A Look Forward 2019 and Beyond

A FOUNDATION OF STRENGTHS A VISION OF JUSTICE A MISSION OF CHANGE through

Reinventing. Innovating.Transforming. Educating.

A LOOK FORWARD 2019 & BEYOND

socwel.ku.edu

TABLE OF CONTENTS Building a future that achieves justice, equity & well-being: A Letter from the Dean....................3 Transforming lives for more than 83 years.............................................................................................4 Strategic Planning Journey......................................................................................................................6 Vision, Mission, Guiding Principles and Values....................................................................................10 Goals & Our Promise..................................................................................................................................11 STRATEGIC PRIORITY 1: Diversity, Equity and Inclusion (DEI) ........................................................12 STRATEGIC PRIORITY 2: Innovation & Quality Education.................................................................16 STRATEGIC PRIORITY 3: Research Advancement..............................................................................24 STRATEGIC PRIORITY 4: Community Engagement...........................................................................28

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SOCWEL.KU.EDU

BUILDING A FUTURE THAT ACHIEVES

JUSTICE, EQUITY & WELL-BEING

I AM DELIGHTED to share with you the University of Kansas School of Social Welfare Strategic Priorities for the next few years. Identification of these priorities and this subsequent document would not have been possible without a tremendous amount of work by many people. I want to thank the School of Social Welfare Visioning Team, the Mission Revision Committee, the Curriculum Re-imagining and Innovations Committees, the faculty, staff, students, alumni, and our field, research, and community partners whose input and ideas helped shape and refine these strategic priorities. The discovery phase and mission revision work started in the fall of 2016, a year before I started as dean. During my interview visit to the University of Kansas, I learned about the new vision, mission and guiding principles and was both impressed by the collaborative work that had already begun, and the powerful language that the team had chosen to guide the School. In fact, this work was a deciding factor in my choosing to come to KU, as I thought it would be exciting to join and lead this committed group in putting action to the important words.

Now four years later, I am still just as excited and continue to be humbled by the passion and support of our internal and external partners. Even in recent events of the past year, which in many cases could easily halt progress and innovation, our faculty and staff in the School of Social Welfare and our community partners have forged ahead with vigor and optimism, working hard to be as prepared as possible for this semester and those that follow. I am extremely proud of the dedication put forth by all to adjust, embrace, and create innovative, engaging and dynamic programming for our students and continuing education programs for our community. I am honored to be part of a school that continues to advance and grow vital research activities, while showing compassion by honoring our social work values and the unique and challenging situations that those we partner with and serve are facing.

The following report describes the University of Kansas School of Social Welfare’s four strategic priorities. These priorities enhance and improve the student, faculty, staff and community experience, provide the opportunity for advancing research, and dedicate resources to diversity, equity and inclusion. I value your thoughts as you read this report and welcome any input you may have. As always, please reach out to me with questions or concerns at any time at kusswdo@ku.edu.

STRATEGIC PRIORITY 1: Diversity, Equity and Inclusion STRATEGIC PRIORITY 2: Innovative & Quality Education STRATEGIC PRIORITY 3: Research Advancement STRATEGIC PRIORITY 4: Community Engagement 3

TRANSFORMING LIVES FOR MORE THAN 83 YEARS SINCE 1937

In 1937, the KU Sociology Department recruited Esther Twente to join faculty by invitation from Dr. Carroll Clark, chairman of the Sociology Department, to develop a social work curriculum for the department.

the University of Kansas (KU) has offered SOCIAL WORK EDUCATION Growing interest for a needed graduate program and the decision to join the American Association of Schools (now the Council on Social Work Education).

In 1946

the Department of Social Work was created, and curriculum for a BA DEGREE WITH A MAJOR IN SOCIAL WORK and a CERTIFICATE IN SOCIAL WORK AT THE GRADUATE LEVEL was launched

In 1947

Shortly after the unveiling of the program, George Warren Brown School of Social Work at Washington University decided to close its Kansas City unit, which offered KU the opportunity to quickly move from offering a BA to a MSW.

the Kansas Board of Regents approved the arrangement and the MSW was OFFICIALLY ACCREDITED

In 1949 4

the first graduating class included TWO STUDENTS who earned a BA and the FIRST SEVEN STUDENTS to earn their MSW

In 1969

the Board of Regents approveed the status change from DEPARTMENT TO THE SCHOOL OF SOCIAL WELFARE Dr. Arthur Katz, dean at this time, was the proponent of naming the School the School of Social Welfare instead of the School of Social Work, as he believed the broader term “social welfare” provided more flexibility and the possibility to allow for future program offerings other than social work.

In addition, he rejected the invitation to have the newly named School part of the graduate division; therefore, making the School of Social Welfare the third school at KU to have independent status following in the footsteps of the School of Medicine and the School of Law.

