St Strategic ic Pathways Board of Regents December 14, 2016 1 - - PowerPoint PPT Presentation

St Strategic ic Pathways

Board of Regents December 14, 2016

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Strategic Pathways Phase I

1. The Big Picture 2. Teacher Education Implementation Report (September 2016) 3. Context 4. Campus Strengths 5. Why UAF? 6. Administration Intent 7. Motion

St Strategic ic Path thways

OUR MISSION “The University of Alaska inspires learning, and advances and disseminates knowledge through teaching, research, and public service, emphasizing the North and its diverse peoples." (Regents' Policy 01.01.01) OBJECTIVE Maximize value to Alaska through excellent, accessible, and cost effective higher education funded by diverse and growing revenue sources CORE PRINCIPLES Focus, Access, Diversity, Excellence, Consistency, Fiscal Sustainability STRATEGY Prepare, Restructure, Implement, Refine WHO WE ARE UA ANCHORAGE Comprehensive metropolitan university in Alaska’s economic hub UA FAIRBANKS Research university renowned for leadership in Arctic and the North UA SOUTHEAST Comprehensive university focused on e-Learning & interdisciplinary studies CAMPUS LEAD FOR THE STATE** Research Social and economic sciences, health Arctic, physical, and natural science; engineering, applied energy Interdisciplinary / environmental Teaching

• Health professions
• Social and economic sciences
• Business and public policy*
• Teacher education*
• Engineering*
• Logistics
• Project Management
• Physical, natural, and related

sciences

• Arctic / Northern Studies
• Management*
• Teacher education*
• Engineering*
• Rural development / tribal mgmt
• Doctoral education
• Marine Biology/fisheries

(undergraduate)

• Management*
• Teacher education*
• Marine trades
• Mine training
• Interdisciplinary degrees/ degree

completion Outreach

• Aligned with Research and Teaching Focus

COURSES AVAILABLE ACROSS THE UNIVERSITY SYSTEM

• Common General Education Requirements
• Liberal Arts and Humanities
• Distance Education
• Career and Technical Education
• Alaska Native Studies
• Wide choice of non-major courses
• Dual credit with K-12
• Developmental Education

How do we optimize our statewide system to achieve our goals for higher education in Alaska? * Subject to review, Summer 2016 ** To the extent areas of research, teaching, and outreach at campuses other than the “lead” campus may be high quality, cost effective, and core to mission, they may continue to be supported.

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Summer 2016

St Strategic Pathways

Teacher Education Draft Implementation Report (9/2016)

Administration direction presented to Board of Regents at September meeting: Task a team to build implementation plan for 1 dean over 1 school with administrative head at 1 university and specialties delivered through programs/faculty at 3 universities. Based on best practice, develop plan to phase out BEd in favor of disciplinary degrees plus licensure and graduate programs. Seek BOR review and approval at November meeting.

Action Description

Options for location Location of a single college administration will be affected by the path taken to arrive at the single

• administration. By combining the three schools under one administrative structure, the

administrative structure at the lead campus would require consideration to appropriately address its larger role in the system. Program distribution across the campuses Some programs could be offered at all university locations while other more specialized programs, such as PhD programs and the on-line MAT, may be offered at only one of the delivering campuses. An advisory board should be assembled to help guide its direction and to support the dean. Structural consideration UAA’s lead campus role in nursing education, with one dean and administration at UAA, and UAA faculty located on and delivering classes to student at several sites, has served as an effective model. Criteria for recommended lead campus Best practice of locating school of education at research university, strongest graduation rate, relationships with large number of rural districts, and chancellors’ commitment to collaboration. Elements to consider during transition

• University would need to address tenure transferability
• Program review process should assess needs system-wide
• A discussion should commence with the accrediting agencies (e.g. Northwest Commission on

Colleges and Universities, NCATE/CAEP) to determine how to transition the three separately accredited programs to one.

• The transition of three administrations to one need not disrupt nor diminish the student

experience, but hopefully enhance their experience through additional or specialized offerings as well as redesigned offerings.

