Charging Boldly into the Future
In Fall 2022, under the leadership of Dean Grant Hayes, the College of Community Innovation and Education (CCIE) set forth to create a bold new strategic plan to guide the college’s future over the next five years. Throughout Fall 2022 and Spring 2023, the Dean charged the CCIE Strategic Plan Committee with developing the college’s shared mission, vision, values and priorities. The committee aimed to address weaknesses and challenges while leveraging strengths and opportunities through interacting with various stakeholders, collecting and analyzing data, and crafting a new plan. Aligning with many tenets outlined in UCF’s most recent strategic plan, the college’s strategic plan also highlights its disciplinary talents, community-focused philosophy and areas of promise in building capacity unique to CCIE.
Mission
The College of Community Innovation and Education is a multi-disciplinary collaborative, enhancing lives through transformative, evidence-based approaches to research, partnerships and teaching civic-minded professionals in a diverse society.
Vision
The College of Community Innovation and Education will be a dynamic and eminent leader in innovation and partnerships, transformational education and high-impact research.
Values
Community and Collaboration
Our obligation and duty to the broad range of stakeholders we serve, as well as the inherent value of working together to solve complex problems.
Excellence
Our commitment to the highest standards in teaching, research and service that is foundational to our goals of driving student success and building community impact.
Impact
Our ability to create, communicate, and implement knowledge and skills that advance discovery to benefit society and improve lives through lasting change.
Innovation
Our pursuit of novel, transformative ideas that challenge conventional boundaries to identify new solutions to the most pressing issues within the communities we serve.
Integrity
Our dedication to honest, ethical and consistent actions that perpetuate trusting and authentic relationships with faculty, staff, students and other key stakeholder groups.
Goals
Strategies & Metrics
Strategy 1.1:
Provide professional development and community engagement opportunities to enhance classroom experiences and to better prepare students for the workforce.
Strategy 1.2:
Enhance recruitment strategies for undergraduate and graduate students.
Strategy 1.3:
Emphasize innovation in curriculum, ensuring accessibility and retention.
| Overall Metrics | 2023 Baseline | 2028 Goal |
|---|---|---|
| Freshman First Time College (FTIC) Retention Rate | 92.1% | 93% |
| Percentage of Undergraduate Students in High Impact Practice (HIP) Experiences | 94.4% | 100% |
| Number of Micro-credentials Offered to Students | 0 | 1 |
| Number of Graduate Student Credit Hours (Fall) | 17,425 | 20,000 |
| Number of Undergraduate Student Credit Hours (Fall) | 53,055 | 68,000 |
| FTIC 4-Year Graduation Rate | 64.1% | 68% |
| Florida College System Transfer 3-Year Graduation Rate | 63.3% | 72% |
Strategy 2.1:
Strengthen CCIE’s external engagement with community partners.
Strategy 2.2:
Enhance college advancement through innovations in alumni relations and philanthropy.
| Overall Metrics | 2023 Baseline | 2028 Goal | |
|---|---|---|---|
| Number of Comprehensive Partnerships (Carnegie Community Engagement Classifications) | 2 | 3 | |
| Percentage of Philanthropically Engaged Alumni | 6.57% | 9% | |
| Amount of Overall Funding of Philanthropic Gifts (8.5% growth each year) | $345,350 | $500,000 | |
| Number of Endowed Professorships | 4 | 5 | |
| Number of Active Endowed Scholarships | 49 | 60 |
Strategy 3.1:
Optimize research infrastructure.
Strategy 3.2:
Develop more dynamic research collaborations.
Strategy 3.3:
Provide innovative research experiences for students.
| Overall Metrics | 2023 Baseline | 2028 Goal | |
|---|---|---|---|
| Number of Postdoctoral Scholars | 7 | 15 | |
| Amount of Research Expenditures | $9,749,440 | $11,464,000 | |
| Number of Peer-Reviewed Journal Publications | 244 | 275 | |
| Number of Research Proposals Submitted | 83 | 92 | |
| Number of Fully Funded Graduate Research Assistants | 18 | 23 | |
| Percentage of Research Proposals Including Student Researchers | 77% | 80% | |
| Number of Student Fulbright Applications | 8 | 12 |
Strategy 4.1:
Foster opportunities to build community within the college.
Strategy 4.2:
Enhance opportunities for faculty and staff to develop and showcase excellence.
Strategy 4.3:
Promote opportunities for faculty, staff and student well-being.
| Overall Metrics | 2023 Baseline | 2028 Goal | |
|---|---|---|---|
| Faculty and Staff Participation Rate in College-Sponsored Activities | 71% | 75% | |
| Staff Retention Rate | 68.5% | 75% | |
| Faculty Retention Rate | 95.4% | 96% | |
| Number of Top 50 Ranked Programs | 13 | 15 | |
| Faculty Satisfaction Rate | 57% | 65% | |
| Staff Satisfaction Rate | 86% | 88% | |
| Student Satisfaction Rate | 94.1% | 95% |