In 1972

the BSW PROGRAM was FULLY ACCREDITED after receiving temporary accreditation approval status in 1970

In 1974 TWENTE HALL S O C I A L W E L FA R E

the School of Social Welfare renovated the vacant student health center and hospital building located on the Lawrence campus and named its NEW HOME TWENTE HALL, in honor of Ester Twente, founder of the social welfare program at KU

In 1981

the School LAUNCHED its DOCTORAL PROGRAM and admitted its first cohort of five students

In 1989

then recently appointed dean Ann Weick and colleagues at KU were the first to FORMALLY NAME AND ARTICULATE THE STRENGTHS PERSPECTIVE in an essay for the journal Social Work (Weick, Rapp, Sullivan, & Kisthardt, 1989) They summarized its main insight this way, “All people possess a wide range of talents, abilities, capacities, skills, resources, and aspirations… a belief in human potential is tied to the notion that people have untapped, undetermined reservoirs of mental, physical, emotional, social, and spiritual abilities that can be expressed. The presence of this capacity for continued growth and heightened well-being means that people must be accorded the respect that this power deserves” (p. 352). Learn more about the strengths perspective history at socwel.ku.edu/strengths-perspective.

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STRATEGIC PLANNING JOURN 2016

Faculty and staff retreat to realize a COMMON VISION

Jan.

Feb.

Mar.

Apr.

May

Jun.

Follow-up faculty and staff retreat to develop NEXT STEPS

2017

SCHOOL OF SOCIAL WELFARE

Our Vision & Mission All individuals, families, & communities utilize their power to achieve justice, equity, & well-being.

The University of Kansas School of Social Welfare, rooted in the Strengths Perspective, aims to transform lives and social contexts and promote social, economic, and environmental justice in Kansas, the nation and the world.

We do so by educating students to practice with integrity and competence; advancing the science and knowledge base of social work through scholarship and research; and participating in community-engaged service.

Guiding Principles & Values Relationship Building: We engage in relationship building that fosters creativity, collaboration, and mutual learning. Relationship building is essential across practice, scholarship, education and service. We take a strengths approach as we serve our local, state, national, and global communities.

Diversity, Equity and Inclusion: We embrace the inherent worth of all people. By taking the position of cultural humility and applying the lens of intersectionality, we seek to develop and promote modes of anti-oppressive social work and dismantle structures of exclusion.

Practice with Integrity: We demonstrate our integrity and trustworthiness as scholars, educators, practitioners, and community members by promoting social work values, ethical practice, and the process of critical reflection.

Multisystem Competency: We recognize that social, economic, and environmental injustices are the root causes of inequities and multiple strategies are necessary to address these. Our work integrates micro/macro social work and builds collaboration across systems and disciplines to create multi-level change.

Critical Perspective: We engage in deliberate and continuing examination of social conditions and solutions. We use critical inquiry to analyze and challenge existing structures and systems in order to advance the field and promote social, economic, and environmental justice.

Empirically Informed Social Work: We rigorously advance empirical research that impacts the social work knowledge base. By translating and applying evidence, we continually transform practice and policy across multiple systems.

Goals To prepare B.S.W., M.S.W. and Ph.D. students to practice with integrity and attain multi-level competency while working to promote well-being and build community.

To conduct, disseminate, and translate theoretical and empirically informed scholarship and research that impacts the social work knowledge base and transforms practice and policy.

To promote social, economic, and environmental justice through service at local, state, national, and international levels.

Jan.

6

Feb.

Mar.

Apr.

Mission Revision committee proposed NEW VISION, MISSION, GUIDING PRINCIPLES AND VALUES, AND GOALS to faculty for approval

May

Jun.

NEY

REVIEWED PAST RESEARCH

PhD Student Survey 2016, Implicit Survey 2015-16, School of Social Welfare Admitted MSW Survey 2015-16, School of Social Welfare Destination Survey 2014-15, School of Social Welfare Senior Survey 2014, Academic Information Management System Student Satisfaction Measures 2013-14, KU Alumni Survey 2013

HELD STAKEHOLDER FOCUS GROUPS

Faculty, Research Center Directors, Research Staff, Student Services, Field Education, Advisory Board

CONDUCTED STAKEHOLDER SURVEY

September 2016 survey of current KU pre social welfare, BSW, MSW, and PhD students, alumni, field liaisons, instructors, and agencies, adjunct instructors on key questions about perceptions and hopes for the future of the School

DISCOVERY PHASE implemented

Jul.

Aug.

Sep.

MISSION REVISION COMMITTEE organized

Oct.

Nov.

Dec.

VISIONING TEAM appointed DISCOVERY PHASE analyzed and reported to faculty and staff and INNOVATIONS list created and mapped to visioning wheel

MICHELLE MOHR CARNEY officially starts as Dean of the School of Social Welfare

Jul.

Aug.

Sep.

Oct.

Nov.

Dec.

Fall Semester - Dean Carney gathers input from INTERNAL & COMMUNITY STAKEHOLDERS

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2018

CURRICULUM RE TEAM formed to process for curric

Jan.

Feb.

Mar.

Apr.

May

Jun.

INNOVATIONS LIST analyzed by faculty and staff

THE STRATE SCHOOL OF UNIVERSITY

2019

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SCHOOL’S STRATEGIC PLAN release & asked for feedback

Jan.

Feb.

Mar.

Apr.

May

We celebrate som accomplished in o

transparent proce faculty members, DEI associate dea

visit, KBOR repor Kansas MSW prog

four faculty & pro marketing/public advancement pol

Impact Talks/Chil

Jun.