St Strategic Pathways

Teacher Education: Context

Challenges

• Alaska is a low performing, high cost education system
• Economy is changing, increasing need for education
• High percentage of Alaska high school graduates require

developmental education at UA

• Annual teacher turnover in rural Alaskan school districts is

approximately 50%

• Teachers among most important jobs in Alaska, yet

profession not held in high regard The University of Alaska - Current

• UA operates three, separate schools of

education

• Alaska produces just 30% of new teachers

hired each year

• Attempts at alignment have not been

successful

• Now working with K-12 to strengthen system

Goal

• The best education system in the United States
• By 2025, 90% of new teachers hired in Alaska will be trained at UA
• New teachers possess mastery of content and pedagogy
• Postsecondary graduates are work and college ready

Best Practices*

• Education goals are clear (subject matter, social and cultural, personal, values)
• Alignment of standards between primary, secondary, and post-secondary
• Emphasis on teacher quality
• Top students attracted to teaching (competition, prestige, financial incentives)
• Teacher preparation done at / led by top tier research university
• Teachers steeped in content and pedagogy
• Competitive compensation, professional development, mentoring, career paths

*Tucker, M., Surpassing Shanghai

St Strategic Pathways

Teacher Education: Context

Alaska needs:

• sharper focus on the state’s needs for more Alaska-prepared teachers and

education leaders,

• greater accountability for meeting those needs,
• increased consistency in our numerous degree and endorsement programs,
• increased collaboration among our faculty,
• more support for innovation and expanded access,
• simplification of governance processes to enable increased nimbleness and

responsiveness to changing needs,

• all with an eye to productivity and cost effectiveness.

UA’s strong record of success in improving nursing education by basing the programs at UAA with faculty delivering courses and programs to students on campuses across the state is a major factor in recommending a single administrative home for our education schools.

St Strategic Pathways

Teacher Education: Campus Strengths

UAA

• Large metropolitan university
• Location in our largest city and transportation hub
• Relationships with local school districts, largest in Alaska
• Connection with the Institute for Social and Economic Research

UAS

• Long record of innovative programs, including MAT and PITAAS
• Commitment to and passion for teacher and education leader preparation
• Productive relationships with rural districts
• Strong record in preparing Alaska Native teachers

UAF

• UA’s highest graduation rates
• Long-time relationships with a large number of rural school districts
• UA’s highest percentage of STEM students
• UA’s highest percentage of Alaska Native students
• UA’s only Tier 1 national research university

St Strategic Pathways

Teacher Education: Why UAF?

Best practice in highest performing education systems / societies is for teacher education to be based at the top tier research university.

UAA UAF UAS % 6-year Graduation Rate* 27 44 28 Annual Research Revenues* $14M $118M $1M % AK Native Students of Total* 12.6 19.6 15.1 # UA Scholars* 1,101 717 132

% UA Scholars of Total Headcount* 6.0

7.2 3.8 # UA Scholars* (STEM**) 295 352 22 % UA Scholars* (STEM**) 26.8 49.1 16.7 Programs Programs available to students at all campuses Faculty No projected faculty position reduction at any location Governance No matter where based, one governance process versus current three Leadership Strong support from chancellors for collaboration whether or not “lead” campus

*Source: 2016 UA in Review. All data is for FY15/Fall 2015. **STEM includes Computer Information Science; Engineering; Math, Physical and Life Sciences; Natural Resources

St Strategic Pathways

Administration Intent re: Teacher Education (12/14/2016)

• Teacher preparation programs will continue to be accessible to students at current

locations

• Education faculty will continue teaching at current locations, but be part of/ report to

the UA College of Education

• If approved by the Board of Regents, the president will appoint a planning team chaired

by the vice president for academic affairs and research and comprised of representatives selected from the following:

• education faculty from current education programs,
• the Faculty Alliance,
• the deans of education,
• the Alaska Department of Education and Early Development,
• the National Education Association-Alaska,
• the Alaska Council of School Administrators, and
• such other individuals as the president deems appropriate.

