Unit Leadership and Authority
The Dean, Dr. Paul Beare, is the Chief Administrative Officer of the unit and provides leadership to ensure that the budget and supports exist to allow for teaching, scholarship, and service. The work of the Unit extends into the P-12 community through partnerships and service. Resources allocated to faculty to coordinate programs or be partnership liaisons provide support to research-proven, high-quality candidate preparation in the field. Support to faculty through development monies for research and sabbaticals provide opportunities for work with school partners.
Kremen School Structure and Governance System
Figure (6.4.b) shows the organizational structure of the Kremen School. Policies and procedures related to school governance can be found in the following documents:
Academic Policy Manual (6.4.a)
Plan for Excellence IV Strategic Plan (6.4.a)
Constitution for the Kremen School (6.4.a)
Kremen Strategic Plan (6.4.a)
KLASSI (Standard 2)
The Faculty Assembly of the Kremen School has a Constitution (6.4.a) and elects a chairperson each academic year. The constitution delineates the roles of the officers and committees of the school. These committees include admission and standards, research, development, and basic credentials. The constitution was updated in 2013.
The Dean, Dr. Paul Beare, is charged with final responsibility and authority for decisions in Kremen School and the Unit. He is extensively involved in a variety of functions that support the development, implementation, evaluation, and modification of all credential and master’s degree programs. He frequently consults with department chairs, program coordinators, and individual faculty to address programmatic and other issues either individually or in meetings. The Dean also makes recommendations related to tenure and promotion, and for the evaluation of staff. The Dean has the authority to delegate responsibility and authority to faculty and does so according to approved policies. When Task Force Committees are constituted (e.g., Single Subject Redesign Committee) the Dean includes faculty outside of Kremen and practitioners for input on design, delivery and evaluation.
The Dean also is on the Board of Governors for The Renaissance Group, the Executive Committee for the Teacher Education Consortium of State Colleges and Universities (TECSCU), the AACTE Governmental Relations Committee, and the Board of Pivot Learning Partners, a large non-profit school reform agency. He is past chair of the CSU Education Deans and currently is on its Executive Committee.
The Associate Dean, Dr. James Marshall, is assigned both programmatic and operations responsibilities and works closely with the Dean in administration of the unit. He is primarily responsible for administrative functions associated with admissions, records, credentialing, lab operations, accreditation, purchasing, and facilities. He also has responsibility for special programs, program planning and development, grants and contracts, international programs, the doctoral program, and recruitment and retention.
Assistant to the Dean, Dr. Sara Lam, has duties that include serving as the Dean’s representative on the Research Committee and Equity Committee. The Assistant Dean’s primary responsibilities include student and faculty personnel matters and international recruitment. Dr. Lam also coordinates the School Counseling Program.
The Dean has specifically provided leadership and support for professional development related to effective teaching practices, improved services to diverse learners (EL and SPED), Common Core, Linked Learning, co-teaching, and others. This support is offered across the unit and has included planned visits to districts, presentations, discussions, webinars, and conference attendance. Follow up from trainings includes syllabi, instructional, and assignment changes.
The university budget (6.4.e) is decentralized and allocates adequate resources for the Unit’s work. Additional resources are used to extend the work such as through the Teacher Residency program. The Dean is responsible for allocating funding to the departments and other entities. He consults regularly with department chairs, the School’s budget committee, and faculty on budget issues. Staffing consumes the majority of the funding and the remaining is allocated to the four departments and other entities for general operations. Funds allocated to the Dean’s office are used to cover maintenance cost, master teacher expense, contract buyouts, INTERESC operations, Chancellor’s Fellowship, and general expense of the administrative offices of the Kremen School. Additional income that allows the unit to function comes from grants, development, and doctoral reimbursements that totals approximately $1,000,000. (6.4.f) Budgets of comparable units are provided. (6.4.g)
The unit budgetary allocations permit faculty teaching, scholarship, and service to support high-quality work within the Unit and the school partners. The Dean has utilized discretionary money to release faculty from teaching to develop courses, provide for liaison time for partnerships, support Linked Learning infusion work, implement co-teaching, provide time for program and assessment coordination, and has supported counseling centers. Faculty scholarship has been specifically targeted through Provost, endowment, and development monies. Faculty apply for the funds to do their research and writing. Evidence of this support is seen in an increase in articles/publications from the faculty.
The university has established workload policies for both faculty and staff. (6.4.h). The faculty workload policies allow each professor 3 units for service/research with 12 units of teaching or equivalent. Additionally, many if not most full time faculty received additional administrative release time. Release time is assigned for purposes of department leadership, program coordination, partner school support, assessment activities, and research. The Retention and Tenure Policy (RTP) includes an approved plan for teaching, research, service and collaboration where work in and with schools is encouraged.
Part-time faculty are purposefully hired by the departments to meet specific course and program needs (6.4.h) and contribute to the Unit. They are included in all appropriate professional development and attend meetings as they are available. Clinical faculty are from both the tenure-track faculty and part-time faculty. They are selected for their experience with the program and subject matter and almost all have recently worked in school districts. Supervision ratios are established to ensure that the competencies at each level are supported and that mentoring of candidates is sufficient.
Unit faculty are assisted by a large number of support staff. Within Kremen School there are 41 full time staff working alongside the 80 full time faculty, the highest ratio in the University, to provide assistance in scheduling, accreditation, assessment, technology, advising, and other tasks. This support allows faculty the time to enhance their teaching, provide more advising, and collaborate with local districts and service providers.
