The GMU College of Education and Human Development: Challenges and Opportunities.

The GMU College of Education and Human Development:

Challenges and Opportunities

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College of Education and Human Development (CEHD)

Units School of Recreation, Health and Tourism Graduate School of Education

Undergraduate and Graduate (Master and Doctoral) Education 4 Campuses (Fairfax, Prince William, Arlington, Loudoun County)

+ Off-Campus Programs Broad range of professional development partnerships with school

divisions and human services systems 32 Academic Programs Including 60 Masters Concentrations and

34 Certificate Programs Ten Research/Service Centers Over 120 FT Faculty (nearly 25% minority) 5,500+ Students 17,000+ Alumni

Opportunities Education as a “Prime Time” & “Top Tier” National

IssueEducator Preparation and Professional DevelopmentRecreation, Health and Tourism (RHT) – Growing

SectorsA “Community of Scholarship”

$11M+ Sponsored Research PortfolioVISTAMany Proposals

National Reputation for Innovation, Excellence and “Cutting Edge” Programs

Critical AssetsHuman Resources

FacultyStaffStudents – Undergraduate and Graduate

Support from University Administration & Community Partners

Facilities – New CEHD FacilitiesAllies, Friends, Supporters

Vision, Imperatives and Challenges• Vision -- CEHD is an innovative, cutting-edge

college that prepares professionals successfully to promote learning and development across the life span while contributing meaningfully to research in human and organizational performance as well as the learning and developmental sciences.

• Imperative -- Support faculty, staff and students within an organizational structure that is aligned with the vision for the college.

• Challenges – Review, assess, and assign human, capital and fiscal resources that further will facilitate the attainment of CEHD’s vision as well as goals and objectives.

Overarching ApproachDeliberativeIntentionalStrategicPragmatic

Structural Re-Organization:Guiding Principles

• Advance CEHD’s mission, goals & objectives

• Promote more effective communication within CEHD and among and between CEHD’s academic programs

• Nurture greater “synergy, coherence and a community of scholarship” among and between academic programs and among and between CEHD faculty

• Sharpen, strengthen and simplify the CEHD administrative and managerial practices

• Better align resources in a more efficient manner

• Position CEHD for the future

Divisional Model: The “NEW CEHD” RHT

Division of Health and Human Performance

Division of Sport, Recreation and Tourism

GSE Division of Elementary, Literacy,

Multicultural and Secondary Education

Division of Advanced Professional Teacher Development and International Education

Division of Learning Technologies

Division of Special Education and Human Disabilities

Division of Individual and Organizational Transformation

Division of Psychological, Methodological and Policy Studies in Education

CEHD “NEXT” Review, Assess and Further Enhance Academic Programs Consider Gaps, Needs and Strategic Opportunities Leverage and Expand Portfolio of Funded Research Optimize External Affairs Initiatives

Development Alumni Relations Marketing & Communications

Continue to Strengthen Community Partnerships Teacher Education & Training Lab School Education Policy Special Education Education Leadership Sports Medicine Tourism, Event and Hospitality Management Sports Management

National Reputation and Engagements Global Programs

Summary & Discussion