Leadership
And
Learning
…
for
the best
educated
people
in
the world
New
York State Board of Regents and Its
State Education
Department
February 2005
THE UNIVERSITY OF THE
STATE OF NEW YORK
Regents of The University
|
|
Robert
M. Bennett, b.a., m.s.
Chancellor |
Tonawanda |
|
adelaide
l. sanford, b.a., m.a., p.d.
Vice
Chancellor |
Hollis |
|
diane
o’neill mcgivern, b.s.n., m.a., ph.d. |
Staten
Island |
|
Saul
B. Cohen, b.a., m.a., ph.d. |
New
Rochelle |
|
James
C. Dawson, a.a., b.a., m.s., ph.d. |
Peru |
|
Anthony
S. Bottar, b.a., j.d. |
N.
Syracuse |
|
Merryl
H. Tisch, b.a., m.a. |
New
York |
|
Geraldine
D. Chapey, b.a., m.a., ed.d. |
Belle
Harbor |
|
arnold
b. gardner, b.a., ll.b. |
Buffalo |
|
harry
phillips, 3rd, b.a., m.s.f.s. |
Hartsdale |
|
joseph
e. bowman, jr., b.a., m.l.s., m.a., m.ed., ed.d. |
Albany |
|
lorraine
a. cortés-vázquez, b.a., m.p.a. |
Bronx
|
|
john
brademas, b.a., ph.d. |
New
York |
|
james
r. tallon, jr., b.a., m.a. |
Binghamton
|
|
milton
l. cofield, b.s., m.b.a., ph.d. |
Rochester |
|
|
|
President of The University and
Commissioner of Education
Richard
P. Mills
Chief
Operating Officer
Theresa
E. Savo
Chief
of Staff
Kathy
A. Ahearn
Coordinator
for Organizational Effectiveness
Rebecca
L. Kennard
The
State Education Department does not discriminate on the basis of age, color,
religion, creed, disability, marital status, pregnancy, veteran status, national
origin, race, gender, genetic predisposition or carrier status, or sexual
orientation in its recruitment, educational programs, services, and activities.
Portions of any publication designed for distribution can be made available in a
variety of formats, including braille, large print or audiotape, upon request.
Inquiries regarding this policy of nondiscrimination should be directed to the
Department's Office for Diversity, Ethics, and Access, Room 530, Education
Building, Albany, NY 12234. Requests for publications should be made to the
Department's Publications Sales Desk, Room 309, Education Building, Albany, NY
12234.
Who
We Are
The University of the State of New York
(USNY) is the most complete, interconnected system of educational services in
the United States. Its origins date
back to 1784 with the creation of the Board of Regents to oversee Kings
College (now Columbia University) and to the Unification Act of a century ago.
In 1904, Governor Theodore Roosevelt proposed the creation of a department under
the Regents with the responsibility for all education in the State. He said education should be “unified for the sake of greater efficiency,
economy, and harmony.”
Today,
USNY includes: 7,000
public and private elementary and secondary schools; 248 public and independent colleges and universities; 251
proprietary (for-profit) schools; nearly 7,000 libraries; 750 museums; the State
Archives, Library and Museum; vocational rehabilitation services for adults with
disabilities; special education services for children and teenagers; State
schools for the blind and for the deaf; 25 public broadcasting facilities; and
more than half a million professionals practicing in 44 licensed
professions.
USNY
means education. The pathways to a good education in New York State are through
its institutions. USNY can and does educate millions of people of all ages. USNY
means high standards − for schools, museums, colleges, libraries, public
broadcasting, archives, professions, vocational rehabilitation programs, and
other institutions. USNY is about
potential − to collaborate, innovate and create new knowledge. Finally, USNY is about membership in a
great endeavor, and that membership carries both rights and responsibilities.
For example, higher education institutions exercise a right when they confer
degrees, and fulfill a responsibility to their communities when they collaborate
with local schools to improve instruction.
The Board of Regents and its State Education
Department are constitutionally responsible for setting educational
policy, standards, and rules – and are legally required to ensure that the
entities we oversee carry them out.
The Regents and the Department also provide leadership to The University
by drawing attention to major problems and by bringing all parts of USNY
together to create solutions.
Taken together, the members of USNY and its
governing Board comprise a vast resource of knowledge, talent and leadership
vital to advancing the State’s economic competitiveness and promoting the well
being of New Yorkers.
Our
Challenge
Despite a decade of progress and many instances of
excellence, New York’s educational system today faces two critical problems that
demand urgent attention. First, we
face a great divide in educational opportunity and achievement along lines of
income, race and ethnicity, language, and disability. Second, New York − and the nation − are not keeping pace with growing demands for still
more knowledge and skill in the face of increasing competition in a changing
global economy.
Closing
the achievement gaps must begin with the fundamental belief that all learners
can reach higher standards. It requires that we set high expectations and employ
powerful strategies that build on the success of many USNY institutions that are
working to close these gaps.
Overall,
too few people are completing their education with the skill and knowledge that
will be needed among the workforce. Experts estimate that by 2020, America will
be unable to fill 14 million of the most skilled, highest paying jobs because
there will not be enough qualified people.
