Matthew Lynch

Matthew Lynch published in Education Leadership, list, Matthew Lynch

Wasted Data: 5 Facts about Why We Don’t Use Existing Student Databases

It’s no secret that technology implementation in P-12 schools comes with some serious red tape. While American colleges and universities tend to be at the forefront of innovative ways of learning, childhood education lags seriously behind. A recent PBS study found that while 90 percent of P-12 classrooms have at least one computer, only 35 percent have tablets or electronic readers. The amount of policy writing that goes into allowing “new” technology like tablets, let alone the budget for them, makes it prohibitive for most schools to implement the equipment in reasonable time frames.

But what about technology that already exists in P-12 classrooms, but in less flashy ways? Consider the database technology behind virtually every school system in the country. If you are not too familiar with it, here are a few facts you should know.

  1. Schools have electronic storage of everything from basic address information of students to their in-class progress in an array of subjects. Schools often track other factors too like socioeconomic status and other defining features like racial background and family circumstances. This private data collection on students starts long before the traditional start of school. Early childhood programs in every state keep track of student information and progress too.
  2. The problem with all of this data keeping is that the numbers are usually kept in isolation. Beginning with early childhood education, individual schools do not reach out to each other or across state lines when it comes to student progress and innovative teaching methods.
  3. A recent study released by The Early Childhood Collaboration found that Pennsylvania is the only state in the nation with a system for linking student data across all education programs, from early childhood learning through grade 12. Progressive California has absolutely no data linking programs in place and no plans to start one. As the report points out:

“Comprehensive and connected data on children, programs, and the workforce are used to track progress over time, pinpoint problems, identify underserved groups, and allocate limited resources.”

  1. It’s simply easier not to use the data collected. Despite such a treasure trove of data, student information seems to be recorded simply for posterity. It’s clearly not impossible to share the information (Pennsylvania does it) but states do not seem to be rushing to do it. Such an undertaking would certainly require an upfront cost which could be behind the hesitancy – but I wonder how much of the delay is simply the convenience of the status quo. Student data has always been collected for internal use, or to satisfy specific state requirements, so going above and beyond that is scary territory. How will schools find the manpower for the extra steps of sharing, and analyzing? Who will be in charge of storing the data? What about student privacy?
  2. Using these databases can change how we create and implement policies. I understand the logic behind the questions listed in the last paragraph, but these are all minor impositions. It has never been easier to connect all of the nation’s student data sets in order to build a better picture of what America’s P-12 student body looks like today, and set goals for improvement based on actual statistics. Like these databases, many education policies are created in isolation. What if the people who wrote those policies had a complete data set to inform their choices? How quickly would education legislation transform from theory to actionable plans based on fact?

The ECDC report recommends that states strengthen their abilities to securely link to student data amongst their schools, and to expand the information that is screened and collected. Some less tangible advice would be for educators and policymakers to realize the value of interconnected student information and begin to consider the true possibilities of combining that knowledge.

Would you support greater sharing of student data across schools, systems and states?

  • no reactions
0
Share
Matthew Lynch published in Ask An Expert, Matthew Lynch, Teachers

How to Build a Teaching Portfolio

When applying for a teaching position, you’ll need to have a portfolio put together and ready for presentation to your potential employers. A teaching portfolio is a compilation of works collected throughout your teaching career that highlight your work and accomplishments. Portfolios can be used for various reasons, including as an evaluation tool when completing your teacher education program or when interviewing for a job.

A teaching portfolio should reflect your personality and highlight and describe who you are as a teacher. Although each portfolio is unique, all portfolios contain the same kinds of information. Materials are typically contained in a three-ring binder for easy access when updating. Items contained in a portfolio may be in print or audiovisual format.

1. Print Items

  • Your résumé.
  • Transcripts, test scores, sample lesson plans, curriculum materials, journal entries, writing assignments, sample tests and assignments that you’ve developed, samples of student work that reflect differentiation.
  • Sample letters to parents, sample letters from students or from parents, observation notes.
  • Formal assessments of your teaching, certificates of memberships to professional organizations, and any awards that you’ve won.

2. Audiovisual Items

  • Video and audio recordings featuring a sample of your teaching.
  • Pictures of bulletin boards, charts depicting room arrangements.

