Dean’s Welcome Message to College
I would like to extend a warm welcome from the College of Education and Human Development at BGSU. My name is Dawn Shinew and I am honored to be the dean for this prestigious College. There are many reasons to be proud of the faculty, staff and students this year. US News and World Report ranked our College as one of the nation’s best colleges for teacher education and a 2015 study by Payscale reported our teacher educators are paid higher average salaries than any other graduates in the state.
The sport management program is one of the largest and most diversified undergraduate programs in North America with a reputation for excellence. The fashion merchandise and product development program is ranked in the top 20 in the Midwest, and the top 75 nationally. Finally, programs like physical education health education, intervention services and inclusive early childhood education offer students the opportunity to earn two licenses while pursuing a degree.
Our mission in the College of Education and Human Development is to aspire to be the premier learning community in Ohio, and one of the best in the nation. Through the interdependence of teaching, learning, scholarship and service, we will create an academic environment grounded in intellectual discovery and guided by rational discourse and civility.
We have more than 50 academic majors and nine minors. With this, we can truly have a serious impact on our nation’s future. Nelson Mandela stated: “Education is the most powerful weapon which we can use to change the world!”
Together we can create change through knowledge, education, dedication and hard work. I look forward to seeing you around campus and at our events. Don’t forget to like us on Facebook and follow me on Twitter at @DeanDawnShinew.
Respectfully, your Dean and Forever Falcon,
Priority Initiatives for 2019-2020 and Action/Projects
Provide undergraduate and graduate students (traditional and post-traditional) a demonstrably superior and innovative learning experience that intentionally prepares them to lead meaningful and productive lives.
INITIATIVE 1A: We will ensure tht each traditional undergraduate student has been intentionally prepared for lifelong personal and career growth, engaged citizenship, and leadership. We will redefine student success to make BGSU a stand-out university of first choice. We will achieve this by transforming what we are teaching and how we are teaching.
a. Implement new Leadership Studies minor, offered collaboratively between Higher Education & Student Affairs (HESA) and Educational Foundations, Leadership, & Policy (EFLP)
b. Pilot a “Digital Badge” process at the undergraduate level to engage students in professional and personal development opportunities that will distinguish EDHD graduates from those of other universities
1. Develop or purchase a system for Digital Badges that can document student participation
2. Offer a series of workshops in Mental Health and Wellness as a part of the pilot
3. Identify a three year plan for professional and personal development offerings linked to an EDHD Digital Badge system
c. Improve support systems for undergraduate and graduate student success
1. Establish multiple modes of advising (e.g. group and individual sessions)
2. Analyze data from Student Support Teams (SST) and Student Success Collaborative (SSC) campaigns to develop and implement regular and systematic plans for student support, retention, and success
3. Refine and expand SST process for college-wide participation and clearer documentation
4. Work with Student Advising and Career Center to develop career plans for all undergraduate students
5. Develop and implement plan for meeting unique needs of students, including commuters, students from diverse backgrounds, international, and non-traditional students
6. Utilize research-based strategies for increasing retention rates and student success for full-time, first year students
7. Communicate clear and high expectations for students through well-developed syllabi that include course objectives, learning outcomes, schedule, assessment, and student support systems
8. Work with Graduate College for ongoing and enhanced student support
9. Develop plans within the college, perhaps in consultation with EDHD’s Inclusion and Diversity Committee, to develop plans to meet the unique needs of students from diverse backgrounds, including an emphasis on Culturally Responsive Pedagogies
10. Increase support for graduate students in externally funded projects and scholarly activities
11. Provide training for faculty/advisors that enhances their ability to support our graduate students
d. Sponsor social activities in Education Building and Eppler (Popcorn Wednesdays, Welcome Back Hot Chocolates, Ice Cream Sundae Parties) and encourage college-wide student participation
1. Enhance professional opportunities for professional and social activities and engagement with faculty and staff through brown bag lunches, social hours, “Dance Fridays,” etc.