Raising
achievement throughout the State’s educational system is important to all of us.
When some are left behind, all of us ultimately suffer – from the failure of
America’s classic commitment to opportunity for all, from competition with
others who educate their citizens to higher standards, from a lagging economy,
from a society in greater stress. Only when achievement gaps are eliminated and
the overall performance improves will our State and nation have the resources on
which our economic future depends. Only then will all New Yorkers have the
choices in life that they deserve.
Woven
throughout the plan is our commitment to confront problems and create solutions
through a focus on setting high standards, building capacity, promoting
collaboration and accounting for results – whether it is for students,
institutions, or the staff of the State Education Department. This commitment
guides the work we do throughout all areas of the Department’s
responsibilities. This plan does
not mention all the services the Department will perform.
Detailed plans for each major program area flow from this broad
plan.
Our
Mission
To
raise the knowledge, skill, and opportunity of all the people in New
York.
Our
Vision
We
will provide leadership for a system that prepares the best educated people in
the world.
We will do
this by:
·
Setting
goals and standards of excellence;
·
Ensuring
educational opportunities throughout a lifetime;
·
Seeing
that everyone has the opportunity to gain skills for work, citizenship, and
individual growth;
·
Building
partnerships for success;
·
Having
the courage to speak up for the educational needs of all people;
and
·
Maintaining
a collaborative partnership between the Board of Regents and staff of the State
Education Department.
We will be
known for:
·
A
quality of work that is a model of what we expect of
others;
·
Persistence
in pursuit of our goals;
·
Integrity;
·
High
productivity;
·
Responsiveness;
and
·
Being
a good place to work.
REGENTS
GOAL
All students
will meet high standards for academic performance and personal behavior and
demonstrate the knowledge and skills required by a dynamic world.
Performance
Measures:
·
Percentage
of children entering kindergarten knowing sounds and letters
·
Percentage
of students meeting standards on State examinations
·
Percentage
of ninth graders graduating high school within 4 years
·
Number
of individuals with disabilities who have received vocational rehabilitation
services and have successful outcomes
Key
Strategies:
1. Promote
the grade-by-grade Math and English Language Arts
standards.
2. Distribute
detailed curriculum resources in Math and English Language
Arts.
3. Expand
research-based reading programs statewide.
4. Develop
policy and practice to ensure that the high school diploma signifies readiness
for citizenship, work and adult responsibility.
5. Implement
the school improvement strategy, regional support networks and academic
interventions for low performing schools.
6. Strengthen
the use of library, museum, archives and public broadcasting resources to
support learning.
7. Implement
grade-by-grade testing.
8. Implement
the Statewide Student Data System and Comprehensive Special Education
Information System.
REGENTS
GOAL All
educational institutions will meet
Regents high performance standards.
Performance
Measures:
·
Percentage
of schools meeting Annual Yearly Progress standards
·
Number
of schools on SURR list or identified as In Need of Improvement
·
Number
of districts identified as being in financial stress
·
Percentage
of applying museums and historical societies achieving an absolute
charter
·
Number
of public libraries which become voting public library
districts
·
Percentage
of teacher education institutions achieving the established pass rate on teacher
certification examinations
·
Progress
on implementation of postsecondary education sectors’ master plans after four
years compared to the original plans
Key
Strategies:
1. Implement
middle school reforms.
2. Begin
high school reforms.
3. Implement
a system of fiscal indicators for school districts.
4. Simplify
school district reporting mandates.
5. Require
corrective action for teacher education programs that fall below the established
pass rates on certification examinations. Review need to increase the pass rates
or otherwise strengthen the examinations.
6. Implement
the Statewide Plan for Higher Education.
7. Put into
place a new approach for State Aid to Schools.
8. Strengthen
local school districts’ capacity to use data to improve instruction.
9. Develop
instructional leadership at all levels.
10. Provide
training and guidance on internal controls and fiscal fitness to school
administrators and school boards.
11. Provide
guidance and training to help cultural institutions and local government records
programs meet standards.
12. Expand
the capacity of colleges and universities to educate students with
disabilities.
13. Convene
USNY leaders to promote stronger collaboration across institutions to improve
instruction and learning.
14. Conduct
forums for educators and business leaders to collaborate on challenges shared by
the education and the workforce systems.
15. Partner
with health and mental health organizations to remove barriers to learning.
16. Expand
the capacity of the vocational rehabilitation system.
REGENTS
GOAL The public
will be served by qualified, ethical professionals who remain current with best
practice in their fields and reflect the diversity of New York
State.
Performance
Measures:
·
Percentage
of teachers teaching subjects for which they are
certified.
·
Percentage
of elementary schools with certified library media specialists
·
Cycle
time for determinations of summary suspensions for licensees who pose imminent
public harm
·
Percentage
of licensed professionals who receive guidance information on professional
practice issues from the Department
·
Enrollment
trends in graduate science programs
Key
Strategies:
1. Recruit
librarians in all fields, including school librarians.
2. Assess
progress on the Regents teaching policy.
