In a responsive model of instruction, teachers seek out and include examples of achievements from both genders. While women have come a long way since the days of Dr. Edward Clarke, it is still difficult to find a curriculum that reflects an equitable picture of female accomplishments. Progress has been slow to incorporate gender-fair terminology into textbooks. Girls need to read about role models in science and mathematics — not just see pictures of women in lab coats with occasional references to females in the text.
The accomplishments of minority women, women with disabilities, local women from the community, and working class women all are important to help present a complete, realistic and equitable picture of female role models in society. It is valuable for young women to see the variety of ways in which females can impact their communities and their society, regardless of race, ethnic background or financial status. Teachers help overcome gender inequities and change present perceptions by presenting accomplishments, and experiences, of both men and women.
A balance of the particularistic and the inclusive is required. It is not healthy or productive to promote the historical female experience as completely negative — or to emphasize the struggles and minimize the triumphs — such an approach presents an unrealistic picture and may produce bitterness. Nor is it positive to emphasize men as the “oppressors” — this fosters resentment. Balance promotes equitable, respectful, and cooperative relationships with men in society.
There are many important reasons to emphasize women’s achievements. One of the most important is to build girls’ self-esteem. Blame the magazines, the movies, the models — blame Barbie — pin it on the pin-up girls, but the fact remains: girls struggle with the mixed messages about body image. Particularly impressionable adolescent girls struggle with bulimia, anorexia and the obsession with weight, and sometimes self-inflict injuries and other damage to their bodies.
Many girls who are bulimics and/or cutters have indicated that these actions are the only aspects of their lives over which they have control. Teachers lack the ubiquitous influence of the media to manipulate girls’ self-image. Advertising often pitches to the fundamental needs of the subconscious mind. Sex sells, to be frank — and while we cannot deny it, we do have some means to counter it.
Girls must be guided to see their potential in areas other than the physical. One helpful strategy is to acquaint young girls with the accomplishments of great women, including: Phyllis Wheatley, Marian Wright Edelman, Rosa Parks, Clara Barton, Mary Shelley, Jane Addams, Shirley Chisholm, Elizabeth Blackwell, Sacagawea, Wilma Mankiller, Isabel Allende, Deborah Sampson Gannett, Dolores Huerta, Frida Kahlo, Maya Angelou, Sonia Sotomayor, Margaret Sanger, Unity Dow, Sally Ride and other women who overcame great odds to be strong and successful.
Each of these women are a standout figure in history or in society because of her hard work, her inner strength and her determination. In a society where supermodels and sex appeal are overvalued, adolescent girls must be reminded of their important inner qualities.
When Alan joined my class in September, I knew he needed help.
So did I.
Alan had lived in an orphanage ever since he was an infant and faced many challenges: he was older than the other kids and did not want to play with them. He didn’t use words – although he could make sounds. He was very different from his classmates and stayed to himself.
But then, every afternoon he was a bundle of energy, imitating the barking of a dog and crawling on the floor around his classmates at circle time. He also had a passion for shredding my teaching materials.
I didn’t know what to do.
That was 1978. I was teaching half-day kindergarten classes in a New York school that year to 33 five-year-olds in the morning and to another 30 youngsters in the afternoon.
I had no assistant, and safety was my first priority. I referred Alan for an evaluation to see if he was eligible for special education services.
From my perspective as a teacher, school administrator and professor of special education – who has followed this nation’s journey toward equal educational opportunities – I believe this law enabled many young kids with disabilities, like Alan, to lead more productive lives.
What it was like in the 1970s
Back in the seventies, educating kids with special needs in regular schools was a new concept.
Before the law came in, 1.75 million children with disabilities were completely excluded from public schools. And of the three million children with disabilities who went to school, many did not receive an education that was appropriate to their needs. Most often they were taught in special classes or state-supported schools.
Children with mild visual or hearing problems, speech impairments or mild intellectual disabilities could spend at least some time in regular classes. But those who were totally deaf or had moderate intellectual difficulties were not allowed in regular classrooms.
They were sent to separate schools or institutions – even if they did not need to be in those settings.
Some states even had strict laws excluding children who were considered “crippled,” “feebleminded” or “emotionally disturbed” from public education, based only on their “handicaps.” It was not unusual for them to be institutionalized.
The general belief was that children with a disability could not learn. Parents who could afford to pay sent their kids to private schools that provided special services through nonprofit organizations such as the Easter Seals Association or The Arc that were set up by parents early on to advocate for their kids.
The education of these children became an issue of public concern in their home communities only if there was enough money. At the time, education for children with special needs was seen to be more of a matter of privilege and not a right.
What changed with a new law
Once the EAHCA came in, however, it made the right to education a reality for students with disabilities across the United States.
