Teacher Licensure

Mission

The School of Education and Allied Professions will be recognized as the leading school of education in a Catholic university in the United States. The SOEAP will be particularly noted for its emphasis on preparing servant leaders for both Catholic and public schools, for the impact of its research in contributing to quality education for all children, and for its ability to educate allied professional personnel who can enhance quality of life decisions and experiences for children and adults. As a cooperative and collaborative scholarly community based on care, learning and justice, the SOEAP will emphasize its distinctive Catholic and Marianist educational and intellectual traditions.

Vision Statement

The vision of the School of Education and Allied Professions will be realized if the following are achieved through specific program objectives. Specifically, the SOEAP strives to:

·                      Educate distinctive graduates: Graduates will be knowledgeable professional practitioners who
            know how to work with others to create effective learning communities. They will be prepared
             to be successful in the emerging age of technological sophistication.

·                      Foster connected learning and scholarship. Learning and scholarship within the SOEAP will be
            of the highest quality and focus on problem solving that improves education. Students will know
            how to identify problems, analyze facts, and implement possible solutions based on an in-depth
            knowledge of “best” practice. Educational experiences will move beyond the classroom and
            will engage students and faculty through partnerships in unique ways in order to build stronger
            learning communities.

Create strong campus community. The faculty will work with a variety of “agents” to form
partnerships and to create collaborative, caring communities.

· Outstanding Resource Management. The programs of the school will be operated efficiently
and effectively.

Strategic Goals

Strategy 1: Create programs that enable graduates to distinguish themselves in their professional roles.

· Continue implementation of the Lalanne program and expand scope of the program

· Create and implement Urban Teacher Academy in collaboration with Dayton Public Schools
and selected charter schools

· Implement National Board Certification coursework for masters degree teachers

· Redesign concentration for Ph.D. students in school administration track of doctoral program

· Implement 48 semester hour program in school counseling that meets new state standards

· Redesign masters program in technology to ensure compatibility with K-12 needs and secure
adequate faculty resources

· Enhance role of Center for Catholic Education in providing leadership to Catholic educators

· Enhance staffing capability for higher education program to ensure program quality

· Develop specific distinguishing characteristics for each licensure area of teacher education

Strategy 2: Strengthen learning and scholarship opportunities to further enhance program quality

·                      Create on-line course for all new teacher education graduates so that they are offered
                       mentoring support in 2002-2003 and have UD resources as they begin professional practice as
                       teachers

· Create research agenda for doctoral students and faculty that results in systemic study of
selected educational topics of regional and national importance

· Create program opportunities that enhance arts and sciences interface with teacher education

· Create a partnership at selected K-12 schools that illustrate how technology can be used within
the context of a best practices model

Strategy 3: Build faculty capacity to ensure adequate personnel for providing strong programs

·                      Hire additional “in residence” staff for program areas where personnel resources are weak (e.g.,
            technology) to ensure adequate program support and fill vacancies created through faculty
            “absences”

· Provide support for women and minority faculty who wish to pursue leadership positions within
the School

· Strengthen professional development opportunities for children’s center staff

· Develop specific models for assessing the financial efficacy of newly developed on-line
programs

Identify approaches for achieving contribution margin that is defined as part of MMB model