St Strategic Pathways

Administration Intent re: Teacher Education (12/14/2016)

• No later than July 1, 2017, the planning team will develop a detailed implementation

plan that would include such elements as:

• Long term goals for the programs (e.g., quality, number of graduates, recruitment

and retention, research)

• Continuity and completion of current programs by students
• Selection of the permanent Dean
• Coordination with programmatic and institutional accreditation bodies
• Student recruitment, retention, and completion plan
• Provision and support for “innovation zones” within the College
• Articulation of transitional employment terms including tenure, consistent with the

terms of applicable policy, regulation, and collective bargaining agreements

• Strong relationships between the College and key stakeholders
• A governance structure that includes faculty and academic leadership

representation from UAA and UAS

• Revenue sharing to ensure costs are covered
• Timeline for key implementation milestones
• Any other matters required for effective implementation of this direction
• The Administration will provide regular updates on the planning and implementation

process to the Academic and Student Affairs Committee of the Board of Regents

St Strategic ic Path thways

OUR MISSION “The University of Alaska inspires learning, and advances and disseminates knowledge through teaching, research, and public service, emphasizing the North and its diverse peoples." (Regents' Policy 01.01.01) OBJECTIVE Maximize value to Alaska through excellent, accessible, and cost effective higher education funded by diverse and growing revenue sources CORE PRINCIPLES Focus, Access, Diversity, Excellence, Consistency, Fiscal Sustainability STRATEGY Prepare, Restructure, Implement, Refine WHO WE ARE UA ANCHORAGE Comprehensive metropolitan university in Alaska’s economic hub UA FAIRBANKS Research university renowned for leadership in Arctic and the North UA SOUTHEAST Comprehensive university focused on e-Learning & interdisciplinary studies CAMPUS LEAD FOR THE STATE** Research Social and economic sciences, health Arctic, physical, and natural science; engineering, applied energy Interdisciplinary / environmental Teaching

• Health professions
• Social and economic sciences
• Business and public policy*
• Teacher education*
• Engineering*
• Logistics
• Project Management
• Physical, natural, and related

sciences

• Arctic / Northern Studies
• Management*
• Teacher education*
• Engineering*
• Rural development / tribal mgmt
• Doctoral education
• Marine Biology/fisheries

(undergraduate)

• Management*
• Teacher education*
• Marine trades
• Mine training
• Interdisciplinary degrees/ degree

completion Outreach

• Aligned with Research and Teaching Focus

COURSES AVAILABLE ACROSS THE UNIVERSITY SYSTEM

• Common General Education Requirements
• Liberal Arts and Humanities
• Distance Education
• Career and Technical Education
• Alaska Native Studies
• Wide choice of non-major courses
• Dual credit with K-12
• Developmental Education

How do we optimize our statewide system to achieve our goals for higher education in Alaska? * Subject to review, Summer 2016 ** To the extent areas of research, teaching, and outreach at campuses other than the “lead” campus may be high quality, cost effective, and core to mission, they may continue to be supported.

11

Summer 2016

“In support of meeting the University of Alaska's goals for increasing the production of high quality teachers and education leaders for Alaska, the Board of Regents directs the president to take the necessary steps, including seeking approval from the Northwest Commission on Colleges and Universities (NWCCU), to establish a single College of Education (College) for the University of Alaska. Pursuant to this direction, the president will proceed consistent with the Administration Intent re: Teacher Education (December 14, 2016) to develop an implementation plan. The plan will specify all necessary amendments to Regents' Policy and University Regulation and implementation of the plan will commence by July 1, 2017, subject to NWCCU approval, and be completed as soon as practicable. The Administration will provide regular updates on the planning and implementation process to the Academic and Student Affairs Committee of the Board of Regents. This motion is effective December 14, 2016.”

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Strategic Pathways

Motion #1 #1: : One Univ iversity of

• f Al

Alaska Colle

• llege of
• f Education

“The single UA College of Education will be administered by the University of Alaska Fairbanks (UAF). College faculty will be located at the University of Alaska Anchorage (UAA), UAF, and the University of Alaska Southeast (UAS), and will report to UAF. The College will offer a full array of programs and services to educate students across the state and online through College faculty and staff located at the

• campuses. This motion is effective December 14, 2016.”

Strategic Pathways

Motion #2 #2: : Adminis istrativ ive Lo Location

St Strategic Pathways

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Discussion