View at http://ku.edu/strategic-planning-2020

2020 KU STRATEGIC PLAN release on May 1

Jan.

Feb.

Mar.

KU work groups identified, objectives and strategies finalized to create the DRAFTED PLAN

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Apr.

May

KU distributes DRAFT PLAN for review & revision

School ADJUS STRATEGIC PL ensure alignm coordination w KU plan

Jun.

Faculty and staff retreat to share the DEAN’S SIX STRATEGIC PRIORITIES & the academic programs, research, recruitment, communications and advancement strategic plans

E-IMAGINING o develop the culum revisions

Jul.

Aug.

A FOCUS ON STRENGTHS A VISION OF JUSTICE A MISSION OF CHANGE

Sep.

Oct.

Nov.

Dec.

CURRICULUM INNOVATIONS COMMITTEE appointed and divided into subcommittees to analyze existing research involving innovations & gather more information surrounding potential curriculum innovations

through

Reinventing. Innovation.Transforming. Education.

EGIC PLAN FOR THE F SOCIAL WELFARE Y OF KANSAS

engths Perspective, our direction is clear – s and social contexts and to promote social,

Workshop, research publication, alumni events, new donors/ student emergency fund, building mini makeover, admitting

vironmental justice. As social workers, we ur lives to the betterment of society and

PhD cohort, faculty and staff leadership positions nationally, student outreach - Cookies and Conversations with Carney,

ur most vulnerable populations. No other s for itself such a broad mandate as social

living/learning community, pathways to the profession, freshman admit, child welfare certificate.

ommitted to social justice, with deep

We have been making great progress, but it doesn’t stop here. A strategic plan is crucial to guide the efforts and to

ng history of helping people and being is our responsibility to grow and continually

focus our priorities, so we can continue to make a difference and be leaders in our community in promoting a diverse,

ession through growing the social work haring our scholarship and research with our the greatest assets of the School are our

equitable and inclusive environment for everyone.

Our priorities and actions are based on input from community

aging our research and teaching expertise, pportive environment through faculty and

stakeholders, which started by assessing strengths and challenges revealed through the visioning and mission

n, and ensuring all actions are supporting a e and inclusive environment, we can truely on the community, nation and the world.

work and continues to evolve with continued conversation, reinvention and innovation. The plan aligns goals and stategies with measurable tactics to guide and achieve our

ogether, our success can not only help one we can transform lives.

priorities in innovation adn quality in education, faculty and staff engagement, research advancement, community

me of the successes that we have already

engagement, diversity, equity and inclusion, and effective communication.

one year: new budget director, model & ess, successful search - three new t/tt , new professors of the practice, new staff,

We know the School’s vision, “all individual, families and communities utilize their power to achieve justice, equity, and

an position, CSWE self-study, CSWE site rt, KU program report, expanded western gram, successfully tenured & promoted

well-being,” is arduous, and we can’t achieve it individually.

By supporting each other, continually communicating and being transparent, we believe each day will bring us closer to

omoted one to full professor, increased relations, MSW student standards &

realizing this momentous vision in front of us.

icy work, curricula revision plan, Research ld Welfare conference/Needs Assessment

This is a working document, so in the future, please visit socwel.ku.edu/strategicplan2018 for the most current version.

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Jul.

KU launches Chancellor’s VISION & MISSION

Aug.

Sep.

KU holds campus wide VISIONING DAY

Oct.

Nov. Dec.

Narrowed six priorities into four broad areas to create FOUR STRATEGIC PRIORITIES

STS ITS LAN to ment and with the

School distributes DRAFT PLAN with new changes for review

Jul.

Aug.

Sep.

Oct.

Nov.

Dec.

SCHOOL’S STRATEGIC PLAN released with revisions on Dec. 31 9

VISION

ALL individuals, families, & communities utilize their power to ACHIEVE JUSTICE, EQUITY, & WELL-BEING.

MISSION

The University of Kansas School of Social Welfare, rooted in the STRENGTHS PERSPECTIVE, aims to transform lives and social contexts and promote social, economic, and environmental justice in Kansas, the nation and the world. We do so by EDUCATING students to practice with integrity and competence; advancing the science and knowledge base of social work through scholarship and RESEARCH; and participating in COMMUNITY-ENGAGED SERVICE.

GUIDING PRINCIPLES & VALUES RELATIONSHIP BUILDING: We engage in relationship building that fosters creativity, collaboration, and mutual learning. Relationship building is essential across practice, scholarship, education and service. We take a strengths approach as we serve our local, state, national, and global communities.

DIVERSITY, EQUITY AND INCLUSION: We embrace the inherent worth of all people. By taking the position of cultural humility and applying the lens of intersectionality, we seek to develop and promote modes of anti-oppressive social work and dismantle structures of exclusion.

PRACTICE WITH INTEGRITY: We demonstrate our integrity and trustworthiness as scholars, educators, practitioners, and community members by promoting social work values, ethical practice, and the process of critical reflection.

MULTISYSTEM COMPETENCY: We recognize that social, economic, and environmental injustices are the root causes of inequities and multiple strategies are necessary to address these. Our work integrates micro/macro social work and builds collaboration across systems and disciplines to create multi-level change.

