Do you value faculty
development as one of the most critical resources in defining the future
of your college or university? If your answer is yes, you will want to
have a team participate in a Faculty Development Institute.
Institute Objectives 1. Draft a
strategic plan document. 2. Determine the design
specifications for a Center of Excellence in Learning and Teaching. 3. Develop a network.
What Makes a Team? How Do You Decide to Send a
Team? If you respond "yes" to five or more of the following
questions, this unique event is for you. Is
faculty development viewed as critical to building the institution’s
capacity to address educational needs of the 21st
century? Are you
trying to change classroom approaches to be better poised to meet
these needs? Are you
experiencing significant faculty turnover with retirements? Do you
rely on adjunct faculty and have the need to ensure their
development? Do you
have need for a comprehensive strategic plan for faculty development
to optimize your effectiveness now and in the future? Do you
have a need to align the strategic plans for faculty development and
the institution? Do you
have need for a detailed operational plan to facilitate immediate
progress on your strategic plan? Do you
need measures of effectiveness for these two plans? Do you
have need to develop or improve a Center for Excellence for Learning
and Teaching?
Institute Objectives
What Makes a Team?
How Do You Decide to Send
a Team?
The strategic plan will contain the following: a vision
statement, a mission statement with objectives, operating
principles, measurable outcomes, an operating plan, a resource plan
(that includes internal funding, collaborative funding, external
funding, and grant writing), a management plan, annual activities, a
faculty recruitment plan, a marketing plan, an assessment plan, and
a communication plan.
Discuss topics such as physical
space, location, a resource library, meeting places, a learning
environment, capital resources, and interfaces with other units and
spaces.
Work with other colleagues from
around the country and share ideas, problems, resources, and
collaborative projects.
We recommend
teams of three or four from the same institution. Stronger outcomes
will result if an institution is represented by key stakeholders from
the following areas: faculty, staff, administration, and the faculty
development center/program director.
Higher Education leaders are increasingly coming to appreciate the importance of investing in faculty and staff development as a means of ensuring the vitality of their institutions in the future. Approximately 80% of annual operating budgets are routinely dedicated to costs associated with the institution’s human resources. We are also in the midst of a five year opening in a window in which retirements and new hiring is the highest that it will be for the next 30 years. When you combine those two factors with the transformations being called for within higher education, the role of faculty development quickly rises to the place of one of Higher Education’s most significant priorities.
Factors contributing to transformation are numerous. Many constituencies expect transformation to learning centered delivery systems and practices in which student success can be measured. The half-life of pertinent knowledge demands empowerment of learners to acquire skills, attitudes and behaviors required for self-directed, independent, life-long learning. A rapidly changing marketplace requires increased agility in the design and delivery of curricula. Our current global economy demands both multi-cultural competence and workers who can compete in an intelligence-based environment. The huge investment that has been made in technology now requires evidence that it is expanding learning and is not simply a new set of tools in the lexicon of delivery systems. The heavy reliance on adjunct faculty calls for an investment in resources to assure high quality, state-of-the-art delivery from those who have obligations other than serving as faculty members at a given institution.
Purpose of the
Institute
This event will focus on the
design and creation of a three-year strategic plan for faculty and staff
development programs or Centers of Excellence in Learning and Teaching.
The plan will align and support the strategic plan of individual
institutions.
Day One
Develop goals and outcomes for the event.
Analyze/interpret a campus strategic plan.
Write a vision statement.
Write a mission statement.
Write annual measurable outcomes.
Identify operating principles.
Explore the physical aspects of a center.
Assess design drafts.
Day Two
Measure the success of a center or
faculty development program.
Design specifications for an annual report.
Create an operating plan.
Create an organizational structure and management plan.
Identify annual projects, activities, events, and services.
Recruit faculty to participate with experts.
Day Three
Identify key partnerships on campus.
Develop a successful marketing plan.
Develop a successful communication plan.
Identify capital resources.
Define the role of internal and external experts.
Develop the role of on-site and off-site events.
Identify criteria for a quality strategic plan.
Finalize network plans.
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Kettering University, Flint MI |
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If you're interested in
scheduling a Faculty Development Institute at
your college, please contact us at
inquiries@pcrest.com.