It helped kids receive an Individualized Education Program so they could be taught the skills they needed in class or on the playground.
In Alan’s case, his special education teacher assessed his strengths and weaknesses – he needed to learn to recognize letters and numbers and learn to play with others. She also experimented with different teaching approaches and kept data on what he could and couldn’t do so she could target his learning problems. In addition, he received services from the speech-language therapist.
I remember, thanks to these services, Alan made good progress that year.
As this was 1978 and kids with special needs were rarely taught in regular classrooms, Alan never returned to my kindergarten class. He was taught in a separate special education classroom.
A great deal of activism on behalf of people with disabilities led to this change. The term “handicapped” implied dependence. Its origins went back to medieval times, when the only source of income for many people with disabilities was begging with a cap in hand.
Putting the word “individuals” before the word “disabilities” in the title was also preferred as an example of “person-first” language. This implied that people were not to be defined by others only by their disability.
Several other changes were made as the law evolved: In 1986, it came to include services for children under six years old. In 1990, it incorporated services for older students to get help planning their transition to college, work and life in their communities. And in 1997, Congress reauthorized the law to increase accountability.
As a result, IDEA 1997 came to incorporate new goals – such as getting kids ready for school, improving academic achievement in reading and other subjects, increasing graduation rates, bringing in highly skilled teachers, making schools safer and building stronger partnerships with parents.
These changes meant that more kids could be taught in the regular classroom – they could access school activities and the same general curriculum as other students without disabilities.
Consequently, for the past 40 years, public schools in the US have been required to make a free, appropriate, public education available to all children with disabilities.
Way forward
I imagine if Alan were in school today, he would be one of 6.4 million students in the US who receive IDEA services from birth to age 21. He would also likely be among the 95% of special education students taught in public schools who spend some part of their school day in regular classes.
I would also like to think that if Alan were born today, he would not be given up for adoption. His parents would learn to care for him with support from early intervention services for infants and toddlers.
He would be included in a local preschool program where he could learn to be with other kids and feel safe. That would help him get ready for his first day of kindergarten.
But he would also be facing some challenges.
In my experience, educating students with disabilities is complex. Too often, effective techniques and materials are not used in schools. And even when students are included in regular classes, they are not taught appropriately.
In 2004, changes were made in the law to overcome low expectations for these students. Today, the good news is that dropout rates for students with disabilities have decreased – 64% of special education students now graduate with a regular high school diploma.
But the sobering news is the reading and math performance of many students is well below proficiency.
The challenge is for teachers and school administrators to make sure students with disabilities in their schools are taught in ways that are proven by research to improve their learning.
Special education students need the extra services provided by IDEA to develop, learn and succeed. Without the extra interventions and personalized support, the performance of many is unlikely to improve. Unfortunately, this isn’t happening in enough schools.
The issue is, special and general education teachers need to work together for these students to make appropriate progress. They need to be sure they respond not only to their students’ academic needs but also to their social and personal needs. To do that, school administrators need to help their teachers build the will and the skills to work together.
I’ve been through this journey for 40 years. And I am celebrating the birth of IDEA today. For when I think about Alan, I recall the impact it made – on him and many others.
Jean Crockett, Professor and Director of the School of Special Education, School Psychology, & Early Childhood Studies, University of Florida
With a staggering 90 percent of LGBT students experiencing verbal harassment related to their sexual orientation, it is obvious that Lesbian, Gay, Bisexual and Transgender, or LGBT, students have additional barriers to overcome. Dealing with discrimination toward LGBT students is a very real concern for teachers and though students have come a long way, they can still be cruel to those that they perceive as different. Peers of LGBT students frequently single them out for bullying and physical and verbal abuse.
Bullying has real implications for LGBT students, leading to high rates of absenteeism. Thus, as an educator, it is important to consider these three things as we strive to make our educational environments safer for LGBT students.
Mental health is a serious issue. As Dr. Victor Schwartz, medical director of a non-profit organization that promotes emotional health among college students has discussed previously, LGBT students in particular often struggle with mental health problems. Suicide is the leading cause of death among LGBT teens. Transgendered teens are 20 times more likely to contemplate, attempt, and complete suicide.
To help someone who is struggling with their sexuality—or with others’ attitudes regarding their sexuality—Schwartz recommends that you “make sure they know you are supportive and willing to talk about anything. Let them make decisions about their sexual orientation on their own terms and when they are ready. If someone reveals their sexual orientation to you, it is important to be supportive and allow them to talk through their feelings and fears. Coming out can be a difficult process and it helps to have a strong support network.”
Anti-gay bullying contributes to an achievement gap. The levels of harassment targeting LGBT students sometimes lead to absenteeism, and even to dropping out of school completely and never obtaining that very important high school diploma.