CRITICAL PERSPECTIVE: We engage in deliberate and continuing examination of social conditions and solutions. We use critical inquiry to analyze and challenge existing structures and systems in order to advance the field and promote social, economic, and environmental justice EMPIRICALLY INFORMED SOCIAL WORK: We rigorously advance empirical research that impacts the social work knowledge base. By translating and applying evidence, we continually transform practice and policy across multiple systems.

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GOALS To PREPARE B.S.W., M.S.W. AND Ph.D. STUDENTS to practice with integrity and attain multi-level competency while working to promote well-being and build community.

To conduct, disseminate, and translate theoretical and EMPIRICALLY INFORMED SCHOLARSHIP AND RESEARCH that impacts the social work knowledge base and transforms practice and policy.

To promote SOCIAL, ECONOMIC, AND ENVIRONMENTAL JUSTICE through service at local, state, national, and international levels.

OUR PROMISE With each relationship, we vow to be a true partner by providing a DIVERSE, EQUITABLE AND SAFE ENVIRONMENT that encourages forward thinking and creates inclusive experiences that drive social change.

As a School within a comprehensive, premier research university, we strive to…

• Offer innovative programming that recruits, graduates and supports uniquely qualified and compassionate social workers, • Drive discoveries that TRANSFORM LIVES, and • Embrace our responsibility to promote SOCIAL, ECONOMIC, AND ENVIRONMENTAL JUSTICE in Kansas, the nation and the world.

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STRATEGIC PRIORITY 1: Diversity, Equity & Inclusion (DEI) 12

STRATEGIC PRIORITY 1: Diversity, Equity and Inclusion (DEI) We will position the School as leaders in DEI within the University and our community. We will continue to work towards a learning and workplace environment that is more diverse and equitable. We will strive to ensure all students, faculty and staff feel safe, heard and valued. We demonstrate our integrity and trustworthiness as scholars, educators, practitioners and community members by promoting social work values, ethical practice and the process of critical reflection. We embrace the inherent worth of all people. By taking the position of cultural humility and applying the lens of intersectionality, we seek to develop and promote modes of anti-oppressive social work and dismantle structures of exclusion. ​ GOAL 1: All decisions are made through a DEI lens​ ​ TACTICS • Revise organizational chart and/or position descriptions ​ • Create Associate Dean for DEI role​ • Identify DEI Coordinator​ • Establish Liaison to Native Communities ​position • Develop DEI Strategic Plan​ • Prioritize DEI in Curriculum Innovation Committee activities and outcomes • Ensure an inclusive working environment by affirming the importance of each individual & eliminating hierarchal academic norms​ • Hold space in meetings for all employees to participate and voice opinions​ • Celebrate all successes and confirm the value each bring to the organization​ • Review PRT Procedures & Policies, with attention to non-hierarchical, anti-racist processes and practices • Redesign collateral materials and website to show our commitment to DEI​ • Align School initiatives and programing with the Vision, Mission, Guiding Principles and Promise​ • Implement the Vision of Justice Challenge and create virtual and visual displays ​ • Support the work of the DEI Work Group to review policies and procedures through a DEI lens​ • Review all governance documents and School policies to ensure anti-racist processes and practices​ • Conduct ongoing Equity Audits​ • Form a DEI Council that includes representation from faculty, staff and students • Welcome and include student voices and ideas

GOAL 2: Become a leader at the University of Kansas (KU) and in the community in DEI through collaborative efforts and actions​ TACTICS • • • • •

Engage faculty, staff and students in community DEI initiatives, committees and organizations throughout KU​ Hold an annual DEI End of the Year Celebration ​ Establish DEI Fellows and Scholars Program that provides financial student support Assist with the development of local community resources for LGBTQIA+ youth who are in middle and high school​ Engage with Native American communities • Collaborate with Haskell Indian Nations University • Address families and community needs in all four federally recognized tribes in Kansas through the Kansas Serves Native American Families grant ​

• Host the national LGBTQ Symposium​ • Launch the Center for LGBTQ+ Research and Advocacy​ • Expand MSW program in rural areas of Kansas with Partnership Site locations 13

STRATEGIC PRIORITY 1: Diversity, Equity and Inclusion (DEI)

GOAL 3: Recruit, support and retain under-represented faculty, staff and students - mentor and support individuals to maximize success​ TACTICS • Hire and recruit a more diverse employee population​ • Utilize the Excellence in Diversity hiring guide handbook​ • Provide ongoing training and learning opportunities for faculty and staff​ • Assess and identify search practices to facilitate explicitly anti-racist and anti-oppressive search processes, policies, and procedures​ • Audit and reform search committee practices • Initiate a search for faculty with expertise in racial justice who will be affiliated with the Toni Johnson Center for Racial Justice and provided funds and resources to facilitate their research and scholarly agendas • Provide support and resources that allow individuals and offices/centers autonomy ​ • Form individualized budgets for programs, research, marketing, events, field and recruitment​ • Provide top-level encouragement and space to perform ​ • Deliver internal website resources​ • Hold regular meetings between department directors and the Dean and/or Associate Dean​ • Encourage growth and learning through faculty and staff development and support​ • Dedicate part of the budget for professional development requests​ • Incorporate voluntary DEI professional development exercises into internal meetings sessions​ • Launch first year faculty mentor group​ • Improve new faculty orientation​to increase transparency and sense of belonging • Form a Professor of Practice cohort • Support the student group RISE (Resilience, Inclusion, Support, and Empowerment) with a mission to empower BSW, MSW and Ph.D. students of color (racially-ethnically) to excel personally, academically, and professionally in order to foster successful degree.​ • Maintain long-standing relationship with Multicultural Scholars Program • Increase scholarships that align student support and the School’s DEI priority • Hold relationship building events such as birthday celebrations, welcome, holiday and end of the year events​ • Analyze salaries for equity and provide raises to close the gaps​ 14