2. Implement an EDHD Day of Service
3. Expand participation in the BGSU Health and Wellness opportunities on campus through communication, incentives, and marketing
INITIATIVE 1B: We will expand BGSU’s reach to new student populations, which will allow our university to expand where we teach. We will leverage the strengths of Firelands College and existing programs that address the needs of adult and part-time students to develop and support an ecosystem focused on enhancing the success of post-traditional, adult students (e.g., support services, academic policies, advising roles, mobile technology, and hours of operation). We will identify and grow or maintain robust enrollments in 25–30 online/hybrid programs (both undergraduate and graduate) that meet the career needs of large numbers of post-traditional students.
a. Expand EDHD capacity to respond to post-traditional students
1. Review EDHD’s eCampus programs and process for more effective collaboration and program delivery
2. Explore online or after-hours advising
3. Review EDHD policies and requirements for accessibility and flexibility needs of post-traditional students
INITIATIVE 1C: We will add or enhance academic programs in areas of workforce demand, such as in health care (e.g., nursing), applied STEM (e.g., data science, software engineering), and hospitality.
a. Revise and develop programs to meet emerging undergraduate and graduate student needs and market demands
1. Monitor implementation of new Sports Medicine emphasis in Exercise Science for increased growth and quality
2. Revise existing Workforce Education and Development program for delivery through eCampus
3. Utilize BGSU’s partnership with the Toledo Zoo and Aquarium to develop an online, professional graduate certificate and Masters in Informal Education and Play
4. Implement and market the online, alternative route to educator licensure
5. Develop collaboration with the College of Business’s online, degree completion program to offer related minors in Apparel Merchandise and Product Development; Tourism, Hospitality and Event Management, and Sport Management
6. Implement and market the new Masters in Athletic Training
7. Provide support for the implementation of an online, professional graduate certificate and Masters in Applied Behavior Analysis
INITIATIVE 1D: We will provide additional support to those undergraduate and graduate programs that have the potential to become nationally and/or internationally ranked, have strong enrollments, build BGSU’s reputation, and inform the public debate around important societal issues.
a. Build on EDHD’s existing reputation to develop innovative programs that serve as national models
1. Disseminate data on ACTION as model for preparing effective math and science educators
2. Implement new Human Development and Family Studies’ specialization in Child-Life Specialist
3. Revise Inclusive Early Childhood program to align with new licensure requirements (from PK-3 to PK-5) and emphasis in Social and Emotional Learning to meet growing need in the state of Ohio
4. Develop Inclusive Middle Childhood program with emphasis in Social and Emotional Learning to meet growing need in the state of Ohio
5. Develop a Ph.D. program in Learning Analytics with specializations in PK-12 and Higher Education
INITIATIVE 1E: We will implement a comprehensive enrollment plan that is focused on recruiting and enrolling multiple subpopulations of traditional and post-traditional undergraduate and graduate students (e.g., domestic and international, out of state, underrepresented, first generation). This will include employing the strengths of Firelands College, Honors College, and eCampus programs. We will review current academic scholarships, waivers, and stipends to determine what is needed to attract and support a talented and diverse student body.
a. Develop a comprehensive enrollment plan for EDHD’s undergraduate and graduate programs
1. Review enrollment trends to identify areas of growth and decline
2. Conduct an analysis of enrollment trends from competing institutions in the region
3. Identify national trends and career paths for all programs to set enrollment targets
4. Collaborate with Admissions and the Graduate College to ensure that marketing and recruitment efforts align with EDHD enrollment plan
5. Collaborate with Honors College to increase number high-performing students in EDHD programs
6. Work with faculty to revise/update programs and curriculum as necessary
7. Develop plan for utilizing graduate allocations to increase quality and number of graduate students
8. Develop, in partnership with Cleveland Metropolitan Schools, a pathway for “Grow Your Own Teachers” model utilizing College Credit Plus
Support and focus BGSU's research and creative activities to serve the public interest and support our commitment to the public good.
INITIATIVE ONE: We will conduct research and creative activities at BGSU to provide undergraduate and graduate students with opportunities to apply knowledge and/or create new knowledge.