LGBT students of color are three times more likely to skip school because they do not view schools as safe places, adding to the achievement gap between the races that educational policymakers are so desperately trying to narrow.
Teachers have a legal responsibility to address anti-gay abuse in schools. Legislation indicates that failure to intervene in these circumstances may jeopardize teaching certificates and licenses. Lambda Legal Defense cautions that if teachers and counselors are not actively helpful (or worse, hurtful) they may be guilty of legal violation in their failure to address the abusive anti-gay behavior. In many states, this could jeopardize a teacher’s certificate, as some state laws expressly forbid discrimination on the basis of sexual orientation.
In recent years, many high schools have formed Gay-Straight Alliance clubs. Like other after-school special interest clubs, supportive teachers sponsor these groups, and meet periodically to plan social events, public and community service projects, and promote understanding among all students. Sometimes these organizations meet with resistance from the community, administrators, and school officials on the grounds of conservatism, avoidance of controversy, and the fear of promoting an agenda counter to the majority values of the local demographic. Make no mistake, however, GSA clubs are protected under the Equal Access Act [20 U.S.C. § 4071], which states that if a school receives federal funding and has non-curricular clubs, a Gay/Straight Alliance student group is entitled to recognition just like any other student group.
It does not matter what a teacher’s personal ideology is. As educators, we have a professional commitment to make the classroom and the school a safe environment for all students. Educators must provide positive role models and supportive, responsive intervention. We must actively deliver the message that bullying, prejudice and hate are wrong in all circumstances. All school personnel are responsible for keeping abusive language and behavior out of the classroom and the school culture.
“History has a point of view; it cannot be all things to all people.” – Samuel Taylor
When it comes to textbooks, every school district in the nation has its own system for ordering. What a district chooses impacts what the students in those boundaries learn. When it comes to subjects like math, science and even English there are some absolute truths that must be followed. When it comes to history or social sciences though, there is some wiggle room. These subjects have their own facts, of course, but the perspective can make all the difference. Of all topics, these have the ability to be biased or slanted towards a particular group.
Since the early 1990s there has been a push to make the American history lessons taught in K-12 classrooms more multicultural in their approach. From the truth behind Christopher Columbus’ alleged ruthless ways to the acknowledgment that Thomas Jefferson bore children with his slaves, the Puritanical, patriotic approach to America’s founders has been questioned – at least by some. Is it right to put these men on a pedestal? Is it wrong to point out their flaws? Which is more important – the truth or shared nationalistic beliefs?
The latest iteration of these arguments comes out of Texas. A coalition of Hispanic-American educators and over 50 organizations have petitioned the State Board ofEducation to have Mexican-American history placed on a list of over 200 electives available in Texas high schools. The list in place now includes electives like Web gaming and floral design. The petition is meeting opposition, however, because of the danger of its “leftist” ideals. Board members also cite the expense (one former member cited “millions” when it comes to price tag) and say that there is no reason to officially add the course since school districts already have the authority to teach it if they want.
Given that logic, there was probably never a need to add floral design, or Web gaming, to the official list either. Yet somewhere along the way that “cost” was justified.
Yet the history of the state told from the perspective of the ancestors of its majority student group is not worth putting on the official list.
The refusal in Texas speaks volumes to the opposing histories that exist in this country. American history has come to mean anything from a migratory European perspective. But the term “American” itself cannot be contained to just one simple definition, or one region of the world. The people here are multicultural and multiethnic, and each home country’s history IS a part of the American one. Yet some educators would rather compartmentalize the rich, vibrant and diverse histories into teachable units with a common theme. I don’t believe that gives students a full perspective on their histories and those of their fellow citizens. The narrowness in our own history classrooms leads to greater close-mindedness when it comes to other areas of the world, too.
There are history and social studies teachers who do a good job presenting more than one side to each story, and those teachers should be applauded for their efforts. But for K-12 students to have a fuller, well-informed view on their own histories and futures, courses like Mexican-American history need to be taught, along with Asian-American, African-American and any other type of “American” ones. We need to give our students the credit to come to their own conclusions about their country, and not leave out inconvenient details. By essentially censoring what they learn, we do our students a great disservice and our country, too.
What do you think? Is it possible to expand the depth of history classes and still have students with shared values?
Many higher education professionals often complain that the higher ups at their institutions are not transparent in their dealings. This can have a negative impact on faculty morale and thus a devastating effect on the functioning of an institution. To talk about how institutions can actually ensure transparency and counteract the problem of lacking transparency, I recently sat down with Laurie M. Joyner, president of Wittenberg University in Springfield, Ohio.
Transparency is, of course, a vital component of just about any professional enterprise, but it is particularly important in higher education for maintaining positive relationships within the organization structure – between higher education and those that I am referring to here as “the higher ups”, which include administrators and so forth. Why do you think transparency is so important in this context?