GOAL 4: Increase the number of opportunities to celebrate and share innovative work, practices and partnerships ​ TACTICS • Events​ • Provide monetary awards at the DEI End of the Year Celebration • Host end of the year Integrated Health Scholars event to highlight student presentation ​ • Organize new grant kick off meetings for all newly funded projects (includes PI, ADR, School Business Manager)​ • Celebrate grant completion • Increase accessibility of school sponsored events that highlight research through flexible delivery formats​ • Communications​ • Announce Margo Award recipients to celebrate field partnerships and student accomplishments​ • Increase communication & collaboration internally ​ • Connect and share research ideas through Research Staff Brown Bags (3rd Tuesdays), Research Conversations and Research Office Informational Meetings • Develop Ad Hoc Workshopping Group ​ • Release monthly internal research newsletter​ • Spotlight faculty, staff, student, donors and alumni stoies and share with stakeholders through social media, website, email, newsletters, etc. ​ • Highlight economic and social impact as a result of research through communications and collateral materials​ • Track annual field education hours converted to volunteer dollars given back to Kansas​ • Track increased licenses and school graduation rates in areas for extreme need for advanced level social workers​

METRICS increased faculty, staff and student diversity​ faculty, staff and student retention​ increased events/programming options with diversity focus​ increased visibility on campus as DEI leaders​ increased funding for DEI initiatives 15

STRATEGIC PRIORITY 2: Innovation & Quality Education 16

STRATEGIC PRIORITY 2: Innovation & Quality Education

We will inspire social justice advocates around the world to seek out the University of Kansas School of Social Welfare as their educational partner. We will provide a unique and memorable student learning experience that will attract undergraduate and graduate students to a social work education as the degree choice for those wanting to be change agents and to help society’s most vulnerable. Throughout their experience, students will receive comprehensive support, be challenged to explore their passions while building relationships and learning to practice with integrity, use critical inquiry to analyze and challenge existing structures and systems, discover the intersection of micro/macro social work practice and build collaboration across systems and disciplines to create multi-level change. ​ ​ GOAL 1: Increase student enrollment in the BSW, MSW, and PhD programs each year with focus on recruiting, supporting and retaining under-represented students. ​ TACTICS • Dedicate prospective student recruiter and Edwards Campus Success Coach who assist in all recruitment activities • Release annual recruitment strategic plan and acquire software/systems to implement and track plan activities​ • Focus diversity recruitment efforts as part of the recruitment strategic plan​ • Review recruitment plan activities with the Associate Dean for DEI and the Liaison to Native Communities and find ways to collaborate ​ • Develop relationships with colleges, universities, high schools and organizations that serve under-represented prospective students ​ • Increase recruitment staff availability at and support of events organized by and for under-represented populations​ • Increase virtual opportunities to meet with prospective students​ • Create additional collateral materials to display content and images pertinent to diverse populations​ • Promote Vision of Justice at all levels of enrollment funnel and incorporate Vision of Justice language into promotional materials ​ • Engage in ongoing training to educate student success team on recruitment and support for under-represented students​ • Work closely with Haskell social work program and student groups and organizations that serve under-represented students to provide personalized assistance with the application process​ • Ensure admission requirements are inclusive: eliminated the GRE requirement, availability of fee waivers​ • Support and assist international and immigrant students with navigating policies and application requirements • Develop an advancement strategic plan and coordinate with Endowment Development Director to increase funding to support students ​ • Review scholarship funds to ensure usage and support for students of color​ • Examine scholarship award criteria and adjust when possible to provide support for students with highest need ​ • Apply for additional sources of funding such as Graduate Studies diversity recruitment funds ​

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STRATEGIC PRIORITY 2: Innovation & Quality Education

