Strategic Visioning Working Group Final Report
Strategic Visioning Working Group
Report of Findings and Recommendations
College of Education, Health and Human Services
Presented to: Dr. James Hannon
November 1, 2024
The working group acknowledges the help and support provided by Larry Gibson in making this work possible. First, in delivering a ‘Budget 101’ session with the working group and answering questions along the way. Second, the time and work that was put into collecting, analyzing, and providing financial data necessary for these recommendations to be identified. This work would not have been possible without his assistance.
Executive Summary
The EHHS Organizational Visioning Working Group was created to address financial and structural efficiencies across the College of Education, Health, and Human Services (EHHS), utilizing key resources and structured processes to make informed recommendations.
Resource Utilization and Data Collection
The Working Group used a variety of resources in their analysis:
• EHHS Directory: This resource provides names of faculty/staff across EHHS.
• Enrollment Trends 2015-Present: This interactive Power BI provided enrollment trends over the past decade.
• Financial Data: Detailed program-level financial reports, including the net profit or loss for each program as well as enrollment trends, were used to analyze financial trends for programs. (see
appendix)
• Budget 101 Presentation: Larry Gibson led an informational session describing the EHHS budget and providing foundational knowledge for financial discussions.
Development Process for Recommendations
The working group began meeting in April 2024 and met through October 30, 2024. During the 7 months, they facilitated discussions with the faculty and staff, reviewed data, and engaged in a variety of activities leading to this report including:
May College Meeting: During this initial meeting, 130 EHHS faculty and staff contributed ideas organized by twelve working groups, generating recommendations on key themes. These ideas were
categorized and reviewed over the summer to identify focus areas for the Working Group.
Summer Work: The Working Group identified three major priorities: Program Review, College Organizational Structure, and Staff Organizational Structure. Members spent an extensive amount of
time reviewing enrollment and financial data and developed a rating system for programs by financial status—red (critical), yellow (cautionary), and green (stable).
Staff Organization Subgroup: This subgroup was formed to examine staff structure in relation to college efficiency for student services, student success and retention, and technology services using information gathered through job descriptions, staff interviews, organizational charts, and findings from the May and August EHHS College Meeting activities. Fall College Meeting and Ongoing Work: Faculty and staff were asked to perform a SWOT analysis for each program/staff area and discuss college structure, considering partnerships and restructuring possibilities. Additionally, the Working Group began categorizing all EHHS programs based on financial health, providing general recommendations for each.
Key Recommendations
Considerations Moving Forward
These guiding principles are necessary for all including leadership, faculty, and staff. They are essential to the success of the rest of the recommendations provided in this report.
• University/College Strategic Priorities: Decisions should be made in line with the university and college strategic priorities with consideration of faculty/staff morale and the impact on
students.
• Commitment to Diversity, Equity, Inclusion, and Belonging (DEIB): DEIB goals should be integrated into program assessments, ensuring financial decisions align with the college’s
broader mission.
• Access to and Transparency of Data: Ongoing and consistent access to financial and enrollment data should be provided for all programs with a focus on sharing of information and
transparency.
• Communication: Communication should be consistent and ongoing across faculty and staff in EHHS.
Program Review and Financial Health
Financial health was determined by 2024 revenue/loss numbers as well as change in revenue over the last three years.
• All Programs: Each program is advised to complete basic financial literacy training, review budget information, and analyze enrollment and staffing trends. This process will ensure all programs are financially aligned and staffed according to enrollment trends.
• Red Programs (critical): Programs identified with significant financial challenges should immediately develop and submit a strategic plan to address their financial challenges. Plans should consider program expenses, faculty-student ratios, and external funding opportunities.
• Yellow Programs (cautionary): Programs with minor financial issues or fluctuating revenue should review their budget structure, analyze faculty-to-student ratios, and explore potential
partnerships to bolster financial health.
Staff Organizational Restructuring
These recommendations were developed by a staff organizational subcommittee in response to the charge given by leadership.
• Create an Office of Recruitment, Access & Engagement: By consolidating recruitment and retention activities under a single office reporting to the Associate Dean of Undergraduate Education and Student Services, the college can streamline recruitment efforts and better align outreach with enrollment goals.
• Share resources and services between the Graduate Student Services Office and Vacca Office of Student Services: The staff sub-committee recommends a few variations on models that allow for coordination, shared services, and shared resources as well as workload balance between the Vacca Office of Student Services and the Graduate Student Services Offices.
• Centralization of Technology Services: The staff sub-committee recommends creating an Office of Technology and Instructional Resources to consolidate technology-related support, improving
service delivery and efficiency across EHHS.
• Additional Streamlining of Roles and Responsibilities: The staff sub-group recommends adjustments in other staff positions within EHHS to address efficiency and workload.
College Organization Restructuring
The EHHS Strategic Visioning Working Group reviewed proposed T28 college configuration models, supporting several structural themes. Key commentary included:
• Consolidating applied sciences and health programs within a dedicated school and integrating all teacher licensure programs in a single college.
• A standalone College of Education model received positive feedback, though financial stability concerns were noted.
• Business-related programs, such as Sport Administration, were favored as standalone entities under the Ambassador Crawford College of Business and Entrepreneurship.
• Physical Education and Health Education and Promotion programs received mixed feedback on placement within Health Sciences versus Teacher Education.
• The group saw value in interdisciplinary alignment, particularly pairing Teacher Education with the Academy of Languages and Humanities.
• Broader scope programs, like Professional Studies and Career and Community Studies, should be evaluated for appropriate placement beyond Education.
• Overall, favored models were ones that consolidate related programs, support cross-disciplinary opportunities, and ensure financial sustainability.
Additional Recommendations
The work group identified additional considerations or supports needed to address the above recommendations.
• Budget Training: Implement financial literacy workshops for key EHHS personnel to strengthen budget management skills.
• Marketing and Recruitment: Provide training for program coordinators in marketing and recruitment strategies, emphasizing the importance of visibility and enrollment growth.
• Workload for Leadership/Administrative Roles: The staff organization group was charged to look at specific positions, which did not include workload of leadership/administrative positions
such as Assistant Deans, Associate Deans, and Directors. Workload of these positions should be considered as staff organization changes are made.
• Decision-making and next steps for staff organization: Identify changes that can be made immediately (versus those that may need to wait until university decisions are made). Create an
implementation team to consider the logistics of changes, specifically staff changes.
Conclusion
The EHHS Organizational Visioning Working Group used a data-driven approach to find solutions to create fiscal sustainability and operational efficiency within EHHS. Targeted restructuring and improved budget practices should create a more resilient and financially sustainable college that is better positioned to meet the challenges of the current higher education environment.