Transparency in communication and action builds trust, which is essential to effective shared governance. The strategic challenges facing higher education today, including remaining mission-driven within the context of a sustainable financial model, touch upon deeply held beliefs about institutional direction. Our academic values and tradition recognize that such critical decisions are best informed by the perspectives of faculty, staff, students, alumni and board members. A lack of transparency with any constituent group compromises our ability to form effective partnerships necessary for creating a shared vision required to move our institutional agenda forward.
Q: In your experience, what are some of the most common problems when transparency is not maintained? What does that look like in terms of organizational function and relationships between higher education professionals and the administrators, the leaders?
A: The most common problem is that a perception of mistrust is likely to develop making it more difficult to align priorities and efforts designed to strengthen the institution. When priorities are not aligned between faculty, administrators, and the governing board, organizational functioning may be negatively impacted. This often appears as tensions surrounding the rights and responsibilities of various groups for certain types of decisions. The challenge, of course, is that more attention and energy can become focused on who has prime responsibility for what decisions versus figuring out how to collaborate in a collegial manner to address the most pressing issues facing the institution. In some cases, relationships become strained, decision making can stall, and ultimately, organizational effectiveness is compromised.
It’s also important to note that while transparency is a healthy aspect of organizational culture, it is not necessarily sufficient for effective governance. Effective governance requires ongoing education regarding the strategic issues impacting the organization (e.g., shifting demographics, improving educational outcomes, exploiting competitive strengths, etc.) Insisting on transparency regarding key institutional metrics can build support for difficult decisions, facilitate continuous improvement, and meet the growing demand for quantitative outcome data.
Q: Drawing from these first two questions, what would you say are the most important areas for maintaining transparency; where is it particularly important in higher education institutions?
A: A commitment to transparency should be pervasive for the benefit of all internal and external stakeholders. This transparency can be exceedingly helpful in facilitating data-driven decisions, supporting continuous improvement, and fostering a culture of accountability regarding institutional performance at all levels. From a faculty perspective, transparency is of special importance in the following areas: institutional planning and budgeting; curricular requirements; academic integrity; academic freedom; and the selection, evaluation and promotion of faculty colleagues.
In my experience, there are two areas that present special challenges to administrative leaders who value transparency. These areas relate to personnel and legal issues where one is not at liberty to discuss the circumstances surrounding particular decisions. It is frustrating to face community resistance that is not based on complete information and not be in a position to respond.
Q: What are the key benefits for maintaining transparency in higher education, from an administrative and leadership standpoint?
A: The main benefit is that it builds a culture of open communication and trust, both of which are necessary to create a sense of partnership for effectively accomplishing the important work of the institution. Given the challenges facing higher education today, it is critical to do everything possible to align our collective efforts around shared priorities as we work toward achieving our common purpose.
An additional benefit of transparency is that it also supports the development of increasingly refined performance metrics that are useful in supporting a culture of continuous improvement across the organization while also responding to calls for greater accountability for student and institutional outcomes.
Q: How, then, do you go about establishing and ultimately maintaining transparency in higher education institutions?
A: I think this is best accomplished by respecting the systems of shared governance involving the Board, the President and senior administrators, and the faculty. In many cases, this is easier said than done because different constituent groups have varying levels of understanding as it relates to effective governance practices (e.g., who has more or less responsibility and authority for making certain types of decisions). Given this, I believe ongoing professional development is required at every level of the organization to ensure that all key constituent groups are being supported as they adopt best practices to enhance shared governance.
A deep commitment to transparency also supports continuous improvement across the organization and contributes to a culture of assessment and accountability. Once these elements are structured into organizational policies and practices, they strengthen and reinforce one another, ultimately improving shared governance and educational quality.
Q: At Wittenberg University, transparency is something that you emphasize at these various levels. Beyond these basic methods and strategies for establishing and maintaining transparency, what strategies have you found to be most effective for maintaining transparency?
A: We have worked hard to try to educate our campus on some of the core challenges facing Wittenberg. This is a critical point. There must be general agreement on the challenges if there is any chance of aligning the efforts of the campus community and Board. We have also worked very hard to communicate early and often using a range of strategies. For example, I host community dialogue sessions to discuss areas of concern and to respond to any community questions. I also distribute Board agendas to the faculty, report the actions taken at each Board meeting to all faculty and staff, and distribute an electronic newsletter to faculty, staff, and retirees every two weeks. I also provide similar monthly updates to Board and Emeriti Board members. In addition, we are working to develop more refined outcome metrics to assess progress toward key institutional goals. The intent is to eventually have all these metrics readily available to anyone interested in tracking institutional performance over time.
Q: In your experience, when there are transparency issues and they are proving problematic, how have you proceeded to address the issues and restore transparency?
