Strategy 4.0: Recruit, develop, support, and retain high-quality CTE teachers and faculty.
This strategy can be implemented by:
4.1 Developing strategies to educate, recruit, and retain quality CTE teachers, faculty, counselors, advisors.
a) Identify faculty shortages by career area at all levels of CTE instruction.
b) Identify core competencies for CTE instructors to serve as a guide in training, hiring and evaluation.
c) Develop strategies to "grow our own" teachers and faculty.
d) Improve strategies to retain current CTE teachers and faculty.
e) Promote effective strategies to attract qualified CTE teachers and faculty from elsewhere, as necessary.
4.2 Expanding strategies for effective professional development and mentoring.
a) Plan for both CTE and academic teachers in CTE professional development opportunities.
b) Provide training in integrating academic and CTE course content.
c) Incorporate training in career planning strategies into preparation programs for current and future teaching and
counseling staff.
d) Require industry-trained teachers to attain classroom instruction, curriculum, and assessment skills.
e) Train educators in successful strategies for involving parents in the development of student career plans.
4.3 Improving and streamlining credentialing processes for CTE instructors.
a) Identify appropriate industry standards for certification of CTE educators.
b) Include K-12 CTE teachers in alternate certification initiatives.
c) Expand Type M limited certificate criteria to recognize CTE qualifications for Type A certified secondary teachers
endorsed in other specialty areas.
d) Develop and require “endorsement” or “area of emphasis” in teacher training programs by industry and education.
e) Promote development of CTE teacher preparation programs in Alaska.
4.4 Expanding CTE leadership opportunities.
a) Support the development of local, regional, and state CTE leadership roles.
b) Sponsor professional learning communities for professional growth and development of CTE leaders.
c) Develop and implement CTE leadership programs and courses.
This strategy can be implemented by:
4.1 Developing strategies to educate, recruit, and retain quality CTE teachers, faculty, counselors, advisors.
a) Identify faculty shortages by career area at all levels of CTE instruction.
b) Identify core competencies for CTE instructors to serve as a guide in training, hiring and evaluation.
c) Develop strategies to "grow our own" teachers and faculty.
d) Improve strategies to retain current CTE teachers and faculty.
e) Promote effective strategies to attract qualified CTE teachers and faculty from elsewhere, as necessary.
4.2 Expanding strategies for effective professional development and mentoring.
a) Plan for both CTE and academic teachers in CTE professional development opportunities.
b) Provide training in integrating academic and CTE course content.
c) Incorporate training in career planning strategies into preparation programs for current and future teaching and
counseling staff.
d) Require industry-trained teachers to attain classroom instruction, curriculum, and assessment skills.
e) Train educators in successful strategies for involving parents in the development of student career plans.
4.3 Improving and streamlining credentialing processes for CTE instructors.
a) Identify appropriate industry standards for certification of CTE educators.
b) Include K-12 CTE teachers in alternate certification initiatives.
c) Expand Type M limited certificate criteria to recognize CTE qualifications for Type A certified secondary teachers
endorsed in other specialty areas.
d) Develop and require “endorsement” or “area of emphasis” in teacher training programs by industry and education.
e) Promote development of CTE teacher preparation programs in Alaska.
4.4 Expanding CTE leadership opportunities.
a) Support the development of local, regional, and state CTE leadership roles.
b) Sponsor professional learning communities for professional growth and development of CTE leaders.
c) Develop and implement CTE leadership programs and courses.