Digitize It

A digital portfolio is a teaching portfolio contained on an external storage device rather than a hard copy filed in a notebook. A digital portfolio will contain exactly the same information but in an easy-to-distribute format. Investing a little time can make your digital portfolio stand out. If you have the technical know-how, you can create the entire interface from scratch. If you don’t, there are a multitude of online tutorials that will guide you through the process. Or you could approach graphic design students or Web designers to assist you. If you don’t know any personally, you could invest a small amount of money upfront, which will go a long way toward making your application stand out. Presentations, videos, and audio clips can be stored on CDs or small mobile flash drives. Always ensure that you format your flash drive and scan it for viruses before adding your content, because damaging your potential employer’s computer software or hardware in an effort to impress may defeat the objective.

Organization of your portfolio is extremely important. A neat and well-prepared portfolio will show future employers that you are serious and capable of quality work. Begin by organizing documents into categories, and then fine-tune the details. Documents can be arranged in various ways. Having a logical plan is of utmost importance. Start by dividing documents into categories. Categories may include personal background information, instruction-related information, context information, contributions to the overall mission of the school, awards and recognitions, and many more. After developing the categories and sorting each resource into the appropriate category, develop a detailed table of contents for easy access and use. Subject dividers may be helpful to allow the potential employer easily find the document he or she is seeking.

Remember, your portfolio is first impression. You want it to be informational, clean-cut and as well-put-together as you can manage!

  • no reactions
0
Share
Matthew Lynch published in Ask An Expert, Education Leadership, Matthew Lynch, Teachers

Promoting Student Achievement through Accountability and Assessment

Educators, parents, politicians, and concerned citizens agree that the American educational system is in poor shape, and that far reaching changes are needed for improvement. One illustration: in today’s junior high schools, more than 80 percent of Black and Latino students say they intend to go to college. For those who get to college, up to 60 percent require remedial work to prepare them for college courses. Furthermore, 25-50 percent of these students drop out of college after only one year.

Accountability in education refers to holding school districts, school administrators, educators and students responsible for demonstrating specific academic performance results. Accountability has become a word describing a whole host of educational activity, and is held up as a banner by some and feared by others. Throughout the country, policy makers are moving toward systems designed to reward educators for achievement and punish them for lack of improvement.

Historically, school system reform was guided by “inputs” into the system. Schools were given more resources, more funding, more staffing, and in some cases had added more days to the school year, in an attempt to improve learning outcomes. The focus on inputs did not necessarily lead to noticeable improvements in student achievement.

A paradox remains where low-performing schools are having the most difficult time making significant improvements. As a result, these schools risk losing funding and support they so desperately need to advance. Of course, many people are worried about making such huge funding and support decisions based on a single high-stakes test. Clearly, there are no easy answers to fixing our education system, but accountability and assessment are the current avenues we are taking. When discussing how to improve our educational system, it is important to understand the language and the relevant issues.

School reform can no longer rely mostly on giving schools more resources and more support. Time has shown that inputs have no real impact on student performance. Federal edicts, such as NCLB have enforced protocols based on standards, testing, and accountability. These standards emphasize performance objectives and require high levels of accountability from educators.

The required reforms, particularly those which impose sanctions similar to those imposed by NCLB, often create much stress and anxiety. Many educators ask whether it is fair to hold schools accountable for student achievement. And, even if it is “fair,” how are we to measure such achievement? What testing and evaluation formulas will be used? The answers to questions like this are not easy. Obviously, achievement can only be guaranteed if we assess it in some way. However, current assessment models are flawed.

Research suggests that standards and accountability may improve learning for some disadvantaged students, particularly those with disabilities. When some schools implement accountability guidelines, they promote an environment of increased collaboration among educators and create an environment where teachers expect all students to perform well academically, which in turn encourages better learning outcomes.

Some countries have been able to show effective and useful outcomes based on their use of certain accountability policies. However, American policy-makers and researchers still do not have any real evidence that these latest accountability reforms are working to improve outcomes for the vast majority of students.

Conversations around school accountability have been polarized. Politicians and parents often want to hold schools and teachers completely responsible for student achievement. Teachers point to disinterested students and uninvolved parents, saying that there is only so much they can do. But studies have shown that if teachers and students work together, and schools hold themselves accountable, great strides can be made. Open discussions of accountability and standards bring us to a place where schools are performing better and our children are learning. This is what the American education system should focus its attention and resources on. Then and only then can we make substantial progress in our quest to close the achievement gap.

Click here to read all our posts concerning the Achievement Gap.

  • no reactions
0
Share
Matthew Lynch published in Ask An Expert, Matthew Lynch

Ask An Expert: What are the Benefits and Drawbacks of Year Round Schools?