A: In my experience, proceeding in an honest, open and authentic way is always the preferred approach with all constituencies. Further, ensuring that all elements of the governance system are working as effectively as possible and then routinely consulting with appropriate groups is essential. If there are not effective structures or systems in place, then creating meaningful structures to bring various groups together to focus on important issues can help foster understanding, enhance transparency, increase collaboration, and improve results.
Q: Inevitably there are some instances in which administrators inherit transparency issues and that’s what I’d like to focus on in this question. What advice would you give to a higher education administrator who is facing problems with transparency? What advice would you give in terms of establishing transparency and, if you like, dealing with the fallout of the initial transparency issue?
A: Communicating about the issues in a forthright manner and establishing structures to help address difficult questions are important. I also think recognizing that shared governance is challenging and requires ongoing attention is critical. At Wittenberg, we have initiated an effort to strengthen Board governance with support from the Association of Governing Boards (AGB). From my perspective, there are few issues more strategic than ensuring that our governing Board understands its rights and responsibilities as it relates to our institution.
My hope is to initiate a similar process internally to enhance the working relationships between our faculty committees, senior administrators, and Board. Through these parallel efforts to strengthen governance, I believe Wittenberg will be better served because our systems will become more closely aligned as we work toward shared priorities within the context of clearer expectations regarding our respective responsibilities. Ultimately, I believe this work will result in greater satisfaction for our faculty leaders, administrators, and Board members and will also foster improved institutional outcomes.
Thank you for your time, President Joyner. This concludes our interview.
Anyone following Historically Black Colleges and Universities knows that it has been a tumultuous few years. Saint Paul’s College closing its doors to new students and placing current students at other schools. Morris Brown College filing for federal bankruptcy protection. Most recently, the nation’s oldest HBCU, 119-year-old South Carolina State University, declared financial exigency.
Between schools being shuttered or declaring bankruptcy, it’s a distressing time for HBCUs and anyone attending or working at them. Online colleges, robust diversity programs at predominantly white institutions and more affordable community college offerings are all competing for the students who once could really only find a quality education at a HBCU.
Finding ways to keep these institutions relevant is more important than ever and that includes one part of financial responsibility that I believe is being overlooked: alumni giving.
Perhaps comparing Harvard’s financial gifts to any other school isn’t completely fair, but it does give an idea of what HBCUs are up against in the non-elite college market. If Spelman, considered the “best” HBCU, can only bring in one-fifth of the giving of Harvard in a year when Spelman aggressively went after donations, what does that say for every other HBCU?
An even better question is this: What can HBCU alumni giving campaigns improve upon to bring in more dollars to benefit their current crop of students?
Make college affordable.
Even the best college education will come with resentment attached once a student has to start paying back those burdensome loans. HBCUs have a better shot at alumni giving back once a college education is paid off, so why not make that debt burden lighter? HBCUs have some of the best statistics when it comes to financial aid in the form of Pell grants and scholarships and these institutions should continue to push for the funding to make obtaining a degree affordable – particularly for minority and first-generation college students. More money in these graduates’ pockets will translate into more alumni giving in the early years following graduation.
Personalize giving.
I don’t know about you, but getting a standard alumni giving form in the mail with a return envelope does not usually inspire me to pull out my checkbook. The same is true of emails without much personality. Instead of just asking for the money, HBCUs need to put faces and causes along with the requests. What are some of the upcoming projects that this money could go towards? Who will receive scholarships from this giving? Even non-glamorous giving campaigns that go towards basic infrastructure have a better shot of meeting goals if alumni are informed of what money is being solicited to do. HBCU alumni who can associate their own positive memories with money-making campaigns are more likely to want to be a part of making those things happen.
Get alumni involved before they leave campus.
Don’t wait until students are off campus to solicit them for help facilitating the college experience of the classes who follow them. Cash in on the good feelings that accompany graduation time from both the students earning degrees and their families. Even those who don’t have much may be willing to give a little to keeping the college dream alive for other students who are still trying to accomplish their academic goals. Set up a table outside commencement with giving forms and other alumni information. Have literature that explains to students how alumni giving dollars have facilitated what they’ve enjoyed while on campus. Send out an email blast to soon-to-be graduates that invites them to visit the alumni website, like its Facebook page, and join its official club. Don’t wait to chase alumni down after they’ve left; rope them in before they leave and keep them active in the coming years.
Just as HBCUs have a responsibility to get their students workforce-ready, alumni have a responsibility to give back to their institutions. HBCUs need to do a better job of conveying that though and encouraging former students to step up to the plate.
