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

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4. 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 4

6. Opportunities Education as a “Prime Time” & “Top Tier” National Issue Educator Preparation and Professional Development Recreation, Health and Tourism (RHT) – Growing Sectors A “Community of Scholarship” $11M+ Sponsored Research Portfolio VISTA Many Proposals National Reputation for Innovation, Excellence and “Cutting Edge” Programs

8. Critical Assets Human Resources Faculty Staff Students – Undergraduate and Graduate Support from University Administration & Community Partners Facilities – New CEHD Facilities Allies, Friends, Supporters

10. 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.

12. Overarching Approach Deliberative Intentional Strategic Pragmatic

14. 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

16. 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

18. 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

21. Summary & Discussion