Question: I am considering taking an accounting job with a district that has year round schools. Since I am unfamiliar with the concept, I would like to know what the benefits and drawbacks are. Me and my husband have 3 school aged children, and we want to do what’s best for them. Virginia S.

Answer: Virginia, first of all, congratulations on the job offer. I know that it must be difficult for you and your husband to consider exposing your children to something that is unfamiliar. In this column, I will explain the benefits and drawbacks of year round schools, which will help you make a more informed decision concerning your job offer.

Many school districts around the country are in fact working toward extending the school year. As far as the benefits of year round schools, the shift in the time designated for teaching and learning helps students achieve more by minimizing summer learning loss, allowing for innovation and implementation of creative programs, and providing the time needed to assist children who need extra help.

Research seems to back up these claims, as it shows that time may be the most essential resource of the education system. However, it is important to recognize that merely  extending the school year is not a panacea for improving student performance. It is necessary to utilize the available time in the best possible manner. If educators fail to convert the available time to quality teaching and learning time, the increased school year will not improve student performance.

While I have pointed out the many benefits of a longer school year, there are also some drawbacks. The major drawback is the assumed detriment to family structure. American families have become accustomed to the traditional long summer vacation. Parents may find it difficult to schedule vacations and family reunions. This concern is not to be dismissed, as it is important to children’s development to spend quality time with their families.

Childcare could also become a concern, particularly if multiple, shorter school vacations were scheduled throughout the year, at times when parents are working. Extracurricular activities are another dimension of schooling that can be negatively influenced by year-round schooling. Teachers managing extracurricular activities have observed difficulties adapting these activities into a year-round schooling schedule.

Another area of concern when adapting to year-round schooling schedules is its effect on the administration. School administrators have sometimes found it difficult to deal with licensure and contractual issues of the teachers when working out schedules for year-round schools. It can also be difficult to plan the optimal use of school buildings. Of course, a serious issue is finding ways to best leverage this new, extended school year to increase quality instruction time. In short, year-round schools require the administrative blocks of schools to keep working throughout the year, which increases the administrative burden.

At the end of the day, you have to compare and contrast the benefits and drawbacks of year round schools with your families situation. Do the benefits outweigh the drawbacks or vice versa? I hope my column will assist you and your husband in making an informed decision. Good luck, and let me know how it goes.

  • no reactions
0
Share
Matthew Lynch published in Education Leadership, list, Matthew Lynch

5 Leadership Styles that Can Transform Education As We Know It

When considering school reform, it’s often easy to think of factors such as who is responsible (teachers, parents, school systems, the government?), or of funding issues such as the fact that 23 states spend less on poor schools than on more affluent schools.

Of course all the obvious factors are important. But what about leadership? Not just who is leading the change, but how. Fortunately, when it comes to developing an ideal for effective leadership, there’s no need to invent the wheel. There are several leadership styles that prominent leaders in any school reform movement can choose to embody. Here are five of them:

  1. Constructivist Leadership

The theory of social constructivism tells us that social worlds develop out of individuals’ interactions with their culture and society. Putting it simply, every interaction between people is an opportunity to expand one’s knowledge base.

Any educator who wants to apply social constructivism theories to education needs to reframe his point of view. He is no longer a “person who teaches” but is rather a “facilitator of learning.” A good constructivist teacher questions students’ answers, without regard to whether they are right or wrong, to make sure the student has a good grasp of the concept. Additionally, instructors should have their students explain the answers they give and not allow students to use words or equations without explanations. They should also encourage students to reflect on their answers.

Constructivism is by nature a shared experience. Constructivist learning attaches as much meaning to the process of learning as it does to the acquisition of new knowledge. In other words, the journey is just as important as the destination.

  1. Transformational Leadership

Transformational leadership is all about perception. It only works if it is able to influence the follower’s feelings. But when it works, it really works! Charismatic and inspiring, transformational leaders are well versed in the power of language and imagery.

The positive connection between transformational leadership and job satisfaction is so strong, we should almost expect an opposite result in organizations that do not take advantage of this unique leadership style. A leader, such as a principal or dean, who switches to a transformational style needs to understand how she can influence how tasks are perceived among her followers.

Transformational leadership is so powerful that research has shown that transformational leaders are appreciated around the world. Research has also shown that transformational leaders inspire their followers by making them feel like they are autonomous and important to the larger cause.

Although transformational leadership is considered superior, there is one big drawback: a lot of people have a hard time embody the charismatic individual this style requires. No need to worry, though—there are other effective leadership models to consider.