3. Recruit
and prepare more teachers of mathematics, science, special education, and
English language learners and then retain them once they are in the classroom.
4. Coordinate
implementation of the recommendations of the Regents Task Force on Nursing.
5. Increase
access to graduate and professional education programs.
6. License
and regulate the six new professions established by statute in
2002.
7. Develop
practice guidelines for the licensed professions.
REGENTS
GOAL Education, information, and cultural
resources will be available and accessible to all people.
Performance
Measures:
·
Percentage
of students with disabilities in different educational settings
·
Number
of 4 and 5 year olds residing in school districts without pre-K or
full-day kindergarten programs
·
Number
of New Yorkers without local public library service
·
Number
of on-site and electronic users of the State Archives, Library and Museum
resources
·
Number
of collections about under-documented groups preserved and made accessible for
teaching and learning
·
Percentage
of selected Department customer service transactions available via the
internet
·
Net
price for full-time students from low income families to attend a NYS public
postsecondary institution
·
Percentage
of schools and libraries with broadband connections
·
Percentage
of elementary and middle schools with librarians and media
specialists
Key
Strategies:
1. Review
early childhood education policy and practice so that all children get a good
start.
2. Make
prekindergarten universal.
3. Build
capacity to educate children with disabilities in the least restrictive
environment.
4. Promote
greater accessibility in the design of curriculum materials and instructional
practices.
5. Increase
the pre-employment training and employment opportunities for vocational
rehabilitation consumers.
6. Increase
access to postsecondary education for historically underrepresented
students.
7. Oversee
the renewal of the State Museum exhibition and education
programs.
8. Expand
the Documentary Heritage program.
9. Expand
the Department’s use of the Internet for customer service, data collection and
reporting, dissemination of information, and educational content.
10. Develop
a technology strategy based upon recommendations approved by the Regents from
the USNY Technology Policy and Practices Council.
REGENTS GOAL Resources
under our care will be used or maintained in the public
interest.
Performance
Measures:
·
Progress
on securing site, architectural work and construction plans for a new cultural
education facility compared to planned timetable
·
Progress
on the renewal of State Museum exhibits and renovations of the State Library
compared to plan milestones
·
Ratio of
vocational rehabilitation funds expended to wages earned, taxes paid, and public
assistance savings for consumers who are rehabilitated
·
Percentage
of the Department’s priority information technology projects which are on time
and on budget
·
Cycle
time for selected Department services
·
Percentage
of customers indicating they are satisfied with selected SED
services
·
Percentage
of the Department’s discretionary funds that are awarded to low-performing
schools and high need districts
Key
Strategies:
1. Transition
the Department’s financial systems to web-based technology to improve efficiency
and reliability.
2. Ensure
the Department’s operations are effective, efficient, and are in compliance with
State and federal laws and regulations.
3. Improve
the articulation between the Department’s financial systems and those of other
NYS agencies.
4. Reduce
cycle time for specific Department services.
5. Maintain
secure controls over the information contained in the Department’s databases.
6. Complete
priority information technology projects to improve key Department services and
enhance information available for policy decision-making.
7. Complete
renovations of the State Library and State Museum.
8. Implement
the new research and collections facility plan.
REGENTS
GOAL Our work environment will meet high
standards.
Performance
Measures:
·
Percentage
of Department staff participating in professional development programs and the
percentage of those staff who rate those programs as useful to their
jobs
·
Demographic
trends in the Department workforce
·
Percentage of
Department employees who indicate satisfaction with quality of the work
environment
·
Percentage of
OSHA and PESHA occupational workforce standards that Department facilities
meet
Key
Strategies:
1. Expand
professional development offerings for all staff based on Department and
employee needs.
2. Enhance
workforce planning so that the Department is prepared for the
future.
3. Increase
staff diversity.
4. Improve
the health, security, and safety of the Department’s facilities statewide.
Extending and Using the Plan
Check Performance and Find
Ways to Improve
Staff
is using performance measures to assess the quality of our services. Where results fall short, we are
identifying opportunities to improve. We have already found ways to do our work
faster, cheaper, and with better results for our customers. Clearly, however, we can and must do
more.
Report on
Results
This plan is the yardstick to
measure performance for both the State Education Department and for the entities
that constitute The University of the State of New York. Within the Department, we are using
performance data to inform decisions and hold management accountable. The Commissioner continues to conduct
quarterly performance reviews for each area of the Department. Performance agreements for individual
managers now include quantifiable expectations about desired results. The Board and Department staff will
build upon current efforts to communicate widely about efforts, progress, and
results as evidence of our willingness to be held publicly accountable.
Align Budget
Request and Legislative Program
This plan forms the rationale
for the Department’s annual State budget request, the Regents State legislative
program and federal education policy positions.
Communicate and Advocate our
Strategic Directions
The plan’s goals are the
hallmark of all our communications, thus reinforcing our priorities and building
the foundation for a statewide consensus around a framework for educational
reform.
Modifying the Plan
This is the fourth strategic
plan. As we did with all the other
editions, we will revise the plan as we build a record of further
accomplishment.
