1. Mission and Future of the College of Education

2. WHY IS A CLEAR ORGANIZATIONAL VISION NEEDED? Missions often are mixed. Resources are scarce.

3. WHY IS A CLEAR ORGANIZATIONAL VISION NEEDED?, Cont. Organizations tend to allocate resources incrementally rather than strategically. Organizations with changing environments often respond to the “old” environment rather than the new/emerging one.

4. CONSEQUENCES OF OPERATING WITHOUT A CLEAR ORGANIZATIONAL VISION You set up expectations that cannot be met, and invite criticism. Lots of things are done, but little is done as well as it might be. It is hard to evaluate competing expectations.

5. UNIVERSITY OF KENTUCKY’S COLLEGE OF EDUCATION ASSETS A strong faculty and staff Many strong programs that are regionally respected and nationally accredited High external expectations

6. UNIVERSITY OF KENTUCKY’S COLLEGE OF EDUCATION ASSETS, Cont. Many strong students KERA A diverse college that has strong potential for interdisciplinary, collaborative research.

7. UNIVERSITY OF KENTUCKY’S COLLEGE OF EDUCATION OPPORTUNITIES Kentucky’s Research I Institution The state mandated Top 20 status P-12/P-16 is a national & state priority. President Todd places a priority on education to improve the quality of life in Kentucky.

8. UNIVERSITY OF KENTUCKY’S COLLEGE OF EDUCATION LIABILITIES Things we can do little to change: –Heavily regulated –Competition from regional universities

9. UNIVERSITY OF KENTUCKY’S COLLEGE OF EDUCATION LIABILITIES, Cont. Things we can change in the short run: –Criticism of our performance, internal and external Response: Make needed improvements and improve our external image.

10. UNIVERSITY OF KENTUCKY’S COLLEGE OF EDUCATION LIABILITIES, Cont. Things we can change long-term: –Finite resources: Response: Diversify revenues. –We appear to be overextended. Response: Concentrate on what we must do and what we can do well.

11. UNIVERSITY OF KENTUCKY’S COLLEGE OF EDUCATION LIABILITIES, Cont. Things we can change long-term: –Regional identity Response: Build a national identity. –UK’s infrastructure Response: Reinvest new dollars to build infrastructure and capacity.

12. STRENGTHENING THE COLLEGE OF EDUCATION’S CAPACITIES AS A RESEARCH I INSTITUTION STRATEGY: Strengthen assets, capitalize on opportunities, eliminate liabilities AREAS FOR ATTENTION: 1.Research and Publications 2.Students 3.Programs 4.Service 5.External Relations

13. CHARACTERISTICS OF PUBLIC RESEARCH I COLLEGES OF EDUCATION Focus on building excellence. All decisions are made with this criterion at the forefront. Build nationally recognized departments and programs.

14. CHARACTERISTICS OF PUBLIC RESEARCH I COLLEGES OF EDUCATION, Cont. Public universities reduce dependence on state support by expanding research funding and development activities.

15. CHARACTERISTICS OF PUBLIC RESEARCH I COLLEGES OF EDUCATION, Cont. Allocate resources strategically. Raise admission standards. Recruit graduate students from a national pool.

16. CHARACTERISTICS OF PUBLIC RESEARCH I COLLEGES OF EDUCATION, Cont. Emphasize faculty productivity. Mentor junior colleagues. Build a strategy for communicating to external audiences. Development programs that clearly identify potential targets of excellence.

17. STRENGTHENING THE COLLEGE’S RESEARCH I MISSION All faculty (excluding those on special title appointments) should have an active program of research, publish regularly, and pursue extramural funding.

18. STRENGTHENING THE COLLEGE’S RESEARCH I MISSION, Cont. Improve incentives (and remove disincentives) for writing grants. Compete for more federal and foundation grants.

19. STRENGTHENING THE COLLEGE’S RESEARCH I MISSION, Cont. Work with VP for Research to streamline proposal submission process. The support system for administration of grants needs to improve.

20. STRENGTHENING THE COLLEGE’S RESEARCH I MISSION, Cont. University reporting system for proposals written and grants received needs to improve. Improve the process of assigning space to grants. Salaries for P/T instructors need to increase.

21. STRENGTHENING THE COLLEGE’S STUDENT BODY AND THE QUALITY OF STUDENT EXPERIENCES Reexamine admission standards to programs. Recruit from a diverse pool. Recruit more graduate students from a national pool.

22. STRENGTHENING THE COLLEGE’S STUDENT BODY AND THE QUALITY OF STUDENT EXPERIENCES, Cont. Increase support for full-time graduate study. Increase graduate student stipends. Reduce time-to-degree.

23. STRENGTHENING THE COLLEGE’S STUDENT BODY AND THE QUALITY OF STUDENT EXPERIENCES, Cont. Build a culture of research in the COE. Improve faculty mentoring of graduate students Improve opportunities for doctoral and masters students to have research experiences.

24. STRENGTHENING THE COLLEGE’S PROGRAMS Build nationally recognized programs. Emphasize comparative advantages. Examine the balance between graduate and undergraduate programs. Reexamine the total credit requirements for programs.

25. STRENGTHENING THE COLLEGE’S PROGRAMS, Cont. Improve the retention rate. Reexamine the viability of programs with few students, inadequate faculty resources, or poor external evaluations. Invest in programs with strong track records or promise of excellence.

26. STRENGTHENING THE COLLEGE’S SERVICE RESPONSIBILITIES CHALLENGE: How to leverage our service to the local community and the state with our Research I mission. STRATEGIES: Establish our unique service role as a Research I institution.

27. STRENGTHENING THE COLLEGE’S SERVICE RESPONSIBILITIES, Cont. STRATEGIES, Cont. Emphasize the new knowledge emerging from our research and disseminate it effectively. Possibly create a structure within the College that can serve school systems and the state.

28. STRENGTHENING THE COLLEGE’S SERVICE RESPONSIBILITIES, Cont. STRATEGIES, Cont. Possibly create a policy center whose research agenda would include research on KERA and other state education initiatives. Communicate our service activities more effectively to the public.

29. COMMUNICATING EFFECTIVELY WITH EXTERNAL AUDIENCES GOALS 1.Improve the College’s image in the local community and state. 2.Improve our stature nationally. 3.Improve access to resources.

30. COMMUNICATING EFFECTIVELY WITH EXTERNAL AUDIENCES, Cont. STRATEGIES Faculty must take public relations and development seriously. Improve awareness among local, state, regional and national audiences of our contributions to research and service.

31. COMMUNICATING EFFECTIVELY WITH EXTERNAL AUDIENCES, Cont. STRATEGIES, Cont. Strengthen awareness among academic colleagues of COE’s strengths. Have a clear development strategy focused on excellence. People invest in excellence if they see a clear vision and a commitment to realizing it.

32. In Summary Realizing mission as a Research I institution is our biggest challenge. The status-quo is not a viable option.

33. In Summary, Cont. The College has great potential to become a nationally recognized College of Education. –Many assets –Numerous opportunities –Liabilities that can be addressed through short-term and long-term strategies.

34. In Summary, Cont. We must focus on : –Research and Publications –Students –Programs –Service –External Relations The future is promising if we work together to make the College the best that it can be.