Roadmap for Creating a Culture of Education in Alaska

Subcommittee of theAlaska Board of Education and the

University of Alaska Board of RegentsDecember 20, 2016

1

Overview

1. Goals

2. Roles and Responsibilities

3. Roadmap: 2016-2017

4. Appendix: UA College of Education

2

Goals

A culture of education in Alaska

• 90% of new teachers Alaskan by 2025• 65% of workforce with some college by 2025, 25%

Baccalaureate, 40% CTE• 90% high school graduation rate• 100% college / work readiness rate• 60% college completion rate

3

Roles and Responsibilities

Employers and CommunitiesSupport, provide input, and encourage change

Pre-12Educate work and/or college ready graduates

University of AlaskaEducate career ready workforce and teachers

4

Roles and Responsibilities

Employers and Communities Support, provide input, and encourage change

• Advise on workforce needs• Support change agenda• Hire graduates• Fund dual enrollment• Support financial aid for education students

5

Roles and Responsibilities

Pre-12Educate work and/or college ready graduates

• Increase alignment and partnering between DEED and UA• How can we address

• Creating a culture of education• Reducing developmental coursework• Expanding concurrent enrollment• Improving educator preparation, recruitment, retention,

and professional development• How can this work be tied to the State Board’s strategic plan

and ESSA?

6

Roles and Responsibilities

UAEducate career ready workforce and teachers

• Single College of Education• Dual enrollment policy• Recruit high quality students• Provide financial aid• Partner with school districts on teacher prep and professional

development• Support K-12 outreach, mentoring

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Roadmap: 2016-20172016 2017

Q4 Q1 Q2 Q3 Q4

UA

Organization Decision to consolidate

Develop implementation plan

Begin implementation

Enrollment Develop plan Recruit

Financial aid Assess need Decision

Research Readiness study

Communication OpEd, letterto faculty

Presentjointly in Leg

P-12Strategic Plan Engage

public in defining objectives

Develop goals for each objective

Developspecific action steps, timelines, and metrics

Ongoing implemen-tation and monitoring

ESSA Broadmessaging about what ESSA is and isn’t

Draft stateplan

Seek broad stakeholder input for draft plan.Finalize plan.

Submit plan

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Appendix

Background on UA decision to consolidate into a single College of Education

9

Strategic Pathways

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 AREUA ANCHORAGE

Comprehensive metropolitan university in Alaska’s economic hub

UA FAIRBANKSResearch university renowned for leadership in Arctic and the North

UA SOUTHEASTComprehensive university focused on e-Learning & interdisciplinary studies

CAMPUS LEAD FOR THE STATE**

Research Social and economic sciences, healthArctic, 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. 10

Summer 2016

Education RoadmapUA Teacher Education: Context

Challenges• Alaska is a low performing, high education systems • 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 university• Teachers steeped in content and pedagogy• Competitive compensation, professional development, mentoring, career paths

*Tucker, M., Surpassing Shanghai11

Strategic PathwaysTeacher Education: Context

*Tucker, M., Surpassing Shanghai

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.

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Strategic PathwaysTeacher Education: Campus Strengths

UAA• Large size• 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• Excellent faculty

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

UAF• UA’s best 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 university • UA’s lead research university 13

Strategic PathwaysAdministration 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.

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Strategic PathwaysAdministration Intent re: Teacher Education (12/14/2016)

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

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Strategic PathwaysMotion #1: One School of Teacher Education

“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 Administrative 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.”

Approved by the Board of Regents, 11-0.

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Strategic PathwaysMotion #2: Administrative Location

“The single UA College of Education will be administered by the University of Alaska Southeast (UAS) with leadership to be determined after full review. College faculty will be located at the University of Alaska Anchorage (UAA), UAF, and the University of Alaska Fairbanks(UAF), and will report to UAS. 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.“

Approved by the Board of Regents, 11-0.

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Strategic Pathways

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Discussion