:
1.
Continue to work with WVU undergraduate and graduate recruitment and ADVANCE Center personnel to recruit diverse students.
2.
Work with African American sororities and fraternities and the Athletics Department to interest students in CEHS programs.
3. 4. 5. 6. 7. 8.
Recruit in areas with diverse populations. Send the message on our website that we value diverse perspectives. Seek links with African American alums. Seek funding sources for diverse students. Provide orientation and social events to welcome new students. Develop a voluntary mentorship program for students and new faculty.
CEHS OBJECTIVE 3.6: Continue to recruit and retain diverse faculty and staff.
ACTIONS:
1. Establish baseline and gather data on faculty. 2. Continue to work with WVU to recruit faculty and staff from diverse backgrounds. 3. Send the message on our website that we value diverse perspectives. 4. Seek links with African American alumni and other underrepresented groups. 5. Provide orientation and social events to welcome new faculty and staff. 6. Develop a voluntary mentorship program for new faculty and students. 7. Monitor progress on targets.
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CEHS GOAL 4: Increase the visibility and impact of the College at WVU, the state of West Virginia, and beyond. CEHS Visibility Value Statement: Faculty and staff in Education and Human Services excel in promoting West Virginia University goals by providing excellent undergraduate and graduate programs and services in education, counseling, speech-language pathology, audiology, educational psychology, instructional design and technology, special education, and early childhood and family studies. In the future, the CEHS will increase and enhance communication about our programs and services to the state, the nation, and the world.
CEHS OBJECTIVE 4.1:
Increase communications and community engagement outcomes.
ACTIONS:
1. 2.
Develop and implement a consistent communications schedule to constituent audiences. Publish an annual CEHS magazine, printed and electronic, featuring faculty/student outcomes and department updates along with alumni and development features and updates.
a. Develop and implement a schedule for using electronic communications for an annual department eNewsletter directed to alumni, parents, and students.
b. Develop a semester-based eNewsletter to the greater CEHS alumni and other audiences. c. Develop themes to incorporate the CEHS in WVU promotional messages. 3. Publish a CEHS annual report, printed and electronic, reporting faculty/student outcomes in a statistical format and reporting grants, research, scholarship, donors, recruiting, etc.
4.
Continue the development of a consumer-friendly website.
a. Continue the integration of department and overall CEHS website designs and branding themes and the development of simplified use for multiple interest audiences.
b. Enhance the use of video and audio applications on the website and the use of WVU-based applications (apps, iPhones, and new technology).
5. Integrate into communication messages the importance and need for supporting the CEHS within the context of WVU.
a. Use special events and programs as opportunities to maximize resources and publicity to the WVU audience and beyond.
b. Promote collaborative efforts between departments to maximize resources and publicity for special events and programs.
6.
Raise awareness of CEHS research on University, state, and national issues.
a. Promote the CEHS’s recognized areas of expertise. b. Connect the CEHS’s theme with relevant promotional messages at WVU.
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7.
Engage CEHS alumni as resources for active research, recruiting, and development.
a. Develop and implement an alumni survey project to substantially enhance CEHS database records.
b. Develop an interest survey for presentations targeting alums. c. Promote the use of Mountaineer Connection as network-building tool. d. Enhance the visibility of the CEHS Alumni Association and Student Advisory Board as resources to support CEHS recruitment efforts, programs, events, and service projects.
8.
Raise awareness of human services and education as career-choice fields for student recruitment.
a. Support marketing efforts for admissions and recruiting. b. Support outreach events promoting admissions and recruiting. c. Engage alumni in related careers in recruitment and enrollment events. 9.
Identify and promote CEHS initiatives to attract WVU, state, or national interest.
a. Examples include rural education, McDowell County, school bullying, digital learning, health, garden-based learning, reading, Global 21 Initiatives, etc.
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CEHS GOAL 5: Develop and implement a comprehensive enrollment management plan. CEHS Enrollment Management Value Statement: The CEHS is committed to increasing enrollment through a multifaceted approach, including but not limited to creating liaisons with WVU undergraduate and graduate recruitment offices; utilizing WVU’s new tools for recruitment and admission; increasing visibility through the media and personal interactions; creating new minors, a MDS program, and new certificate programs; and increasing our diverse populations through targeted interventions. Strategic enrollment growth also will occur in the area of extended learning. Certification programs for workforce development will be built and implemented to serve a wider population of students. Quality programs attract and retain students. Therefore, the CEHS is committed to maintaining high-quality programs across departments by expanding research and writing and providing innovative traditional and online programs. Each revised online course and newly developed course or program of study will be assessed by trained Quality Matters (QM) assessment teams.