Both the university and Kremen School support the professional development of faculty and staff to engage in dialogue and energize skills. The APM specifically addresses this element through its language on "the retention, tenure and promotion" and asserts that faculty development is an important priority for all levels of the University and those levels "shall provide appropriate material resources to foster and support professional development." The Center for Teaching, Learning and Technology (TLT) is designed to coordinate and inform the campus of events related to teaching and learning, bring together faculty with shared interests, promote workshops and lectures on teaching and learning topics, and encourage research into topics related to university curricula and classrooms.
The Unit administration encourages the continuous learning and ongoing professional development of faculty through a variety of activities designed to address three major goals; 1. enhance the development of human potential among the faculty, 2. stimulation and support of the inquiry process, particularly as it is embodied in educational research and evaluation activities, and 3. development of the capacity of the Kremen School and its faculty to identify and address new initiatives that relate to the school’s overall mission and goals. Current focus of professional development is related to Common Core and Linked Learning.
During the past five years, all faculty have been allocated an average of $1500 each year for professional travel to attend conferences, present papers, conduct research, participate in faculty development programs, and engage in other activities that will support their teaching and scholarship. Probationary faculty are fully supported for all conference presentations. TLT offers grants to support development of web-based courses. International has also been supported when specific goals are targeted such as increase of international graduate students.
The University has outstanding facilities to enable programs to provide appropriate instruction and experiences for students. Lecture and lab rooms are assigned to and managed by individual schools and are based on school programmatic needs. Large meeting/conference rooms are available through scheduling with appropriate university offices. (6.4.i)
All Kremen School academic and support personnel are housed in the Education Building, a 120,000 sq ft facility. Building resources include thirteen lecture/seminar rooms, five methods classrooms, and three computer classrooms. To address increasing needs for access to technology in the classroom, fourteen of the classrooms in the Education building are Smart Classrooms which are defined as teaching/learning spaces with a access to the Internet, a video/data projector, and document camera. Three classrooms in the Education building and the Video Production Center have distance-learning capabilities and two rooms have teleconferencing and distance learning capabilities that are reliable for connectivity, speed, and confidentiality. (6.4.i/6.4.j) All partner sites are equipped with the needed technology either through the district or through the university. The university has provided SmartBoards, projectors, computers, and doc cameras at the partner sites.
In 2012, Room 157 was equipped with the latest in technology including six Smartboards, six digital projectors, five pods of six computers, and one flat-screen HDTV. All devices can be controlled remotely through an Apple TV transmitter and allows faculty to model the use of technology and candidates to practice its use for instructional purposes. Recently, Apple Computer Corporation as sent new executive hires to Fresno State to specifically visit Room 157 in that they view it as perhaps the most advanced computer classroom in the nation.
The Instructional Technology and Resource Center (INTERESC) supports University faculty, staff, and students in the use of technology including, but not limited to: the use of audio, visual, computers, and video equipment; reservation of classrooms, laboratories, consultation rooms, the TV Studio and the use of equipment for the preparation of instructional materials. The Resource Center catalogues and maintains collections, supports the NASA San Joaquin Valley Teacher Resource Center and the Bonner Civic Education Collection. (6.4.i)
The INTERESC Director, Professor Otto Benavides, is a Apple Distinguished Educator and Past President of the International Council for Educational Media and Chair of the International Student Media Festival. He is in constant demand as a speaker and consultant on instructional technology.
Unit Resources including Technology
The Unit provides resources to support high-quality and exemplary projects to ensure that candidates meet standards, faculty are supported, and that needed assessment data and reports are developed. Coordinator time is a primary resource to ensure programs are of high quality and that standards are met and exceeded. Their time is also needed to collaborate with subject matter faculty and school district personnel. KLASSI, the unit’s assessment system, is supported through time for the Assessment Coordinator and through it’s importance as elevated by the administration. Resources are also provided for the FAST (TPA) implementation, for assessment reports, and to research faculty for analysis of data.
Programs in the unit have served as an information technology resource beyond our faculty through the participation in statewide webinars with other institutions and agencies, professional development to districts, in partnership program collaboration, and through conference presentations.
The Henry Madden Library is a resource open to the faculty, students and the community. It was newly expanded in 2009 and is the largest academic library between Sacramento and LA. (6.4.i) It offers numerous electronic databases that provide indexed journal articles in all fields that students can access remotely. It has a number of special collections including the Arne Nixon Center for Children’ Literature and the Curriculum/Juvenile collection. In addition each school or college has a library liaison assigned to them as a primary resource to students and faculty in that unit.
The above information related to Standard 6 provides a summary of activities that have led to target performance. Governance, leadership, and resources are allocated to meet and exceed standards and to become a national leader in educator preparation. Assessment data (KLASSI) are used to improve program quality as evidenced to improve candidate performance. Extensive use of the data from the SEPTPP has been employed to make modifications to programs and to improve candidate performance as rated by their employer after one year of teaching. These changes are documented in the IAPs and the Biennial report (Standard 2) and have been shared through multiple journal articles. The Dean and Budget Committee allocate resources based on assessed needs.
Gaining and maintaining the resources to provide exemplary programs is an ongoing plan for the unit administration. The Kremen School continues to install additional software to serve the ever expanding needs of the candidates in their personal mastery of technology to increase the repertoire of skills and plans to upgrade additional rooms in the building to the state of the art level as the budget permits. The Dean will continue to support the expansion of partnerships in preparation and teacher residency programs.
Unit Leadership and Authority