For those who aspire to become a college/university president, one of the biggest decisions that you will make is whether a large or small college/university presidency is the right choice. For this installment of “Diverse Conversations,” I decided to interview Dr. Debra Townsley, president of Williams Peace University, to find out what it’s like to lead a small liberal arts university. Inaugurated as the 10th president of William Peace University in August 2010, Dr. Townsley oversees a student body of nearly 800 full and part-time students enrolled in WPU’s undergraduate day, evening, online and Saturday programs, and an alumni body of more than 9,000.
Q: What attracted you to a small liberal arts university?
A: Small, private institutions are connected learning communities. Faculty directly teach all students. Co-curricular programming is intentional and an integral part of the learning. Students make life-long friends and are part of a connected alumni network. I appreciate these connections and believe they lead to strong learning opportunities for everyone in the community.
Q: What do you like most about leading a liberal arts university?
A: We do make a difference in the lives of our students. I have the good fortune of hearing this when I meet alumni, who have had a chance to experience what their education has afforded them and meant to them.
Q: Has your impression of William Peace University changed since the first time you were on campus?
A: I have learned more about Peace since my first visit, but my view of WPU has not changed since my first visit. On my first visit, Peace seemed like a community with dedicated faculty and staff who cared about students’ success and a community with students and alumni who had a love for the school. These first impressions have been and continue to be true.
Q: You’ve been president of William Peace University for three years. During that time, you have been able to witness, study, and assess the trends in higher education. What trends do you see emerging in higher education?
A: Higher education is changing because of multiple external forces, such as the economy, demographics, student learning needs, technology and regulations, just to name a few. Current trends indicate that students (and families) want to know there are job opportunities upon graduation, have limited resources for higher education, and learn through new methods like hands-on learning, experiential learning, use of technology, cases, discussion and/or multiple evaluative tools, to name a few.
One trend getting much attention is the massive open online course (MOOC). There is a debate over MOOCs – their usefulness in student learning, their replacement of the classroom, their long-term costs, etc. However, this was a similar conversation several decades ago when distance or online learning options were developing. I remember a faculty member telling me 15 years ago that it was a waste to invest in online education because it would not last. Now, we know that online is here to stay and that online learning can be very successful. MOOCs are likely to further develop and take learning in new directions that we may or may not be able to imagine today.
There will likely always be a place for classroom learning, but other ways of teaching and learning have emerged and will continue to emerge. This is what makes the industry challenging, but rewarding, as we seek the best way for students to reach their potentials.
Q: What are some of the challenges facing you and William Peace University in this upcoming year?
A: Small privates are similar in our challenges. We provide a quality education with limited resources, and we are always seeking new ways to do this. We complete the matriculation of a class, while starting the process all over again. We are finalizing our admission for Fall 2013 with the largest-ever incoming class and total enrollment, but have also started receiving students for tours, inquiries and applications for the Fall of 2014. It is a continuous cycle. I do believe higher education and the expectation for higher education is continual improvement, thus continual change; and change is hard for some people. This is an increasing challenge to resolve in higher education – the conflict between status quo and change.
Q: What are you most looking forward to at William Peace University in this upcoming year?
A: I am most looking forward to the students being back on campus. The students at WPU are engaged and fun to be with. At the same time, I always look forward to graduation. It is my favorite day of the year – not because the students are leaving, but because it is gratifying to see students arrive on campus and graduate four years later with confidence and hope for their futures. Graduation is a proud day for students and families, but it is also a proud day for us as educators to believe that we made a difference in each student’s life in some small way.
Q: Do you have any parting messages for our readers, many of whom are our current and future college/university presidents?
A: I believe the presidency of a college or university is the best job. We are in a challenging, changing industry. We work with students of all ages, which keeps us young in thought. We can feel a sense of accomplishment in our daily and strategic initiatives but, more importantly, in knowing that we have truly made a difference in some way – small or large – in an individual’s life. How many jobs give you this chance?
Well, that concludes my interview with Dr. Townsley. I would like to thank her for consenting to this interview.
School climate and school culture directly impact student success. As a result, it is particularly important for the school culture (and the classroom culture) to reflect, acknowledge, and celebrate diversity. Taking these feel-good ideals and making them a reality can be tough for educators, especially with so many other initiatives on their ever-tighter schedules.
But I think that this is so important that as an educator, you must take the time to do it. How to celebrate diversity in the classroom is another article, but for now, I want you to begin your journey with knowing exactly why it’s important.
1. Because the idea of “diversity” is not even that straightforward. Not only must schools recognize diversity evident among broad racial and ethnic groups (e.g., Asian or Hispanic), but the diversity within these groups must be recognized as well. For example Chinese and Japanese students may share common cultural characteristics as a result of being Asian, but will also have distinctly Chinese and Japanese cultural characteristics that differ from each other. The same is true of Caucasian students who come from vastly different family backgrounds, even from the same neighborhoods. In the interest of treating students equally, giving them equal chances for success, and equal access to the curriculum, teachers and administrators must recognize the uniqueness and individuality of their students.