GOAL 2: Challenge norms and embrace the changing world of higher education by providing a learning environment with high impact opportunities (research, field education) that is flexible, supportive, and safe, and promotes a culture of continually assessing, questioning and improving practices, policies and systems by adopting throughout the curricula unconditional regard for critical inquiry.​ TACTICS • Add value to the program through curriculum innovations such as specializations, interdisciplinary programming, community partnerships and/or offering program options that are flexible and diverse ​ • Form Curriculum Innovations Committee​ • Add Child Welfare Certificate and evaluate other certificate options​ • Collaborate with KU departments and community organizations​ • Establish new PhD Curriculum ​ • Launch a DSW program​ • Add simulations and interactive courses ​ • Explore online BSW and MSW programs ​ • Launch online MSW macro certificate​ • Provide opportunities to assist in curriculum development that will include interdisciplinary and community collaboration​ • Explore integration of research into Curriculum Innovation Committee’s final product​ • Engage faculty in the Center for Teaching Excellence • Collaborative interprofessional learning opportunities with 35 partners through the Integrated Health Scholars Program​ • Redesign all classes to be delivered in a highly dynamic and engaging online format during pandemic​ • Increase flexibility and convenience through numerous class formats, days and times of class offerings and locations​ • Expand Partnership Sites: Garden City, Salina, Pittsburg​ • Create Field Office strategic plan​ • Expand relationships with practicum placements sites to provide real world experience through the required practicum ​ • Provide three faculty led study abroad locations focusing on global social work​ • Increase research opportunities for students at all levels ​ • Develop research opportunities handout for BSW and MSW students​ • Form a School Research Council to help incorporate research opportunities into curriculum​ • Activate MSW Research Scholars Program ​ • Compile research products/resources which might have use in coursework​ • Place macro MSW students in research office and Center for Community Engagement and Collaboration​ • Provide support through advising, mentoring and funding for a successful journey​ • Require orientations each year for all programs and field education ​ • Offer 1:1 PhD mentoring and three years guaranteed funding​ • Establish a student emergency fund ​ • Require academic advising for undergrads each semester​ • Provide all students with the consistent opportunity for professional and faculty advising ​ • Support students with Individualized field practicum assistance at the rate of 32,575 hours/year ​ • Increase communications with students during pandemic to keep students up-to-date, clarify conflicting or confusing messages, ease anxiety, and promote a “Needs and Concerns” form, which provides an accessible way to request needed resources to continue their education ​ • Dedicate student success advisors and Edwards Campus Success Coach who act as a one person contact for the student from recruitment to graduation​ • Allow freshman to be admitted directly into the program, which allows students to attend orientation and utilize internal advisors • Organize a Living Learning Community housing option that provides additional resources and mentorship opportunities​ • Create the Pathways to the Profession, a professional development series for current students to provide additional opportunities that support students with career development ​ • Mentor and provide scholarships through three scholars programs​ 18

• Provide students with resources to improve the student experience and aid in the successful completion of the program and beyond ​ • Develop GRA orientation materials​ • Improve content and availability of new student resources (handbook, website, policies, etc.)​ • Update MSW Student Standards and Advancement Policy​ • Offer licensure prep classes​ • Revise Grievance Policy with specific attention paid to DEI​ • Provide comfortable multi-use spaces in Twente Hall to draw students into the building ​ • Hold regular Student Success Team meetings

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STRATEGIC PRIORITY 2: Innovation & Quality Education

GOAL 3: Produce high quality graduates prepared to practice across system levels, ready to make their own mark on society and move the world towards a more just place.​ TACTICS • Engage community partners to assess the preparedness of our graduates to meet the changing social work profession ​ • Ask for input from alumni, adjunct instructors and field education representatives through surveys and focus groups​ • Plan Dean visits with community partners, alumni and donors​ • Design Associate Director of Field Education position to provide agency focus ​ • Urge high alumni engagement through field education and adjunct instructors​

•

• • •

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• Urge collaboration and mentorship between faculty/adjunct instructor in regards to syllabus development​ • Utilize Integrated Health Scholars Program to increase community partnerships ​ • Attend coalition meetings across the state​ • Collaborate with Haskell Indian Nations University​ • Coordinate with partnership sites to offer a mutually beneficial program for both programs and students​ Gain valuable input from student ​ • Provide opportunities for student input through informal events such as Cookies and Conversation with Carney​ • Offer students opportunities to assist administration through six student advisory committees ​ • Ensure student representation on faculty and staff committees ​ • Conduct numerous surveys - school DEI climate survey, PhD survey, implicit curriculum survey for bachelor’s and master’s students, teaching evaluations​ • Survey students to gain their perspective and desires around class formats during pandemic​ Evaluate educational outcomes through the accreditation process with the Council on Social Work Education​ Review of 13 interrelated competencies and component behaviors that are comprised of knowledge, values, skills and cognitive and affective processes annually Promote PCE offerings to current students as well as alums, in furtherance of a culture of lifelong learning

GOAL 4: Celebrate and acknowledge student successes and diversity ​ ​ TACTICS • Provide opportunities to acknowledge, support and honor diversity​ • Offer Ethnic/Racial stoles for graduates to wear the stoles throughout graduation weekend​ • Highlight alumni and students of color in School materials and sharing their success stories on website/social media​ • Design art and history panels that outline School and University history as it relates to DEI and publicly display in Conference Room 208 • Advertise successes through events and communications and promote by utilizing email communications, social media, website highlights, etc. ​ • Promote awards and students successes such as Margo Award, Integrated Health Scholars and Diversity, Equity and Inclusion Scholars presentations, art collectives​ • Hold virtual graduation that honors each individual graduate with personalized slide highlighting accomplishments​when in-person event is unable to take place as scheduled due to unfortunate circumstances such as the COVID pandemic • Celebrate graduates by giving each graduate a graduation gift and share words of encouragement from notable alumni ​ • Include student award opportunities through the Awards Committee 21