Identify specific strategies for increasing and integrating research in EDHD’s graduate and undergraduate programs
a. Increase commitment for funding and locating funding pools for graduate student to participate in research and professional experiences
b. Identify opportunities through professional organizations for reduced funding models to enhance graduate student participation
c. Raise the profile of the Fahle Award for Student Research
d. Identify strategies for integrating meaningful research/scholarship activity in all EDHD programs (through continuous program improvement process)
e. Increase EDHD participation in the CURS programming
INITIATIVE TWO: We will identify and support three or four areas of focus that build the national and international reputation of BGSU and serve the public interest by addressing issues of significance.
Build on EDHD’s existing areas of recognition to align with public interests
a. Meet with Vice President for Research and Economic Development to review institutional priorities
b. Develop an “interdisciplinary cohort hire” approach to build capacity in a research area that has relevance at a state and regional level and will likely lead to increased scholarly activity
c. Conduct a comprehensive scan of scholarly productivity in EDHD to identify existing and emerging areas in which EDHD is nationally or internationally recognized, invest necessary resources for support, and raise the profile through public dissemination of research
INITIATIVE THREE: We will increase external funding, including pursuing major comprehensive grants, to better position BGSU’s research and external engagement efforts.
Create infrastructures and support systems to increase external funding that supports EDHD’s priorities and faculty research
a. Support faculty learning communities focused on research and scholarship, including incentives for developing and submitting proposals with emphasis on interdisciplinary research
b. Pilot models of differentiated loads to support increased research productivity
c. Develop internal grants/incentives to support research and scholarship
d. Establish plan for each EDHD Institute/Center for long-term impact and viability
e. Review current practices of NWO-COSMOS and align with EDHD priorities and objectives
f. Identify plan for Center for Assessment and Evaluation Services to increase faculty involvement and externally funded projects
g. Utilize expertise in NWO-COSMOS to facilitate interdisciplinary research and external funding
h. Pursue external funding opportunities to support emerging area of excellence in college-readiness
i. Utilize externally funded Project IMPACT to raise the profile of EDHD’s innovative and culturally responsive model for educator preparation
INITIATIVE FOUR: We will develop the ability of faculty and students to articulate the value and relevance of their research and creative activities and how their work contributes to the public good.
Raise the profile of scholarly activity within EDHD through internal and external dissemination and by communicating the importance of inquiry to the public good
a. Identify strategies for highlighting research/scholarship visibility and activity in all EDHD programs (e.g. internal publication of research abstracts, notifications regarding conference presentations/publications, brown bag symposia, announcements of theses, projects, and dissertation defenses)
b. Expand and refine the purpose of the EDHD Research Development Committee to create and sustain a culture of inquiry
Support all individuals to build a quality learning community that fosters diversity and inclusion, collaboration, creativity, and excellence.
INITIATIVE ONE: We will enhance and support a culture that values diversity and inclusion by developing and implementing a comprehensive (detailed and outcomes-orientated), strategic diversity plan that increases the recruitment, retention, and success of a diverse student body, faculty, staff, and administration.
Create a climate within the college that appreciates, fosters, and celebrates diversity, inclusion, and equity
a. Publish a broader explanation of what “diversity,” “inclusion,” and “equity” mean to EDHD as a way to ensure varied perspectives are addressed
b. Deliver implicit bias training through EDHD’s standing committees
c. Review all policy language to ensure it does not intentionally or unintentionally marginalize based on social position or personal identity
d. Review marketing and promotional materials to ensure they celebrate diversity
Appreciate, foster, and celebrate the inclusion and equity of a diverse student population
a. Create targeted recruitment and retention efforts to promote equitable access and support for all students
b. Ensure diversity efforts target those groups who have been historically excluded from, or marginalized during, college education
c. Initiate a “Future Professionals of Color” program for EDHD students
d. Initiate an “International Students and Scholars” program for EDHD students
e. Provide activities and events which demonstrate EDHD’s commitment to marginalized groups’ opportunities for scholarly work
f. Collaborate with Admissions and the Graduate College to develop recruitment and retention strategies for attracting a more diverse application pool
Appreciate, foster, and celebrate the inclusion and equity of a diverse faculty and staff population
a. Develop a multi-year plan for hiring cohorts of faculty with diverse experiences, perspectives, and social positions across all units
b. Identify interdisciplinary research areas of coherence that focus on issues of diversity, inclusion, and equity which serve as priority areas for hires over a two-year period
c. Increase the diversity in all applicant pools, including classified and administrative staff, faculty, and faculty-d. administrator.
