THE DEPARTMENT CHAIR AS SPEAKER OF THE HOUSE: SHARED AUTHORITY IN THE COMMUNITY COLLEGE DEPARTMENT

The department chair position is vital to the effective administration of both the academic unit and the entire college. Inherent in the roles and tasks of the individual position is a responsibility for consensus development, which in turn requires the involvement of faculty in decision-making activities. This consensual development dictates that faculty who are specialists in their particular academic disciplines be involved in decisions ranging from admissions and grading to institutional policy formation and cross-disciplinary curricula development. The current study was conducted to examine the perceptions of department chairs in the involvement of faculty in departmental decision-making.     

THE ROUNDTABLE ON HIGHER EDUCATION: CREATING A NORTH DAKOTA UNIVERSITY SYSTEM FOR THE 21ST CENTURY

The Roundtable on Higher Education brought together the key stakeholders of the North Dakota University System (a unified system of 11 colleges and universities, including 5 community colleges) to establish consensus on a common vision, a clear set of expectations and the results for which the system would be held accountable. The roundtable effectively engaged these stakeholders at the front end of the process in a manner that made them active participants and led to the stakeholders taking ownership of the effort. Although there was an element of risk in this approach, the benefits have far exceeded expectations. This initiative is resulting in the development of a new relationship between the University System and the state's executive and legislative branches, as well as a new relationship between the University System and the private sector. Roundtable members refer to this new way of doing business as "public and private partnerships built upon mutual trust and a common purpose." Building these meaningful partnerships has taken a considerable commitment in North Dakota, but the results will likely have a major impact on the future of the state. The Roundtable on Higher Education has reached a level of accomplishment beyond the expectations of the State Board of Higher Education, the college and university presidents and those directly involved in the roundtable. For example, the landmark and comprehensive legislation passed during the 2001 legislative session was virtually identical to what was submitted. The State Board of Higher Education has authorized an entirely new funding model for the University System (as recommended by the roundtable), and the legislature granted the University System "flexibility with accountability"--a change that will be vitally important to the system's ability to play an expanded role in growing the state's economy. One challenge will be to maintain the momentum of this initiative, as well as the engagement of key stakeholders, especially since the initiative does not have an anticipated end date. Rather, it will be an evolving process with continued involvement by the key stakeholders. As targets are met and needs change, new recommendations will need to be defined. A high level of commitment will be essential to realizing the full potential of the roundtable. It is anticipated, however, that the project's success will help sustain it. The fundamental concept of engaging key stakeholders in developing consensus upon which to build a visionary plan is not original, nor is it unique to this initiative. Executive and legislative branch leaders in a number of states are attempting to better connect the tremendous resources and power of their higher education systems to the public agenda of their respective states. What is original and somewhat uncommon about this initiative is the application of effective leadership principles that help transform "knowing what needs to be done" into "making it happen." This leadership component is, undoubtedly, the most critical factor in the success of the Roundtable on Higher Education to date.     

BETTER COLLEGE INFORMATION FOR STUDENTS: THE ROLE OF THE STATE TWO‐YEAR COLLEGE AGENCY

Prospective two‐year college students often lack adequate information on the range of educational alternatives available to them. Increasingly, state level agencies are playing a role in responding to that need. This article reports on a. national study of state two‐year college agencies to determine the extent and comprehensiveness of the postsecondary educational information they provide to students. Results indicate that most states have information they send to prospective students, but it varies widely in quality and often overlooks information students say they want to know. States with model information are identified.     

Promoting Completion Through Organizational Development and Process Improvement

In 2007, Tulsa Community College (TCC) joined the national Achieving the Dream (ATD) network, which is dedicated to developing data-informed interventions to increase persistence and completion among community college students. TCC’s participation in the national initiative set it down a path for positive institutional change, but it was the College’s restructuring of their internal work teams and their process improvements since 2011–2012 that have resulted in a sustainable system that will help retain knowledge and ensure successful leadership transitions. In 2013, TCC rebranded its modified ATD system as Completing the Dream, combining the goals of Complete College America with the action research principles of Achieving the Dream. Because of these efforts, the College is in a stronger position today than it has ever been to serve our students using evidence-based strategies, ultimately resulting in more college-educated citizens in the Tulsa area.     

