Sheridan, WY - July 24, 2015

THE COLLEGE OF
EDUCATION AT THE
UNIVERSITY OF WYOMING:
A STATUS REPORT


College of Education
New & Noteworthy
Where We Stand Today
• Total enrollment in the College is 1,509. The College
was home to 375 graduates this past year.
• The College has 50 faculty members who presented,
published, or won awards within the last year.
• In 2014, the College opened the state-of-the-art
Literacy Research Center and Clinic, which serves
as a hub of Literacy outreach for the State.
• The College of Education celebrated its 100th
anniversary last year. The celebration has been
marked by many campus events and events in each
of the 23 Wyoming counties.
• The Wyoming School-University partnership currently
serves 19 Wyoming counties with the goal of serving
all 23 counties in the next year.


New & Noteworthy
Where We Stand Today
• Adult Education Ph.D. Online Program Ranked #1 in
the nation by Go Grad rankings.
• Counselor Education M.S. Online Program Ranked #5
in the nation by Go Grad rankings.
• Received1.8 million dollars from Ray Kennedy Estate
for Student Scholarships in June 2015.
• Receive .5 million dollar planning grant from Daniels
Fund in Denver, CO. for College of Education
Trustees Initiative.
• WYCEL Echo Program serving the Wyoming
Principals’ Academy statewide.
• More than 5 million dollars in external research and
service funding.

 Goals and Challenges
What We Face Tomorrow
• Reaching out to the State of Wyoming, its
communities, and its schools remains the paramount
focus of the College of Education.
• Professional development for in-service teachers is a
major need for the State of Wyoming. The College of
Education plays a pivotal role in this effort.
• Enhancing and growing the Literacy Research Center
and Clinic’s reach in the College and State.
• Continued financial support for our students and
faculty on campus; further enhancing the quality of
education available at UW.
• Preparing the best professional teachers, leaders, and
counselors in the nation.


Opportunities
The Dean’s Priorities
• Literacy – Including the Literacy Research Center &
Clinic, Statewide engagement, and additional
programming and development.
• Educational Leadership – Continued development of
the WyCEL (Wyoming Center for Educational
Leadership), serving as the hub of development and
outreach to current (and aspiring) school
administrators and community college leaders.
• Agricultural Education – With an upgrade in facility
and with programmatic support, take this largely
successful program to the next level. Additional
support for state-wide Agricultural Education/FFA
competition hosted at UW.
• Student Support– The College is committed to
becoming nationally preeminent in the area of
professional educator preparation. This cannot be
accomplished without student support through
scholarships. These are the lifeblood of our College.


Opportunities
The Dean’s Priorities
• Trustee’s College of Education Initiative –
evaluating and elevating the quality and reach of the
teacher, school leader, counselor preparation
programs.
• Securing Program Enhancement Endowments
• Naming the College of Education Endowment
• Top 100 Graduate School and College U.S.
News and World Report Ranking
• Re-engaging Wyoming School Districts State
Wide through establishing virtual and on-site
regional service centers for student teaching,
student recruitment, and contributing
professional development to local professional
learning communities.
• Demonstrating through a variety of metrics the
quality and efficacy of UW professional educator
preparation programs.

THE NEW DEAN OF THE
COLLEGE OF EDUCATION AT THE
UNIVERSITY OF WYOMING


UW College of Education: New
Dean


Dean
Mrs. Reutzel,
Kindergarten
Teacher,
Adams
Elementary
School, Title 1


 Cheri Hoffman –
Former Principal,
Lovell, WY
 Susan McGuire –
Title I Teacher
Aide, Sheridan,
WY
 Wendy Salzman –
Pre-K Headstart
Director/Teacher,
Worland, WY
Dean


Dean
Lovell Wyoming High School Yearbook


Dean
Was a member of the MILD HOGS requiring occasional
cycle therapy.

