Five-Year Strategic Plan

University of North Texas – College of Education

Five Year Strategic Plan

2010-2015

 

Mission

The College of Education prepares professionals and scholars who contribute to the advancement of education, health, and human development.

Vision

We aspire to be leaders known regionally, nationally, and internationally for our expertise and excellence in research, teaching, outreach, and solutions for education and human well-being. Through our efforts we improve the lives of the citizens of Texas, the nation, and the world.

Functions

We generate research, disseminate knowledge, and prepare a diverse body of scholars. Our graduates become leaders in their fields while enhancing the development and effective functioning of individuals, schools, and families.

We improve professional teaching and learning for K-12 schools. Helping teachers teach and students learn is central to our mission.  We work with schools and school systems to prepare effective teachers and other professionals who help all students learn; and prepare principals, superintendents, and other school leaders to help in achieving this goal.   

We develop leaders for community colleges and universities.  We provide education and professional development for individuals who serve or will serve as administrators, faculty, and scholars in higher education institutions, governmental agencies, policy or research centers, and professional associations that conduct postsecondary education in the United States and globally.

We improve the functioning of individuals in their physical, health, and leisure behaviors.  We accomplish this through the academic preparation of professionals, contributions to the professional body of knowledge, and provision of service to the university and community at large and through programs which facilitate an enhanced quality of life.

We prepare counselors who serve the public and humanity at large.  We prepare highly competent counseling professionals for work in schools, communities, colleges, business, and industry. Our research seeks to use counseling for developing holistic wellness with at-risk and diverse populations. We provide humanitarian assistance to academic, professional, and public communities.

We prepare family and child development experts who serve the community and society.  We help families interact effectively with schools and other community agencies to improve life and promote well being. 

Goals:

Goal 1.         Enhance Graduate Education

Goal 2.         Improve Undergraduate Education

Goal 3.         Increase External Funding for the College

Goal 4.         Strengthen the Scholarly Productivity of the Faculty

Goal 5.         Foster Outreach and Partnerships

Key Themes

Theme 1. Diversity

Theme 2. Internationalization

Theme 3. Collaboration

The key themes used in the College of Education are the same as UNT’s key themes. They speak to the underlying commitments that drive our work. Each of these themes emphasizes the importance of connection as a catalyst for change. In the COE these themes are interwoven into each goal.

The first theme, Diversity, recognizes that the dynamic of different voices in conversation can create a community of learning that stretches all its members beyond what they would be without that interaction. Diversity is not something to be appreciated from afar. It must be woven into the very fabric of the community, allowing a wide array of ideas and backgrounds to enrich and inform the whole.

The second theme, Internationalization, recognizes that global interchange is a vital part of education and research. It takes the benefits of diversity beyond the boundaries of our nation, and connects the University with the larger world. UNT’s strengths in communication technologies help to bring that world closer, so that both the University and its local and global communities benefit from the exchange.

The third theme, Collaboration, includes partnerships within the University as well as alliances with external constituencies. Interdisciplinary partnerships within the institution stimulate the general advancement of knowledge and encourage connected discoveries with wide-ranging impacts. Partnerships with the larger community challenge and refine the knowledge work of the University as it is put to the test in the process of application.

Goal 1. Enhance Graduate Education[1]

Strategies:  

1.1.Systematically plan and evaluate the recruitment, selection, teaching mentoring, and timely graduation of highly qualified and diverse graduate students.

1.2.Increase the number of graduate students working with the faculty on research projects and producing joint publications and presentations.

1.3.Increase the financial support for graduate students, especially but not exclusively for full-time PhD students.

1.4.Actively recruit international graduate students and engage in collaborative educational training opportunities with international universities.

1.5.Implement regular communications to graduate students regarding expectations for progress in their degrees and for scholarly productivity.

Performance Measures:

  • Increase the quality, number, and ethnic diversity of matriculated graduate students. 
  • Increase the publications, presentations, and grant productivity as well as markers of external recognition of graduate students. 
  • Increase the percentage of full-time doctoral students who graduate within four years and part-time doctoral students within six years to 85% by AY 2015.  
  • Increase the percentage of full-time master’s students who graduate within three years and part-time master’s students within four years to 85% by AY 2015. 
  • Increase the number of masters degrees awarded annually from 381 in AY 2009 to 450 by AY 2015. 
  • Increase the number of doctoral degrees awarded annually from 56 in AY 2009 to 70 in AY 2015.  
  • Increase the percentage of PhDs produced annually to 80% by AY 2015 (56 PhD 14 EdD). 