The Level of Decision-Making,Perceived Influence,and Perceived Satisfaction of Faculty and Their Impact on Student Retention in Community Colleges

ABSTRACT

This study expanded on previous models that looked primarily at student and support factors related to student retention and examined other stakeholder group functions not previously reviewed in relation to student retention. The research question assumed that greater faculty participation in campus decision-making and faculty satisfaction would have been associated with a higher campus student retention rate. The non-experimental retrospective design examined the unanalyzed 2007 community college (CC) Changing Academic Profession (CAP) survey in relation to campus retention rates. The CAP captured faculty perceptions of whether faculty or non-faculty entities were the primary influence on decisions regarding academic matters, as well as a rating of faculty satisfaction. Analysis indicated that CC faculty rated their participation in campus decision-making versus non-faculty entities similarly to the ratings of faculty who had completed the CAP at four-year institutions. When compared with the 2007 retention rate per campus, only faculty job satisfaction was statistically significantly positively associated with student retention. Recommendations for future research include continuing to look at retention as an outcome of a multi-factorial model involving all campus stakeholders, and more research with retention as the outcome.     

School Leadership in Changing Cultural Contexts: How Mississippi Superintendents are Responding to Hurricane Katrina

In the wake of Hurricane Katrina, Mississippi Gulf Coast superintendents were faced with changes in their communities, schools, and school districts of a magnitude that they could not have imagined. This narrative study was based on multiple interviews conducted in 2005 and 2006 of 7 Gulf Coast superintendents. The study investigated how these superintendents have responded to the devastation of Katrina and how they perceive their leadership roles to have changed as a result. The study found that the superintendents have changed their priorities and focuses and have drawn on their personal strength and resilience to serve the people in their school districts and their communities.     

Quality in Kindergarten Classrooms: Observational Evidence for the Need to Increase Children's Learning Opportunities in Early Education Classrooms

Research Findings: Using observational data gathered in 730 kindergarten classrooms in 6 states, the present study focuses on the quality of children's learning opportunities in kindergarten classrooms. Findings show that overall, children experience moderate to low levels of quality in the areas of classroom organization and instructional support in kindergarten. Results are also presented in comparison to children's experiences in the pre-kindergarten year. These comparisons indicate that kindergarten children spend a greater proportion of the school day in language arts, math, and whole-group instruction and less time in centers than they do in pre-kindergarten. An examination of predictors of kindergarten classroom quality indicated that program characteristics (i.e., adult–child ratio, length of school day) and teacher psychological variables (i.e., beliefs and depressive symptoms) were stronger predictors of classroom quality than were teacher experience and educational background. Practice or Policy: Findings are discussed in terms of implications for children's academic and social development in kindergarten as well as for kindergarten teacher preparation and development.     

Treatment Fidelity Challenges in a Five-State Consultation Study

Consultation is a promising approach to creating change in early childhood programs, from innovations in instructional strategies to the enhancement of global program quality. Studies of consultation effectiveness have been hampered by limited reports of implementation fidelity related to consultation procedures. This article describes the challenges of supporting and measuring implementation fidelity in a 5-state study in which community consultants followed a collaborative consultation model to enhance global quality in childcare programs. The authors consider the limitations of using a randomized experimental design to study the effectiveness of consultation and share lessons learned in their efforts to enhance treatment fidelity without compromising the basic tenets of the model or the rigorous design.     

Scaffolded support systems: examining a multi‐tiered support plan protocol for struggling teacher candidates

Teacher candidates train in an educational world that has changed dramatically. The tensions and challenges that preservice teachers experience are a reality for teacher education programs and must be planned for. The authors from a teacher preparation program describe the steps they have taken to support more authentic and integrated work with teacher candidates who struggle in their performance during their licensure program. After implementing a program‐wide support plan protocol and professional action plan tool, we examined the issues that signaled the need for intervention, the types of supports provided, and the resulting program decision. We captured staff perspectives regarding the effectiveness of the support plan protocol and conclude with recommendations to support teacher candidates in acquiring the conceptual and technical knowledge, skills, and disposition needed to teach in today’s classrooms.