 Adopt standards (CCSS) and assessments
(PARCC, Smarter Balanced, Sage, Aspire)
that prepare students to succeed in
college and career and to compete in a
global economy.
 Integrate appropriate technology-
enabled tools and teaching strategies
into classroom management, assessment
and instructional practice.
 Use of a range of assessment strategies to
evaluate student (teacher) performance
(e.g., formative, curriculum-embedded,
standards-based).
Some Challenges Facing
Colleges of Education

 Participate actively in professional learning
communities as university faculty and
administration; tapping into the expertise within
schools, state department of education, and
school districts.
 Teach a range of strategies to reach diverse
students and to create environments that support
differentiated teaching and learning, acquisition of
intercultural competencies, high expectations for
all learners and equity of access.
 Continue and strengthen a long legacy of
partnerships with public education throughout the
state, the Wyoming State Department of
Education, and the Wyoming Legislature to tackle
the challenges and opportunities of schools today.

Recruit, retain, and support high-quality and
diverse college faculty and staff.
Raise the external and internal stature of the
college to a level that is considered
“preeminent” – surpassing all others;
distinguished in professional educator
preparation.
Maximize use of current college resources while
seeking to expand the college’s resource base.
Successfully obtain continuous national program
accreditation (NCATE/CAEP/CACREP) at the
basic and advanced levels by 2016.

Nationally Preeminent in
Preparing Professional
Educators: A Vision for the

RESOLUTION
UNIVERSITY OF WYOMING TRUSTEES COLLEGE OF EDUCATION
INITIATIVE
WHEREAS, as a land grant institution the University of Wyoming
College of Education (“College”) is charged with preparing K-12
teachers, counselors and administrators (“Professional Educator
Preparation”), and
WHEREAS, the policy of the University of Wyoming, Trustees College
of Education Initiative (“Trustees Education Initiative”) is to elevate
the College to the status of a preeminent College in Professional
Educator Preparation, and
WHEREAS, Elevation of the College will be a complex, long term
undertaking involving the Governor, the Legislature, the entire K-
12 community, the current and future leadership of the College
and resources of the University….


Envisioning A Preeminent
THE PRODUCT


THE IMAGE


THE FOUNDATIONAL FOCUS


THE CAPSTONE GOAL


Envisioning A Preeminent College of Education
THE CAPSTONE GOAL
Pillar 1


PILLAR ONE:
RENOWNED
 PROGRAMS: HIGH QUALITY
GRADUATES AND ALUMNI:
EFFECTIVE AND PASSIONATE
 FACULTY: RESEARCH
PRODUCTIVE. EFFECTIVE
TEACHERS, INNOVATIVE
 FACILITIES: FIRST CLASS
BUILDINGS AND TECHNOLOGY
 RESOURCE BASE: WELL
MANAGED, PRIORITIZED AND
ENRICHED
 LEADERSHIP: STRONG, FOCUSED,
SCHOLARLY, VISIONARY
INDICATORS
/METRICS
 REPUTATION
 RANKINGS
 AWARDS
 RECOGNITIONS
 ENDOWMENTS
 RESEARCH
FUNDING


THE CAPSTONE GOAL
Pillar 2

School and University
Partnerships
I’m convinced colleges and universities also must become more
actively engaged with the nation’s schools. We hear a lot these days
about how the schools have failed, and surely education must
improve, but the longer the debate continues, the more I become
convinced that it’s not the schools that have failed, it’s the
partnership that’s failed…Our great research universities simply
cannot afford to remain islands of affluence, self-importance, and
horticultural beauty in seas of squalor, violence, and despair. Here
then is my conclusion. At one level, the scholarship of engagement
means connecting the rich resources of the university to our most
pressing social, civic, and ethical problems, to our children, to our
schools, and to our teachers. ---Ernest L. Boyer, 1995


PILLAR TWO: CONNECTED
 OUTREACH: SYMPOSIA, CENTERS,
INTERNATIONALIZATION, SERVICE
 PARTNERSHIPS: WORLD OF PRACTICE
(K-12), WDE, IHE
 MARKETING: MESSAGING,
BRANDING, COMMUNICATION
 WORK CLIMATE: ENERGIZED,
COMMITTED, RESPECTFUL,
OPTOMISTIC, FUN
 RELATIONSHIPS: POLICY MAKERS,
CITIZENS, DONORS, BUSINESS,
ALUMNI, K-16 SYSTEM, UW
INTERNALLY, U.S. DOE, IES, FUNDING
AGENCIES, ETC.
INDICATORS
/METRICS
 SURVEYS
 FOCUS GROUPS
 RECOGNITIONS
 VISIBILITY
 FUNDING
 VALUED
 LEADERSHIP