  1. Distributed Leadership

Unlike other leadership styles, this model places its focus on tasks rather than on the qualities of the individual leader.

Two are two reasons distributed leadership came into prominence in the first place. First is the highly delicate nature of the “charismatic hero” that is the symbol of transformational leadership. Second of all, school leaders now have to handle tasks of greater complexity. The heroic leader is overrated—it’s the mundane, everyday activities that make the difference.

The interesting thing about distributed leadership is that it already works with how most public entities handle their affairs. Government does, after all, construct a goal that would require both school and non-school actors to distribute their efforts so that they can achieve this goal. This leadership models also works well when different organizations need to cooperate in their work-related goals.

There are a few leadership styles, such as transformational leadership, that are a part of a cultural movement toward considering the role of emotions in motivating people. However, the present focus on distributed leadership has a slightly different focus, one that is geared toward the weakening of traditional logic. Organized social structure, as a result, has given way to a “network culture.”

These new changes also indicate a change in the knowledge economy. We have begun to see a form of “socialism” in education, proven by the use of terms such as “universal education” to symbolize the trend toward viewing education as something other than a market commodity in this age. Governments around the world are set on creating a policy that ensures that literacy is achieved by all. The role of the school leader is therefore shifting from economic management to social management.

  1. Invitational Leadership

Created by William Purkey and Betty Siegel, invitational leadership blends several leadership qualities, values, and principles. They described the model as shifting from emphasizing control and dominance to focusing on connectedness, cooperation, and communication.

Invitational leadership aims at “inviting” all interested stakeholders to succeed. It involves sending positive messages to people, making them feel are valued, able, responsible, and worthwhile. The messages are often delivered through the institution’s policies, programs, practices, and physical environments. These are referred to as the five Ps of invitational leadership.

When implemented in the educational setting, the elements of invitational leadership combine to create an environment that is cohesive, efficient, and conducive to learning. Invitational leaders “invite” everyone who has a stake in the success of the school to participate, and synergy is generated as all work toward a common goal.

  1. Strategic Leadership

Strategy involves decision-making aimed at shaping the direction of the organization. In a school, creating strategy takes time, three to five years and beyond. Strategy also includes considering broader core issues and themes for development in the school, instead of day-to-day issues.
Strategic leadership defines the vision and moral purpose of the school and translates them into the desired action. In their analysis of data from interviews with leaders possessing high-level strategic skills, Davies, Davies, and Ellison (2005) found that strategic leaders participate in five main activities.

They set the direction of the school and translate their plans into action. They also align the people, the organization, and the strategy. They execute their planned changes at the right time, and they develop strategic capabilities in the school.

If leaders develop strategic abilities, they would achieve more, in the form of a reflective-learning culture in teaching staff, a no-blame problem-solving approach, and a deeper understanding of learning.

What do you think of these five leadership models? Are there better ones? Do you believe we should place an emphasis on leadership style as an important tool in education reform?

References

Transformational leadership is a theory of leadership that was developed by James Burns (1978), and has been written about by many other scholars since then. To read more of James Burns’ work on transformational leadership and other topics, click here to visit his Amazon.com page.

  • no reactions
0
Share
Matthew Lynch published in Ask An Expert, Equity, Matthew Lynch

Ask an Expert: Authentic Diversity

Question: Dr. Lynch, I am an African American man whose son is being recruited by a large state university in the south. However, my friend informed me that this university doesn’t have the proper supports in place for minority students, and doesn’t have many minority faculty members. It sounds like this university only embraces diversity to be more marketable. Should I be concerned? Wayne R.

Answer: Wayne, thanks for sending this my way. It is not unusual for colleges and universities to have aggressive diversity recruitment programs in place when it comes to students and faculty. After all, a blanket priority for schools is to have student and faculty populations that are as varied as possible.

Pardon my cynicism here, but who exactly do these recruitment programs really benefit? Successful recruitment in this regard creates a visual diversity that looks good on college brochures and websites, but it is only skin-deep. A recent episode of Modern Family referenced this visual diversity when oldest Dunphy daughter Haley made the following observation about a community college mailer she received:

“At least this one doesn’t have that fakie lunchtime shot of the black guy, Asian girl and an Indian… oh, wait, there it is! Wow, that wheelchair kid is really cracking everybody up.”

It got a laugh from me and millions of other viewers who have seen this all too often in college recruitment. If a school can convince potential students that there are others already there, just like them, then enrollment numbers rise – along with revenue. While that may improve bottom line and freshman diversity, long-term retention and student success programs are often not considered. Who is on hand to give these marginalized, trophy students support when the reality of college demands sets in?