2. Teachers have a particular responsibility to recognize and structure their lessons to reflect student differences. This encourages students to recognize themselves and others as individuals. It also encourages the appreciation of a diverse school population, and brings a sense of connection between disparate cultural heritages within a single school’s culture. It is certainly in the best interest of students and teachers to focus on the richness of our diversity. Recognizing and acknowledging our differences is part of treating students fairly and equally.
3. So that you can facilitate the process of learning overall. One reason for seeking out and acknowledging cultural differences among students is the idea that learning involves transfer of information from prior knowledge and experiences. To assist in this transfer process, it is important to acknowledge the students’ background, and to validate and incorporate their previous knowledge into the process of acquiring new information. All students begin school with a framework of skills and information based on their home cultures. This may include a rudimentary understanding of the alphabet, numbers, computer functions, some basic knowledge of a second language, or the ability to spell and write their names. It also includes a set of habits, etiquette and social expectations derived from the home.
4. So that you can help students assimilate what they learn with what they already know. If a student cannot relate new information to his own experiences, or connect the new material to a familiar concept, he may perceive the new information as frustrating, difficult or dismiss it completely, believing it to be in conflict with his already tenuous understanding of the world. Teachers have the responsibility to seek out cultural building blocks students already possess, in order to help build a framework for understanding. Some educational pedagogy refers to this process as “scaffolding.” Recognition of a student’s cultural differences provides a positive basis for effective learning, and a “safe” classroom environment. Every group of students will respond differently to curriculum and teachers must constantly adjust to be sure their methods are diverse, both in theory and in practice.
What are some easy ways you’ve found to promote diversity in your classroom? Leave a comment below.
Also, if you’re interested in learning more about how you can celebrate diversity in class, here are some tips I have for you.
The face of higher education is rapidly evolving as more middle- to low-class young people find ways to obtain a college degree or technical training. The Hispanic population in the U.S. is no exception as the number of college applicants and enrollees increase every year. While these strides benefit this specific group of students, everyone stands to benefit from Hispanic higher education success.
The Numbers
The U.S. Census reports that the estimated Hispanic population in the nation is 52 million – making residents of Hispanic origin the largest minority in the country. In fact, one of every six Americans is a Hispanic. That number is expected to rise to over 132 million by 2050 and Hispanics will then represent 30 percent of the U.S. population. Children with Hispanic roots make up 23 percent of the age 17 and under demographic — making future higher education legislation critical for this growing and thriving minority group.
The Issues
Young people of Hispanic origin face specific challenges when it comes to higher education. Many prospective students are first-generation Americans, or even undocumented residents, and do not have the first-hand experience or guidance from parents regarding the college experience in the U.S. Like all other ethnic groups, Hispanic youth face financial difficulty when trying to determine if college is a possibility. Many young Hispanics may feel overwhelmed by the social and financial pressure associated with college attendance and are in need of the right guidance. While higher education initiatives are changing to address these issues, only 13 percent of the Hispanic population over the age of 25 had a bachelor’s degree or higher in the 2010 Census.
Federal Initiative
The Obama administration recognizes the rapid growth of the Hispanic community, specifically as it impacts higher education, and has put several pieces of legislation into motion including the DREAM Act. First introduced in the U.S. Senate in August 2001, the Development, Relief and Education for Alien Minors Act was designed to reward children in good standing that came to the country illegally. Temporary residency is granted for a six-year time frame for young people that seek out higher educational pursuits with an option for permanent residency after completion of a bachelor’s degree or beyond.
The bill went through several iterations before President Obama announced in June 2012 that his administration would stop deporting undocumented immigrants meeting DREAM Act criteria. While this legislation applies to more than Hispanic immigrants, they are the group that stands to benefit the most from its enactment. With no fear of deportation, Hispanic youth with higher education aspirations are free to pursue them and work toward a better individual and collective future.
What’s Ahead?
Increasing higher education opportunities for Hispanics has obvious positive benefits for the demographic itself, but the influence will be felt even further. Think of it as a ripple effect, where the Hispanic community represents the initial splash and all other ethnic groups feel the impact too. The Obama Administration has made known its goals to make the U.S. the leader in college degrees earned in proportion to population. In order for this goal to be met, Hispanics (specifically those of Latino descent) will need to earn 3.3 million degrees between now and 2020. The economic success of geographic areas, specifically urban areas, is directly affected by the number of college graduates that study and stay there. In states like Texas, this is an especially poignant point where a one-point college graduate rate increase can result in $1.5 billion more in annual economic activity for cities like San Antonio. Without the help of Hispanic youth, these numbers are difficult, if impossible, to achieve.