INITIATIVE TWO: We will significantly improve the quality of teaching and learning by implementing student-centered initiatives that ensure our learning environment sets clear expectations, supports one another, intellectually engages and involves students, and provides feedback and assessment.
Ensure all EDHD programs meet standards of excellence through continuous program improvement for alignment with recruitment and retention goals, licensure, accreditation, and professional standards
a. Institutionalize annual program review to share and analyze relevant data for program improvement and reporting, including analyses of recruitment, retention and completion data
b. Establish unit-wide policies, where appropriate, for undergraduate and educator preparation programs
c. Determine key concepts/skills that every EDHD student should master prior to graduation
Develop a working “model” for continuous program improvement with clear tangible strategies, resources that are easily accessible, and built in flexibilities that allow for growth in response to market demands and fluctuating needs to provide equitable educational experiences for all students
a. Establish oversight committees for each graduate program that can share specific “model” visions, protocols, policies and insights across all programs for graduate research and scholarly pursuits
b. Establish an annual program review to analyze relevant and appropriate data for program improvement, accountability and reporting
c. Establish clear program plans that support allocations, market development, recruitment, retention and degree completion using data collected from annual reviews and other quantifiable means such as accountability reports
INITIATIVE THREE: We will inventory existing plans and develop a comprehensive and coordinated professional development plan for all employees of BGSU to better position them for success.
Develop an orientation and support plan for faculty and staff, as well as adjunct faculty
a. Revise New Faculty/Adjunct Faculty Guide on an annual basis
b. Schedule regular “check ins” for new faculty and staff during their first year (with Chair/Directors and Dean’s Office)
c. Use web-based file sharing system for posting and accessing committee agendas, minutes, college-level policies, course syllabi, and other relevant information
INITIATIVE FOUR: We will enhance the leadership and supervisory capabilities of our faculty and staff by delivering professional development programs.
Implement a comprehensive annual review for department/school/college-level administrators
a. Review (and revise, as necessary) the Chair/Directors annual evaluation instruments
b. Review and revise annual evaluation process for associate deans
c. Share plans for responding to constructive feedback with relevant constituencies
Establish a comprehensive plan for training and development of new and returning faculty administrators and staff
a. Promote on-campus opportunities to develop EDHD’s internal capacity for leadership (e.g., BGSU’s Leadership Academy)
b. Participate in externally-developed seminars and workshops to build and strengthen EDHD leadership
c. Provide financial support for professional development for classified and administrative staff
INITIATIVE FIVE: We will coordinate and enhance systems and programs that support mental and physical health and well-being for all members of the BGSU community.
Institutionalize strategies for assessing and promoting the general well-being of EDHD community
a. Collect feedback via surveys and informal discussions with Dean’s Faculty Advisory Committee (DFAC) and Dean’s Staff Advisory Committee (DSAC) and advise the Dean’s Executive Council (DEC) to develop activities that promote a positive climate
b. Review EDHD policies and practices that may have discriminating effects on marginalized communities within the college
c. Make use of electronic monitors/screens for events, announcements
d. Distribute monthly EDHD updates (from Dean’s Office)
Expand domestic and international engagement and partnerships to benefit students, academic programs, research, and outreach.
INITIATIVE ONE: We will create and enhance mutually beneficial partnerships with domestic and international organizations, universities, corporations, and foundations (e.g., Mercy Health, Cedar Fair, University of Salzburg) to establish new programs and opportunities for the BGSU community, to enhance the quality of our programs, to provide research and engagement opportunities, and to serve the interests of our partners as well as our region, nation, and world.