THE CAPSTONE GOAL
Pillar 3


PILLAR THREE: IMPACTFUL
 RIGOROUS: HIGH EXPECTATIONS,
GOAL FOCUSED
 RELEVANT: STABLE CONSISTENT
FOCUS ON MISSION AND VISION
 EFFECTIVE: EVIDENCE-BASED, DATA-
DRIVEN, DEMONSTRATED OUTCOMES
 INNOVATIVE: PROBLEM SOLVERS,
ENTREPRENUERIAL, IMAGINATIVE,
CREATIVE
 VALUE ADDED : DEMONSTRATED A
PERCEIVED VALUE TO STAKE HOLDER
GROUPS
INDICATORS/M
ETRICS
 SELF STUDIES
 STRATEGIC PLANS
 ACCREDITATIONS
 PUBLIC PERCEPTION
 MAKING
 TESTIMONIALS
 SATISFACTION
 STUDENT
PERFORMANCE


Pillar 4
THE CAPSTONE GOAL


PILLAR FOUR: DISTINCTIVE
HALLMARKS
 EQUITY +
 EXCELLENCE
POSITIONING
 INTERSECTION: COMMON
GROUND
 BALANCING: WORKING OUT
THE TENSION BETWEEN
MORE THAN ONE DESIRED
OUTCOME
INDICATORS/METRICS
 DIVERSITY
 ACCESS
 SUPPORT
 INTERCULTURAL
COMPETENCE
 GRADUATION RATES
 HIGH PASS RATES (TPA)
 EMANICIPATORY
 TRANSFORMATIVE
 ADMISSIONS STANDARDS
 FACULTY AND STUDENT
ACHIEVEMENTS


THE CAPSTONE GOAL


THE PROCESS


A Preeminent College of Education: Envisioning the
Process
S.W.O.T.
ANALYSIS
SCOPE OF
CHANGE
PRIORITIZATIO
N
ACTION
PLANS
METRICS ENVISIONING
THE CHANGE
PROCESS


THE LEADERSHIP COMMITMENT


• Collaborative – Work with people in respectful
ways.
• Consultative – Treat faculty and staff as rich
resources to be fully used and trusted when
making decisions, plans, etc.
• Action Oriented – Git ‘er done!
• Go for the win-win!
• Listen and learn before acting.
• Get to know people and programs. What’s
working and not working.
American Jurist
Leadership Commitment


• Seek to understand before seeking to be understood.
• Maintain confidences.
• Earn trust over time.
• Be equitable, fair, and open to others’ ways of thinking,
knowing and being.
• Strategically position the UW COE to achieve
“preeminent” national recognition for professional
educator preparation!
“Right conclusions are more likely to be gathered out of a multitude of tongues than
through any kind of authoritative selection.”
Judge Learned Hand

• Always tell the truth
• Always tell more of the truth than you have to
• Always tell the truth before anyone asks you to
“Sharing information plays an important
part in how academic leaders generate respect.
Information is power, but it is a power best exercised
when it is expended, not hoarded.”
S. Fish, 2001 - Chronicle of Higher Education


“This is not to say that authentic leaders are perfect.
Far from it. Every leader has weaknesses, and all
are subject to human frailties and mistakes. Yet
by acknowledging their shortcomings and
admitting their errors, they connect with people
and empower them by:
 Pursuing purpose with passion
 Practicing solid values
 Leading with heart
 Demonstrating self-discipline
 Establishing enduring relationships


Possible Programmatic
Changes


Possible Programmatic
Changes
But there is a real danger that if we do not
clean our own house, America’s university-
based teacher education programs will
disappear. The Holmes report warned
decades ago of the consequences of
perpetuating existing weaknesses:
“Institutions preparing educators should either
adopt reforms that link their educational
contributions closely with schooling... or
surrender their franchise.”71


“The greatest danger for most
of us is not that our aim is too
high and we miss it, but that
it is too low and we reach it.”
~Michelangelo


D. Ray Reutzel, Ph.D.
Dean
ray.reutzel@uwyo.edu
307-766-3145
Dept. 3374 1000 E. University Ave.
Education Building, Room 6
Laramie, WY 82071-2000

Sheridan, WY - July 24, 2015

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