STRATEGIC PLAN
Vision, Mission, and Core Values
VISION
The Johns Hopkins University School of Education (SOE) will lead the world in attracting the most talented and diverse individuals into the fields of education, counseling, and public safety. We will guarantee educational improvement and community well-being by assuring that our students, and others in the profession, have the most innovative tools and effective approaches to advance.
Learn more about our greater vision: SOE Greater Vision
MISSION
The SOE supports and advances the quality of education and human services for the continuous development of children, youth, and adults. This is accomplished through research, teaching, program development, leadership, and service/outreach.
CORE VALUES
Our Core Values are premised on six imperatives that are demonstrated through innovation, excellence, collaboration and partnerships, evidence-based practice, integrity, and civility and diversity.
Learn more about each of these core values: SOE Core Values
Strategic Priorities
As part of our ongoing effort to further the SOE's vision and mission, we have developed a strategic plan that focuses on the following five strategic priorities:
Learner-Centered
Become the exemplar for optimizing learner outcomes
Transformative Impact
Lead the transformation of learning by maximizing reach and sustainability
Leadership
Recruit, engage, develop, and retain the world’s best leaders and develop a leadership pipeline
Discovery
Become the national leader in innovative educational research, policy, and practice
Performance
Create sustainable systems that support operational and financial success
Descriptors of Strategic Priorities
The strategic plan developed with the input of a multidisciplinary team of faculty and staff at Johns Hopkins University School of Education guides our business strategies and decisions.
Learn more about each of our five strategic priorities.
LEARNER-CENTERED
- 1Set high (and clear) expectations – provide challenging, rigorous and meaningful content matched with sufficient scaffolding and timely feedback to improve performance.
- 2Encourage student engagement – incorporate reflection, dialogue, peer teaching, and collaborative experiences to increase students’ interactions and promote success in their educational enterprise.
- 3Promote a climate of learning – cultivate trust and respect in a safe learning environment where students feel valued. Use students’ perspectives on learning experiences to diversify and enhance instructional approaches.
- 4Make learning practitioner-relevant – align activities and assignments to student’s aspirations and experiences. Provide students the opportunity to be more invested in in their learning experiences.
- 5Assess learning and outcomes – use multiple measures and reliable assessments to identify students’ requisite knowledge, dispositions, and skills and to gain a more comprehensive and useful evaluation of their proficiency and competency.
TRANSFORMATIVE IMPACT
- 1Build a robust system to evaluate and expand our reach in research, teaching, and service efforts.
- 2Provide learning opportunities to a globally diverse and academically ambitious student population.
- 3Develop and strengthen support infrastructure to enhance equitable access to quality education.
- 4Invest in programs that are financially sustainable and mission aligned.
- 5Lead/advance national conversations of educational policies and evidence-based practices.
LEADERSHIP
- 1Recruit, engage, develop, and retain world class educational, organizational and community leaders and develop a leadership pipeline.
- 2Grow SOE’s faculty and staff leadership by providing professional development, mentoring and advancement opportunities.
- 3Maintain SOE’s national reputation for educational leadership by continuing to promote research that ensures equity and opportunity for all learners.
DISCOVERY
- 1Nationally recognized as a place that develops next generation scholars and leaders (doctoral students and early career faculty).
- 2Researchers driving the direction of future work through participation in professional academic settings such as journal editorship, leadership in professional organizations, and participation in the development of policy at all levels.
- 3School of Education as Research and Development Laboratories
- a. Innovative research practice partnerships
- b. Leading theory development in educational practice
PERFORMANCE
- 1Recruit, retain and train talent across the administrative staff.
- 2Achieve fiscal sustainability and success.
- 3Instill in the culture a spirit of continuous improvement, leading to high levels of operational performance.
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Counseling & Human Development
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Center for Technology in Education (CTE)
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Administration, Supervision & Leadership
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Education in the Health Professions
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Special Education & Gifted Education
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Teaching & Learning
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Doctor of Education
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Center for Technology in Education (CTE)
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Center for Technology in Education (CTE)
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Center for Technology in Education (CTE)
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Center for Technology in Education (CTE)
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Center for Technology in Education (CTE)
Implementation:
Let's Make It Happen
Whether you’re an administrative assistant, graduate student, instructor, professional development site, mentor, coach, researcher or professor, as a member of Johns Hopkins University School of Education, you play an invaluable role in the implementation of the JHU SOE Strategic Plan.
Learn how you can help achieve the strategic plan’s priorities with this step-by-step guide:
mmhardiman@jhu.edu
http://education.jhu.edu