CEHS OBJECTIVE 5.1: Develop a comprehensive recruitment and enrollment plan for the College.
ACTIONS:
1. 2. 3. 4.
Establish realistic undergraduate and graduate enrollment goals. Utilize the services of marketing, communications, development, alumni, events, advising, and program departments in the CEHS and WVU to formulate a comprehensive and cohesive plan. Gain approval for the comprehensive plan from the leadership and faculty in the CEHS. Formulate and implement recruitment strategies in conjunction with WVU undergraduate and graduate recruitment and admissions and CEHS program coordinators and key recruiters.
5. Establish a plan for recruitment and retention resources. 6. Establish an assessment plan. CEHS OBJECTIVE 5.2: Increase undergraduate student enrollment and student success.
ACTIONS:
1.
The CEHS will enhance and expand the CEHS Multidisciplinary Studies (MDS) Program. This program will provide additional interdisciplinary program choices that will enable traditional and non-traditional students to craft their own major to satisfy their desired careers choices. (See Goal 2).
2. The CEHS will increase minors programs. 3. The CEHS will explore additional ways to increase undergraduate programming. 4. The CEHS will develop Praxis tests preparation strategies.
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5.
The CEHS will develop assessment strategies that examine existing and future program progress and student success.
CEHS OBJECTIVE 5.3: Increase graduate student enrollment and student success (See Goals 2 and 3).
ACTIONS:
1. 2.
The CEHS will enhance and increase online graduate program and course opportunities. The CEHS will develop assessment strategies that will examine existing and future program progress and student success.
CEHS OBJECTIVE 5.4: Enhance existing programs (See Goals 2 and 3).
ACTIONS:
1.
Research initiatives listed in Goal 1 also will provide innovative strategies for program development and change.
CEHS OBJECTIVE 5.5: Increase resources for recruitment.
ACTIONS:
1.
Develop scholarships in collaboration with WVU to be used for recruitment at the undergraduate, master’s, and doctoral levels.
2.
Specifically, develop additional financial resources to attract students from diverse populations.
CEHS OBJECTIVE 5.6: Increase fundraising outcomes.
ACTIONS:
1. Increase annual funding for scholarship, research, programs, and facility development. This promotes the designation of funds to support departments.
a. Develop and implement a consistent annual fund appeal supporting the needs for scholarship, research, programs, and facility development. Appeals will have a targeted outcome of increasing annual giving from 3% to the WVU alumni average of 6%.
b. Include in grants, where appropriate, travel and scholarship support for students. c. Develop and implement a schedule of direct appeals consistent with distribution of communications.
i. Use of printed and electronic communications. ii. Increase personal solicitations by College representatives.
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2.
Increase major gifts for scholarship, research, programs, and facility development.
a. Implement a major gifts visitation schedule utilizing CEHS personnel. b. Develop a priority message for the CEHS to support requests. c. Implement a regular schedule for alumni/recruiting/development special events. d. Develop collaborative efforts campaign within the CEHS to support a facility. 3. Support and promote the goals and objectives of WVU’s A State of Minds Campaign. a. Integrate State of Minds Campaign themes in CEHS communications. b. Integrate State of Minds Campaign themes in CEHS needs. c. Collaborate within the CEHS and with other colleges and units to develop joint proposals. CEHS OBJECTIVE 5.7: Undertake a capital improvement project—The New Schoolhouse (Allen Hall Clinical Renovations and Academic Enhancements).
ACTIONS:
1.
Increase the space for clinics to achieve the following:
a. Enhance the academic excellence of the programs in teaching and learning. b. Expand specific clinical services to diverse populations. 2.
Increase opportunities to expand and enhance programs.
a. Provide additional space for enrollment growth in new majors and minors. b. Provide additional space for the Center for Advising and Records to accommodate additional enrollment in new majors and minors.
c. Enhance academic excellence in teaching and learning in all programs, especially by adding technology.
3.
Execute the Approval Process.
a. Approval by WVU Facilities and Planning. i. Space utilization and WVU planning approval. ii. Cost analysis and approval. b. WVU Board of Governors’ review and approval. c. Inclusion on WVU Master Plan for Capital Improvements with approved timeline.
1. Eun-Kyoung Othelia Lee and Ruth McRoy, “Multiculturalism,” in Encyclopedia of Social Work, 20th ed. (Cambridge: Oxford University Press, 2012), 1. http://www.oxfordreference.com. 2. James Wall, “Defining Diversity: The Power to Create Something New,” The Christian Century , 110, no. 12 (14 April 1993): 338.
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