Continue and expand support for international and domestic initiatives that are clearly linked to College and University priorities
a. Work collaboratively with existing partners to document and communicate impact of collaborative relationships (e.g. Mercy Hospital, PK-12 school partners, internship sites)
b. Utilize BGSU’s partnership with the Toledo Zoo and Aquarium to leverage experiences and programs for EDHD undergraduate students (i.e. Study Abroad, internships, applied projects, etc.)
c. Expand participation in, and impact of, study abroad, service learning projects, student research and other initiatives by emphasizing importance of “broader impact”
d. Provide Infrastructure for expanding, tracking, and evaluating impact of internships/field experiences (or experiential learning)
Initiate new partnerships with international universities and agencies through exchanges, MOUs, and other activities
a. Create opportunities for participants in study abroad to participate in campus and community events to share their experiences with others
b. Leverage existing MOUs with international university partners to enhance study abroad and exchange opportunities
c. Expand and enhance partnership with Toledo School for the Arts
INITIATIVE TWO: We will develop private and public partnerships that improve facilities, support research and creative activities, and enhance the vitality of the BGSU community.
Conduct college-wide scan to develop comprehensive data base of EDHD private and public partnerships
a. Analyze evaluation practices across professional experiences to determine strategies for assessing quality and contribution, including economic impact
b. Use data base for efficient integration and tracking of partnership activities
Coordinate high-impact, community-based programs to increase impact and support research
a. Utilize NWO COSMOS infrastructure to facilitate logistics for Literacy and STEM in the Park
b. Develop collaborative research model to identify impact of community-based family programming on educational attainment
Develop a culture of connectedness within and to EDHD
a. Engage the EDHD Leadership Council in the development, advancement, and alumni relations activities of the College
b. Continue new EDHD traditions of ringing the bell with incoming freshman, outgoing seniors, and with alumni
c. Engage EDHD students in events and outreach activities
d. Continue graduation Senior Send-Off in EDHD to develop a culture of connectedness and giving
e. Increase student awareness of donor impact
Create an EDHD Development Plan in collaboration with University Advancement
a. Identify target areas of focus for the next comprehensive campaign
INITIATIVE TWO: We will implement a plan that improves the quality and integrity of data systems for University Advancement to better track and analyze information relating to alumni, friends, donors, foundations, and corporations
Develop a strategy for working with Alumni Relations to maintain current contact information of alumni and other constituents
Share data with Alumni Relations on a quarterly basis
INITIATIVE THREE: We will develop and implement a strategy to creatively engage alumni and friends to increase annual giving, connect them to other alumni and friends, and provide them opportunities to support current students’ life and career success. We will promote programs, including intercollegiate athletics and the arts, to serve as an ongoing connection with our alumni throughout the world.
Develop an EDHD Communication Plan for regular communication with external audiences
a. Engage alumni within the first year after graduation
b. Explore using podcasts and videocasts to disseminate research and share students’ experiences
Enhance EDHD outreach efforts
a. Plan 3-4 events across the state and nation for alumni each year (ball games, etc.)
b. Communicate with donors on a regular basis
c. Follow up with alumni and visitors after Homecoming
d. Increase activity for BGSU OneDay
Enhance the quality and value of a BGSU education by developing a physical, organizational, academic, and financial infrastructure that ensures the University’s short- and long-term vitality and success.
INITIATIVE ONE: We will refocus and reconfigure academic and non-academic programs to improve effectiveness and enhance collaboration and innovation. We will consider program elimination and alternative organizational structures to reallocate resources to enhance overall quality.
Utilize data collected through EDHD Enrollment Management Plan to identify opportunities to increase academic program efficiencies through scheduling and course offerings
a. Establish sustainable and viable program enrollment targets for all undergraduate and graduate programs
b. Set new course enrollment capacity based on faculty input that utilizes resources efficiently to meet students’ needs
c. Develop course rotations for all graduate and undergraduate programs to ensure courses meet minimum enrollment requirements
Identify opportunities for collaborative programs with BGSU’s other colleges
a. Explore cross-college offerings to meet students’ needs
INITIATIVE TWO: We will develop the second phase of the campus Master Plan to serve the needs of our emerging programs.