STRATEGIC PRIORITY 2: Innovation & Quality Education GOAL 5: Enhance training, support and recognition for all instructional faculty​ TACTICS • Engage faculty in the Center for Teaching Excellence • Designate a consulting team (composed of a CTE Faculty Consultant, a CODL Consultant, and an IT Consultant) to support instructors in the School of Social Welfare with course preparation for summer and fall 2020 • Share teaching resources from various sources regarding: online learning formats, using technology in teaching, developing learning objectives for syllabi. brief overview of the benefits of asynchronous and synchronous teaching, live proctoring of exams • Coordinate and distribute training opportunities for improved teaching including online teaching formats and technology, how to build community in online world • Develop work groups to research, analyze best practices and deliver feedback around topics designed to improve teaching methods and student experiences that lie outside the scope of the Curriculum Innovations Committee • Research different course delivery methods • Explore new approaches to grading • Engage in curricular transformation process • Offer overload payments for fall and spring course transitioning • Develop coronavirus webpage with easy to access to resources for online teaching • Survey for instructor preference when moving to remote formats​ • Hold regular faculty meetings • Increase training for adjunct instructors to ensure support for and consistency among all instructional faculty

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METRICS increase number of prospects/applications​ increase enrollment & retention ​ increase student involvement in research​ more diverse student body maintain high licensure pass rates​& post graduation employment rates increase innovative program opportunities for all audiences​ continual curricula assessment and development​ maintain high performance ratings in all CSWE competency areas 23

STRATEGIC PRIORITY 3: Research Advancement 24

STRATEGIC PRIORITY 3: Research Advancement

We will enhance the research infrastructure, so faculty and staff are able to rigorously advance empirical research that impacts the social work knowledge base. We will function as one unit and break down the research/academic walls by collaborating and utilizing research in the classroom when possible. We will be champions in innovative and researched solutions. ​ GOAL 1: Provide support and resources for School of Social Welfare researchers to develop strong, competitive proposals to rigorously advance empirical research and be leaders among our peers in innovative research. ​ ACTIONS • Expand internal research development support for applying for and securing external funding ​ • Develop and continual update of KUSSW research toolbox folder with templates and examples ​ • Develop application process for University General Research Funds ​ • Continue Internal funding (GRF and RDF) ​ • Create a research Orientation for new staff to go along with current research mentor group​ • Implement internal review procedures for newly funded grants/contracts​ • Update and develop policies and procedures that relate to research activities within the School ​ • Develop PI and GRA contracts outlining roles and expectations​ • Start PI Training​ • Review and revise Staff PI annual evaluation form​ • Explore implementation of PI research contracts​ • Refine research metrics for the School, as needed​ • Introduce new GRA Orientation materials​ • Review and revise school buyout policy (i.e. how much it costs)​ • Continue growth of funded research/diversify research funding ​ • Dedicate resources to discover and help implement alternative funding option under the Research Office ​ • Hire 0.5 FTE research assistant​ • Develop a Research Council ​ • Raise funding for scholarships and endowed professorship through advancement activities ​ • Create Class of ?? Scholarship Goal – challenge each other with one member matching total gifts​ • Increase internal research development funds​ • Launch KU donor campaign in honor of Dr. Andrew Zinn to support research efforts​ • Improve internal Grant Management Support available to researchers after securing external funding ​ • Develop Pre & Post-Award flow charts for the School and incorporate these charts into standard research procedures​ • Host grant implementation meetings (PI Kick-Off) for all newly funded projects (includes PI, ADR, School Business Director, Research Manager) ​ • Implement end-of-year survey to gather feedback about the effectiveness of this office thus far ​ • Create flowcharts and other visuals for research policy items of interest, as needed​ • Hold monthly Research Office meetings with SSC research staff​ • Review proposals before submission ​ • Call for School Business Manager to serve as Research Compliance Officer​ • Develop meetings that address and help answer questions when researcher is experiencing project challenges

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STRATEGIC PRIORITY 3: Research Advancement

GOAL 2: Build awareness and understanding among our peers and community leaders that the University of Kansas School of Social Welfare is a partner who collaboratively uses research to ask and answer tough questions when creating societal changes that improve lives and communities. ​ ACTIONS • Establish a detailed event plan a year in advance including Research Impact Talks, Meet and Greets, Social Work Day/End of the year conference, Research Office project events, Center for Community Engagement and Collaboration, Anniversary celebrations highlighting School milestones such as 30th anniversary of Strengths Perspective and 75th anniversary of the MSW Program • Ask School Associate Dean for Research to attend KU Office of Research meetings ​ • Highlight research on website in eight research cluster areas designed to foster an integrated and inclusive environment​ • Summarize research findings to easily show the public the economic and social impact it has on our communities • Observe 30th anniversary of the Strengths Perspective​ • Work with Center for Public Partnerships and Research to develop a monthly research highlight​ • Create research highlight web pages​ • Update communications and collateral materials to highlight this impact​ • Track annual research metrics​ • Create research spotlights on specific topic or project across all mediums (social media, website, email blasts, etc)​ • Design and distribute annual Research Highlight publication ​ • Use and promote the use of KU ScholarWorks for published journal articles ​ • Promote conference presentation highlights​ • Develop Faculty and Researcher Highlight accordion brochure​ • Incorporate Grand Challenges into faculty and researcher highlights​ • Attend trainings on new Academic Analytics enhancements