Goal 2. Improve Undergraduate Education

Strategies:  

2.1.Sustain and enhance excellence in academic programs, the quality of teaching, and enhance their visibility.

2.2.Identify and provide strategic support to the undergraduate programs that demonstrate high quality, high demand, and centrality to the College mission and vision

2.3.Actively recruit, admit, and matriculate in a timely manner first-time from high-school and transfer students.

2.4.Provide communications, services, and programs designed to effectively transition freshman and transfer students to campus.

2.5.Expand external funding for support of diverse student populations.

2.6.Develop and engage in international partnerships such as study abroad courses or courses that include a study abroad component.

Performance Measures: 

  • Increase the numbers of first-time from high-school, Hispanic, other ethnically diverse, and international students in COE undergraduate programs.
  • Increase the number of undergraduate majors completing their degree in five years or less. 

Goal 3. Increase External Funding for the College

Strategies:  

3.1.   Recruit, select, develop, reward, and retain an increasingly diverse and productive faculty with expertise appropriate for strong research, grant, and contract productivity.

3.2.   Provide more opportunities for faculty to meet with external groups, agencies, and officers to facilitate and refine future funding submissions.

3.3.   Enhance the culture of personal contributions to advancement among faculty, staff, students, and alumni.

3.4.   Increase recognition of faculty grants and scholarly activity.

3.5.   Increase the College-level pre-and post-grant support to facilitate external funding.

3.6.   Identify significant collaborative opportunities with local, national, and international governments, businesses, and educational institutions that can lead to new research, grants, and contracts.

Performance Measures:

  • Increase the number and size of external awards from $5.9 million in AY 2009 to $7.1 million in AY 2015.
  • Increase research expenditures as counted by the Texas Higher Education Coordinating Board.
  • Increase the number and dollar amount of federal agency grants.
  • Increase the individual, foundation, and corporate gifts to the College.

Goal 4. Strengthen the Scholarly Productivity of the Faculty

Strategies:

4.1.   Recruit, select, develop, reward, and retain an increasingly diverse and productive faculty with expertise appropriate for a strong research, grant, and contract production.

4.2.   Set clear expectations and rewards for high-quality publications.

4.3.   Provide professional development opportunities and resources for faculty to increase and improve their research, grants, and scholarly writing.

4.4.   Increase the number of graduate students working with faculty members on research projects and producing joint publications.

4.5.   Develop collaborative relationships with local, national, and international governments, businesses, and educational institutions that lead to new research, grants, contracts, and publications.

Performance Measures:

  • Increase the departmental average annual number of publications per year in ISI / Scopus journals and books listed in Baker and Taylor by .50 with the goal of reaching at least 2 publications per graduate faculty member in AY 2015. 
  • Increase the departmental average annual number per faculty member of citations per year by 2, with the goal of reaching an average of at least 10 per graduate faculty member in AY2015. 
  • Increase the average number of dissertation- and thesis-based publications that faculty members and students publish jointly.  
  • Increase the number of publications related to or incorporating diverse populations.
  • Increase the number of publications related to international collaborations or addressing international issues.

Goal 5. Foster Outreach and Partnerships

Strategies:

5.1.Increase the interaction among COE leadership, faculty, and K-12 and other educational leaders.

5.2.Develop working relationships with community colleges and organizations.

5.3.Promote the scholarly activity and productivity of faculty so they are more sought as consultants for their expertise.

5.4.Encourage faculty members to share their expertise with community groups.

5.5.Establish a UNT Dual-Language Charter school in a low-income, urban setting where faculty members could develop and test innovative curriculum to improve the education of English Language Learners (especially Spanish) and low income students.

Performance Measures: 

  • Increase the number of local and international partnerships with K-12 schools, higher education institutions, communities, business, and foundations to work collaboratively to improve the quality of education and life in the area.
  • Increase the number of agreements with businesses regarding service learning and community service.
  • Increase the number of internship sites for placement of students.
  • Increase the number of professional consulting contacts and community boards on which faculty members serve.
  • Increase the number of community colleges with agreements on student transfer.

 


[1] Although it does not easily fit into strategies or performance markers, the process of faculty working with graduate students is an important issue.  We hope faculty members will seek and get grants, support graduate students with those grants, have the students participate in faculty research and publication regularly in their graduate career, have the students do their thesis or dissertation on data from the grants, make presentations on the findings at major research conferences, and publish that data with the faculty mentor in high-quality journals.

2010-2015