using a rapid prototyping process to transform teacher education curricula beverly kopper, provost...
TRANSCRIPT
Using a Rapid Prototyping Process to Transform Teacher
Education Curricula Beverly Kopper, Provost and Vice Chancellor for Academic AffairsKaty Heyning, Dean, College of Education and Professional Studies
Ellyn M. Dickmann, Associate Dean, College of Education and Professional Studies
University of Wisconsin-Whitewater
NOTE
How a College implemented a fundamental shift in culture through a rapid prototyping process to transform teacher education curricula—DURING hard times. How good work was accomplished during hard times Transformation that was sparked by the Red Balloon Project Result = model guiding process
A case study of:
WHO WE ARE
Four-year, coeducational, residential campus Located between Madison, Milwaukee and Chicago Enrollment: 11,615
Undergraduates: 10,230 Graduates: 1,385
Employees: 1,286 Faculty: 356 Academic staff: 503
University of Wisconsin-Whitewater
SUSTAINING GOOD WORK
Key conditions for sustaining good work in hard times*
1. Positive restlessness2. Data about students and their successes3. Academic and Student Affairs collaborate4. Campus leaders work to increase understanding of the importance of student success
*Kuh, Kinzie, Schuh & Whitt. (2011). Fostering Student Success in Hard Times. Change, July-August.
HARD TIMES
2007-09 BIENNIUM Cash lapse = $1 million 2 percent pay plan in 2009 rescinded
2009-11 BIENNIUM No pay plan 16 unpaid furlough days = salary decrease of 3.065 percent Cash sweep = $1.4 million 1 percent across the board reduction = $693,068 Additional base reduction = $2.8 million 5.8 percent increase in employee cost of retirement
HARD TIMES
2011-13 BIENNIUM No pay plan Health insurance cost to employees increased ($124-$341/month for family coverage) Base budget reduction = $4.3 million in 2011-12 Budget lapse = $2 - $3.5 million in 2011-12
Setting/Background University of Wisconsin-Whitewater Colleges College of Education and Professional Studies (COEPS) historical perspective
Leadership transitions (provost, dean, chairs)
Campus and the college expectations
Challenges the college faced Reputation in the state External forces Internal forces Competitors
TRANSFORMATION
What had to fundamentally change? Culture
From a culture of change that is “event” driven to a culture of ongoing change and continuous improvement
Prioritization of the many needed changes
Middle Child/Early Adolescent Licensure Program
TRANSFORMATION TIMELINE
1868 Whitewater Normal SchoolCirca 1980s – Current program created2009 NCATE and state review 2010 Strategic priorities, faculty adoption2011 Spring semester (awareness and planning process)2011 Summer (15 weeks)
LEADERSHIP CHALLENGES
Perspective New Dean from the inside (pros and cons) Context of hard times Political turmoil targeting education in Wisconsin
Leadership Challenges Low morale Silo philosophy Prior leadership history
THE PROCESS
Sparked by the Red Balloon article Lower cost, time to degree completion Increase student participation Respond to challenges of technology
Purpose set and known by all Reward structures Driving internal and external forces Rapid prototyping model Practical implications
THE PROCESS
Phase I—At the onset of the summer work Reflects support of leadership Reflects Red Balloon Connection Reflects good work during
hard times Cultural shift/transformation
PURPOSE-CULTURAL SHIFT
Build cross-department relationships, knowledge base, and collaborations Build cross-college relationships, knowledge base, and collaborations Develop a resource list Deadline: Presentation for College— Fall 2011 Develop a prototype
What students should be, know, able to do, and have experienced by the end of their program(s) in the college
DRIVING INTERNAL AND EXTERNAL FORCES
Internal “Nothing will ever change.” “It’s summer; no one is here.” Student feedback Employer feedback Accreditation feedback
External International, national,
state, local
RAPID PROTOTYPING MODEL
Definition Testing, utilizing a group of
techniques to approximate actual desired state/outcome
Advantages Foster communication Decrease development and
implementation time Minimize necessary changes Focus on features for
sustained/limited timeframe
PROCESS DESCRIPTION
Phase II–During summer work Reflects support of leadership Reflects Red Balloon connection Reflects good work during hard
times Cultural shift/transformation
PROCESS DESCRIPTION
Logistics Timeframe (summer) Participants (availability and compensation) Meeting times Facilitation strategies Recordkeeping “The elevator concept”
PROCESS DESCRIPTION
The frames Historical perspective
Multiple attempts Other changes/shifts
in the college
Frameworks The college’s mission The college’s
conceptual framework NCATE standards DPI requirements
(more flexibility than perceived)
PROCESS DESCRIPTION
Beliefs, philosophy, data/evidence What students want/need What students need to know, be, do
have experienced What we care about most as a college
Critical thinking; early and frequent and high quality field experience; rigor; risk-free; high expectations; collaborations, etc.
Literature review (supply and demand, employment data, etc.)
PROCESS DESCRIPTION
Provost visit, Chancellor visit (dean stayed away)
Bold direction “Leading edge not bleeding
edge” Be bold
SUMMARY
Phase III–Outcome–Reflects support of
leadership–Reflects Red Balloon Connection end result–Reflects good work during hard times end result–Cultural
shift/transformation end result–Bold direction
SUMMARY
Department led – ownership given “Dine and Design” Department led First step rearranging building blocks, improving quickly Next step change program - acculturation
Ex: All methods courses will have a field component All courses will address: Working with students and
families, RTI, Classroom management, Diversity series requirement
Fall, 2012 new cohort launch 2012-2013 curricular processes to new program Fall, 2013 new program launch
PRACTICAL IMPLICATIONS
Timing Don’t stop (slow down…don’t stop) Faculty champions Support non-tenured faculty Hire well Visible responsibility, annual reports, strategic plans Everyone finds “me” in the plan Honor traditions and past efforts without dwelling on them Vigilance – one eye looking in while the other looks out