Our Vision

The College of Education, Health, and Society fosters critically engaged leaders prepared to take on
complex and interdisciplinary challenges through transdisciplinary problem-solving that seeks equity and justice in our changing global society.

Our Mission

The mission of the College of Education, Health and Society is to prepare critically engaged and
transformative leaders. The College prioritizes socially just outcomes, hands-on and applied learning, interdisciplinary thinking, rigorous research, and innovation. Through excellence in research, teaching, and service, EHS prepares graduates to generate knowledge, educate, serve, and promote health and well-being in diverse and global settings in order to respond to the complex problems societies face.

Our Values

These values guide our behaviors, priorities, decision-making and focus.

• We endeavor to align our policy and practice with principles of justice, equity, diversity, and inclusion.
• We practice critical introspection in order to examine, confront, and expand our understanding and implementation of anti-oppressive teaching, research, and service.
• We cultivate community-engaged interdisciplinary and transdisciplinary collaborations.
• We promote the health and well-being of individuals, groups, and communities.
• We embrace global perspectives.
• We strive to foster a culture of inquiry, exploration, and innovation.

Strategic Plan 2020

Strategic Priority 1: Curricular Excellence

Goal: EHS will build a sustainable and dynamic curriculum across all departments.

Strategic Priority 1: Curricular Excellence

Tactic	Persons Responsible	Indicator of Success
Participation in APEIP	Dean Chairs	Completion of APEIP
Strengthen high-impact teaching practices	Chairs AD for Faculty AD for Undergrad	Faculty participation in eLearning; UR, Tech Fee, and other HIP training efforts increase by 20% in one year. Integration of HIP increase by 10% as measured by use of R designation (277 course number, and increase in faculty-lead study abroad/study away opportunities
Develop opportunities for interdisciplinary teaching and learning	Dean Chairs AD for Faculty AD for Undergrad	Plans in place by Fall 2021 (could include EHS brownbags; workshops on mentoring doctoral students)
Expand co-curricular opportunities	AD for UG	Average of one activity per month (Sept-May)
Develop strategies to more closely integrate curricular and co-curricular activities	AD for UG AD for Grad	Plan in place by Fall 2021 (e.g., encourage student orgs to recruit 1st-year students)
Foster internal and external relationships to further students’ career development	AD for UG	Number of students participating in Career Center activities increases by 25% by 2022.

Strategic Priority 2: Faculty and Staff Recruitment and Retention

Goal: EHS will lead the University in recruiting, retaining, and advancing a diverse body of faculty and staff.

Strategic Priority 2: Faculty and Staff Recruitment and Retention

Tactic	Persons Responsible	Indicator of Success
Develop and implement a comprehensive set of strategies to recruit robust, highly diverse pools of candidates for all open positions.	EHS Dean AD for faculty AD for Diversity	Strategies successfully utilized beginning with faculty searches for AY 22-23.
Develop and implement a comprehensive set of strategies, based on established best practices and tailored for Miami and EHS, aimed at retaining and advancing faculty and staff.	Dean AD for Diversity Diversity Taskforce	Strategies developed. Strategies implemented and evaluated to determine success. Increased retention rates of 3-year period
Develop a formal mentoring program that addresses the mentoring needs of a variety of faculty and staff groups (e.g., racial/ethnic minorities, women, men, LGBTQ+, all tenure track levels, TCPL, visiting faculty, etc.)	AD for Faculty AD for Diversity Diversity Taskforce	Creation of EHS mentoring policy to establish baseline expectations. Development and evaluation of a 1-year pilot program developed during AY 20-21.

 

Strategic Priority 3: Professional Development

Goal: EHS will invest in its faculty and staff by providing and promoting personal and professional growth opportunities, fostering community, and responding to critical needs.

Strategic Priority 3: Professional Development

Tactic	Persons Responsible	Indicator of Success
Conduct a regular needs assessment of faculty and staff regarding awareness of existing professional development resources and desire for/interest in areas of professional development.	EHS Dean Diversity Taskforce AD for Faculty	Annual assessment
Align all professional development opportunities with EHS mission, vision, and values.	Dean AD for Faculty	Annual assessment
Ensure there are opportunities for follow-up and accountability following EHS provided professional development events.	AD for Faculty	Create accountability groups for debriefing and discussion.

 

Strategic Priority 4: Student Recruitment and Retention (focus on connection)

Goal: EHS will prioritize student-centered experiences that focus on connecting students to each other, Miami, and diverse external communities.

Strategic Priority 4: Student Recruitment and Retention

Tactic	Persons Responsible	Indicator of Success
Improve communications by developing an EHS app and investigate text and other services.	EHS Communication	25% undergraduate student usage in 1st year. Increase usage in following years.
EHSA hosts more events to support first-year students (drop-in in the nook, welcome week, etc.)	AD for Diversity & Student Experience	Increase number of diverse students in EHSA by 5%; increase number of events/activities by 10% over the academic year
Improve retention through a variety of curricula and co-curricular efforts, such as revising UNV 101 and improving academic advising.	Dean Chairs AD for Undergrad AD for Grad AD for Diversity & Student Experience	1st to 2nd-year retention increase by 3% Others (e.g., 2nd to 3rd-year) retention increase by 2%

Strategic Priority 5: Narrating EHS

Goal: EHS will optimize its communication to raise its profile among internal and external audiences.

Strategic Priority 5: Narrating EHS

Tactic	Persons Responsible	Indicator of Success
Develop a series of taglines/stories/ that communicate the diversity of fields (and diverse expertise) within EHS	Area Coordinators EHS Communications	Average of one submission/activity  per month
Continue to use a variety of tools to promote a sense of community to enhance equity, diversity, inclusion, and belonging	Diversity Task Force	Website in place by Fall 2021
Ensure all faculty, staff, students have a variety of points of contact and information by/about the College	Dean VP of UCM EHS Communications	Review current plan and revise as needed.
Host a variety of meaningful profile-building events	Dean ADs Chairs EHS Communications	Average of one submission/activity  per month
Educate and assist faculty/staff with communicating ‘good news’	EHS Communications	The number of faculty reporting activities increases by 10% by 2021.