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METRICS increase funding​and community partners increase research products increase positive social and economic impact on our communities and our most vulnerable populations increase traditional and non-traditional media exposure and reach 27

STRATEGIC PRIORITY 4: Community Engagement 28

STRATEGIC PRIORITY 4: Community Engagement

We are committed to strengthening partnerships with communities in Kansas, the Kansas City Metro area and nationally. We will broaden opportunities for our faculty, staff and students to strategically engage community partners and identify ways to collaborate with each other. We recognize the importance of working together to address needs and problems and will share how research is impacting our communities through promotion and dissemination of scholarship and research findings.​​ GOAL 1: Strengthen and increase community partnerships, outreach and engagement efforts in the state of Kansas and beyond. ​ ACTIONS • Reconnect with champions of our school ​ • Establish a communications plan identifying audiences and communications ​ • Review past stakeholder lists and create plan to reengage each particular audiences​ • Alumni​ • Identify and analyze alumni list (location, positions, giving/not giving, school connections)​ • Partner with Social Work PRN to promote existing CEU opportunities to alumni and licensed social workers in Kansas​ • Update contact information for alumni ​ • Ask Advisory Board members to assist with contacting alumni and ask for updated info​ • Add a link to all alumni communications that allows them to update their contact information ​ • Send returned mailings and emails to KU Alumni Association ​ • Recognize alumni participation throughout the years by publicly displaying records such as past Alumni and Advisory Board presidents and alumni awards • Resurrect the Annual Outstanding Alumni Award • Donors​ • Pull list of promised estate gifts and schedule individual donor meetings​ • Analyze annual donor list over last 10 years​ • Establish faculty committee to identify new donors from alumni list and/or social service leaders in Kansas and Missouri • Social Service Agencies and Partners​ • Hire Associate Director of Field to work directly with field agencies​ • Collaborate with faculty and the Research Office to engage community partners​ • Establish a contact database​ • Visit agencies with thank you gifts ​ • Display publicly field instructor honors and awards​ • Analyze annual research office survey​ • Retired faculty and staff​ • Develop web page honoring retirees​ • Honor School history through the website, social media posts, conference room wall art panels, events such as the 30th Anniversary of the Strengths Perspective​ • Update the Transitions book and interview former deans from 1983 to present day​ • Encourage involvement in activities with the School​ • Develop a detailed involvement list (such as serving on Advisory Board, input through surveying, talking with prospective and current students as mentors, etc.)​ • Seek regular input through surveys and focus groups and follow-up by providing results and outcomes ​ • Increase engagement with young alumni - discussing a young alumni board where members are all over the world acting as ambassadors and invited back to campus for a one-time in-person meeting around Homecoming​ • Award grant dollars for community-engaged projects • Increase research partners and funding sources ​ • Establish the Center for Community Engagement and Collaboration 29

STRATEGIC PRIORITY 4: Community Engagement GOAL 2: Increase professional continuing education options and post graduate advanced certification opportunities for community members to extend their education beyond graduation. ​ ACTIONS • • • • • • • • •

Resurrect Professional Continuing Education (PCE) and hired a dedicated PCE director​ Produce continuing education and agency support through the Center for Community Engagement & Collaboration ​ Utilize online formats to deliver training and events​ Launch online MSW macro certificate and psychopathology course for non-degree licensure requirements​ Provide home visitor certificate​ Compile list of community needs through the Dean’s listening tour​to better understand the current social work practice environment Evaluate and collect feedback at each event​ Allow non-degree seeking students to enroll in pre-PhD courses​ Realign Professor of the Practice positions to allow them to dedicate time and expertise to educational community offerings​

GOAL 3: Be champions in innovative and researched solutions. Partner with community stakeholders to support and advocate for the needs of our communities, equitably and honestly, and challenge existing structures and systems that impede progress towards a world free of injustices. ​ ACTIONS • Serve the needs of rural communities by identify areas of Kansas that are suffering from a shortage of master’s level social workers and partner with higher education institutions in the area to develop more partnership sites: Garden City, Pittsburg, Salina​ • Track number of graduate employment rates in Partnership Site areas ​ • Track number of Partnership Site graduates who choose to stay in the area after graduation ​ • Increase partnerships and events through the Center for Community Engagement and Collaboration​ • Foster faculty and researcher projects that have direct impact on policies and advocate for our most vulnerable citizens ​ • Sponsor local event with social work ties ​ • Make an impact with economic and social contributions and activities

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METRICS increase community partners​& requests for faculty & staff involvement increase number of donors​and funding increase event attendance​ increased alumni participation​

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SCHOOL OF SOCIAL WELFARE University of Kansas 1545 Lilac Lane Lawrence, KS 66045-3129 Phone: (785) 864-4720 Fax: (785) 864-5277 socwel.ku.edu The University of Kansas is an equal opportunity/ affirmative action institution. connect.ku.edu

Strategic Plan Nov. 2020 Release Date