Legislation like the DREAM Act is just the start of changing the culture of higher education to be more welcoming to Hispanic youth. Individual colleges and universities must also step up and offer academic and financial aid programs with specific Hispanic needs in mind. The future achievements of higher education in the U.S. are dependent upon the inclusion and success of Hispanic students and the same is true of a stable economic climate. The sooner that federal and state initiatives, along with colleges and universities, embrace these inevitabilities, the better.
For young scholars at the undergraduate, and graduate levels, sometimes it’s hard for them to learn how “navigate the academy” – learning to take advantage of resources and making the right decisions. You know, figuring it out.
I recently reviewed this issue with Executive Director of Student Success Meghan Harte Weyant of Rollins College and talked about some of the strategies that young scholars can use, some of the resources they can use, to start navigating effectively as early as possible in their academic careers.
Q: Students really do have a hard time navigating the academy, as we call it. Why do you think that is?
A: Because it’s confusing Colleges and universities are unlike primary and secondary school in a number of ways. There are a lot of options in college from navigating systems like financial aid and housing to choosing course offerings and majors. On top of this, students are typically experiencing it all the first time in their life. Because of this, we’ve found that for some students, support systems may be unclear…the path to graduation may be unclear…and for others their ultimate goal may even be unclear.
Also, a certain amount of amnesia sets in for those of us who have been through the academy or in our roles for a number of years. We forget how confusing it can be for our students. For example, students often have a hard time deciphering what their immediate priorities should be once they enter the academy, and they have an even harder time determining when and where to get help in executing those priorities.
Q: Learning to navigate the system is actually challenging, even for those students that are generally aware of the benefits. Would you say there are specific barriers that impede student success in this area?
A: Yes, I think the roadmap to graduation is often unclear. I also think we often don’t do the best job of making students aware of how social, financial, health and wellness and other factors outside of the academic can strongly influence academic success.
Q: In your experience, what are some of the best ways to, first, raise awareness about this process of actually navigating the academy – just helping students to be aware that this is actually something they can do.
A: I think we need to find ways to actively coach students through the process. Navigating the academy is a difficult process, and it’s certainly not intuitive. We need to find ways to move into a coaching mentality as it relates to succeeding in college.
We often use the word advising, and I think it’s the wrong word because in order to successfully navigate, the academy students need more than just a person to offer academic advice or counsel. In some ways the concept of advising is a bit too transactional depending on student relationships with her/his advisor. The concept of coaching gets us headed a bit more in the right direction. This is strategically different than mentorship within a field of study (which is how we view academic advising in the liberal arts ethos). It is a focus on training, educating, and scaffolding students through the educational process. This is imperative because it is often the process and not the academic content that trips our students up and prevents them from finishing.
Q: Assuming awareness is not the issue, but rather, accessibility, what strategies have you found particularly useful to help students actually go about navigating the academy, getting comfortable with the institutional culture and making themselves a part of it– after they are aware that this is an option for them?
A: I think for a number of years we have been clinging to this idea that students should be responsible adults who are acting outside of the influence and control of their families, and while that is a nice idea in theory, it’s just not reality. Students are bringing their families to college, and when we fail to embrace families we lose a great deal of ability to enculturate students. I say this because I think we are beginning to realize that when students need help often times their families are the first to know. Creating support structures and then working with families to make sure they have knowledge of and access to support structures will be a critical step.
Q: Why, would you say, this issue of helping students to navigate the academy is so important for institutions? What do institutions benefit from having students that are aware of how their higher education institution operates on this level?
A: If students can’t navigate an institution, retention and graduation becomes an issue and institutions fail. There are really two answers to this question. The first one is centered on a moral/ethical imperative. Institutions should be asking and answering this question because they are deeply committed to students succeeding given their missions. Institutions are making promises and collecting tuition, and as a result, they should be providing a clear and consistent path for students to achieve their academic goals.
The second answer is more about the business side of higher education. It hurts institutions financially and lowers retention and graduation rates (national measures of institutional success) when we lose students for institutional reasons. Beyond the moral/ethical imperative, institutions should be doing everything they can to keep the student they recruit and enroll at an institution. That just makes the most financial sense.
Q: Finally, what strategies have you used at Rollins College specifically to make this process easier for students and to help faculty and administrators support students in this area.
A: We are currently in the process of reviewing our own institutional gaps in order to better serve students. Campus wide, we are looking at Career and Life Planning, Academic Advising, and Enrollment Management initiatives. As part of this work, we are creating deeper partnerships with faculty and campus colleagues to create seamless experiences for our students. Specifically, in Student Affairs we have re-envisioned stronger functional alignments and partnerships focused on enhancing the care, community, and career aspects of student life.
This concludes my interview with Meghan Harte Weyant. Thank you again for participating.