Ensure EDHD physical and educational spaces are inclusive and accessible
a. Provide trainings on, and improve mindfulness of, language (e.g., non-binary pronoun use; terminology use such students vs. kids)
b. Provide trainings on, and improve culture that is more accepting and inclusive of, diversity
c. Improve culture and physical spaces of non-traditional (18-22-year-old) students, students who are parents, etc
d. Utilize internal expertise on Americans with Disability Act accessibility to make recommendations on EDHD physical spaces
e. Review language and practices in EDHD to ensure these promote an inclusive and welcoming and open environment for all
f. Create and implement a professional development series regarding inclusive practices
Continue to develop and maintain a physical infrastructure in EDHD (Education Building, Eppler Center, Math Science, and other facilities) that ensures short and long-term success of students, faculty, staff, and programs
a. Explore renovation and upgrade possibilities for Room 114 Education Building (assuming we have ownership and priority over the room
b. Explore renovation and upgrade possibilities for the fourth and fifth floors of the Education Building, as needed and desired
INITIATIVE THREE: We will design and implement academic affordability initiatives to address the cost of a BGSU education (e.g., textbook costs, fees).
Conduct a review of all undergraduate programs with the goal of reducing required credit hours to a maximum of 122 credits for all but dual-license educator preparation programs (which will be limited to 138 credits)
Provide professional development opportunities for faculty to understand the Open Access resources available for their courses
INITIATIVE FOUR: We will implement practices and data systems to achieve excellence and efficiency within and across all areas of the University.
Collect comprehensive data at the program, school/department, and college level and use it to make informed data-driven decisions in preparation for performance-based budgeting and continuous program improvement (CPI)
a. Develop and refine the Department/School data dashboards to determine appropriate and equitable distribution of resources at the college, school, department, and program levels
b. Document how the data are being used and implemented at the college, school, department, and program levels
c. Utilize program advisory boards for assistance in program review and continuous program improvement
INITIATIVE FIVE: We will develop and implement a technology plan that includes learning space enhancements, emerging technologies, mobile learning, and technology-enhanced pedagogy in the classroom.
Provide professional development (included as part of Digital Badges) to faculty, staff, and students on technology integration
INITIATIVE SIX: We will continue our sustainability efforts and reaffirm our participation in the Climate Leadership Network.
Set targets for reducing printing and hard copies to reduce cost and environmental impact
Provide professional development to faculty, staff, and students on strategies to reduce environmental footprint
Raise BGSU’s profile as a national, comprehensive research university that drives the social, economic, educational, and cultural vitality of our region, nation, and world.
INITIATIVE ONE: We will develop and implement comprehensive and strategic marketing and communication plans at the university and unit levels to ensure consistent branding and more effectively articulate the quality and value of BGSU to alumni, friends, and prospective students. We will create strategies that support messaging around research, creative activity, service, diversity, inclusion, and engagement to demonstrate to the public BGSU’s importance and relevance.
Work with Marketing and Communication to develop an EDHD Marketing Plan
INITIATIVE TWO: We will leverage external-facing programs, including intercollegiate athletics and the arts, to promote the University’s focus on excellence and to further the reputation of the University.
Collaborate with BGSU Athletics for the NCAA’s “Extra Yards for Teachers” event
Invite current and prospective donors to at least four athletic and arts events
INITIATIVE THREE: We will develop strategies and processes to achieve national rankings that will enable BGSU to recruit students and faculty and improve our reputation.
Review national ranking criteria with Institutional Research
INITIATIVE FOUR: We will stay true to our mission as a public university. We will intentionally define public good, and plan, measure, and champion our university’s impact by connecting purposeful messaging and branding.
Engage faculty and staff in a “Critical College Conversation” about BGSU’s Mission and Strategic Plan
INITIATIVE FIVE: We will align strategies and increase our engagement with state and federal officials and agencies to improve community and governmental relations, increase awareness of BGSU, gain access to resources, and enhance our public relevance.
Increase EDHD engagement with community and government agencies through scholarly activities, service, and outreach