UAB School of Education Strategic Plan 2012-2017

The strategic plan set forth below has been developed based on input from School of Education (SOE) faculty focus groups and administrator interviews conducted in the spring of 2012.  Feedback also was solicited through a focus group conducted with SOE staff members and through a survey of SOE students and school district/agency partners.  A writing team composed of the SOE dean, associate dean, chairs, and two faculty representatives from each department integrated this input to produce this document. 

As you review this document, you will note that it is organized in a manner similar to UAB’s strategic plan.  It begins with the SOE’s vision, mission, and core values.  Following this section, goals and objectives are outlined.  For each goal, a brief statement of rationale and readiness is provided.

Progress toward the accomplishment of the goals of this plan will be assessed annually by the SOE Administrative Advisory Council.  An annual progress report will be developed and shared with SOE faculty, staff, and students.  Using input from a team of faculty, staff, and students, the goals of the plan will be adjusted, as needed, based on the results of annual progress assessments.

Goal I:  Communicate and Implement Shared Goals

We will communicate our shared goals to internal and external constituencies, and use these goals to guide program, personnel, and budget decisions in the School of Education.

Rationale and Readiness:

Our School of Education is a credentialing entity within UAB and at a critical juncture in its development.  With the convergence of a number of external factors, such as declining resources, increasing competition and demands, along with internal factors, such as structural and personnel changes, it has become increasingly important for us to come together as a unit and focus on shared goals.  In so doing, we will have a mechanism through which we can deploy our resources more efficiently in order to move forward in a challenging context. 

Goal II:  Equitably Differentiate Faculty Workload

We will equitably differentiate faculty workload, and link it to the accountability system, in order to reflect individual strengths and school/university missions.

Rationale and Readiness:

Workload issues surfaced as an area of concern among many of those participating in the faculty focus groups and administrator interviews.  It is believed that effectively addressing this issue would enhance faculty morale and productivity in the School of Education.  Equitably differentiating faculty workload to address individual strengths and school/program goals is one means to this end.  This practice would allow us to more efficiently deploy our most precious resource—human capital. 

Goal III:  Innovate in Research, Teaching, and Service

We will be a leader in innovation by responding to the dynamic needs of a diverse society.

Rationale and Readiness:

In order to remain relevant and competitive, the School of Education must innovate to address the current challenges of our society, and adapt to the expectations of the digital natives that are beginning to populate institutions of higher education.  Given our context of diminishing resources and increasing expectations, it will be important that we reach out to a broad range of potential collaborators in order to amplify our efforts.  It will also be important for us to develop new and creative ways to address real-world problems and to respond to market needs in a way that leverages our strengths and sets us apart from others.  We need to not only embrace ways to serve students well in the local market, but also embrace ways that will expand our market reach, and establish our leadership on the national and international level.

Goal IV:  Establish Our Brand

We will establish a brand to showcase our uniqueness and impact.

Rationale and Readiness:

In order to enhance our competitiveness and distinguish ourselves from others, it is important for us to delineate and communicate our brand.  Our brand will be useful to us in our recruiting efforts, and in communicating with others about our contributions.  It will assist us in raising our profile within the university, as well as within the local, national, and international professional communities.