While diversity of the student population gets a lot of press, this is not the only group universities target for variety. Increasingly, colleges are seeking out minority faculty members that fit certain criteria and are meant to dispel the myth that professors are usually “old, white guys.” It’s a slow go, however. While 30 percent of the undergraduate population are considered minority students, only 12 percent of faculty are in the minority category. For minority faculty numbers to rise, schools need to make sure they are creating welcoming environments that encourage success. The sad truth is that many minority faculty members did not have many, if any, professors or instructors “like them” when they were earning their degrees and so they are blazing their own trails when it comes to their ethnicity, race and position of authority. It is not enough for schools to recruit diverse talent; they must cultivate those skills to retain those faculty members long term.

An example of a college with strong recruitment and follow up when it comes to diversity is the State University of New York at Stony Brook. The school graduates 70 percent of its black student population and 65 percent of Latino students. These are not just lucky numbers, but are the result of a concentrated program called the Educational Opportunity Program. Designed to target first-generation, low-income college students, EOP includes mandatory study hours and meetings with academic success counselors. Instead of leaving students to their own devices, the program assumes students need that extra encouragement for success.

Other colleges are on board with this idea of hands-on guidance too. The North Carolina Community College Minority Male Mentoring Program incorporates networking and developmental courses to improve retention and ultimately graduation rates for minorities. The University of Florida has a medical school minority mentoring program designed to connect students and health professionals.  The University of Alabama in Huntsville has a freshman minority mentorship initiative that requires mentors to meet at least once each month with their students.

Programs like these provide a bridge between diverse student recruitment and minority retention and graduation. They go beneath the appearance of a student population to address the real people involved. With more of a push in this mentorship direction, more minority students like your son will graduate workplace-ready and less will become collateral damage in university diversity initiatives.

 

  • no reactions
0
Share
Matthew Lynch published in EdTech & Innovation, Equity, Higher Education, Matthew Lynch

Diverse Conversations: The Benefits of an Online Education

Over the past decade, the number of online colleges and universities has grown exponentially. This has led to many debates over the efficacy and overall benefits of an online education. I recently sat down with Dr. John Ebersole, president of Excelsior College, to discuss “The Benefits of an Online Education.” In his 25-year career in higher education, Dr. Ebersole’s personal experience as a post-traditional student has informed his approach to adult education. Without further ado, let’s begin the interview.

Q: What are some of the benefits of an online education?

A: For Excelsior’s older, post-traditional students, there are many benefits to studying online. Starting with cost, online students can remain fully employed while meeting their educational goals, eliminating opportunity costs. They also avoid the cost of commuting, parking (always a challenge with an on-campus program) and child care, for those with a family.

Other benefits include the ability to choose the “perfect program” from anywhere in the world, not just those next door. This freedom of choice is matched with the flexibility to study at times and places of the student’s choosing, when, presumably, the student is most ready to learn.

A full list of the many benefits might also include:
• Instruction that takes different learning styles into consideration and allows for as much repetition as needed to ensure comprehension.
• 24/7 support services, including tutoring, technical services, peer networking, and the ability to set appointments with a faculty member or academic advisor.
• Ability to take courses year around. No forced summer breaks.
• The opportunity to gain the skills and knowledge expected by major employers, such as virtual team participation, conducting online research and projects, and engaging in cross cultural communication via technology.

A WORD OF CAUTION: While online education is well suited to the needs of working adults with family, professional and community obligations, it is neither a panacea for all, nor a recommended sole source of instruction for younger, more traditional-aged students. It is thought that while these students can benefit from the highly visual and interactive design of today’s courses, these are best delivered in a “blended” format whereby the student can also receive personal attention from faculty and interact with other students. To be successful in life, it is felt that students need the socialization, citizenship and acculturation that comes with communal living and study.

Q: What role should online institutions like Excelsior University continue to play in providing quality higher education?

A: Excelsior has been a leader in the areas of credit aggregation, competency-based credentialing, and prior learning assessment for more than 40 years. Its challenge today is to remain at the “edge” as others embrace these now proven innovations. Areas of particular interest include 1) development of next generation learning assessment tools, 2) adding adaptive learning capabilities to both online courses and assessments, and, 3) facilitating the evaluation of the many sources of alternative instruction (MOOCs, publisher materials, OER, employer and association training) and finding ways to validate for academic credit those that are acceptable for degree completion purposes.

Q: In your opinion, why has Excelsior been so successful? What are you doing right that other online colleges can emulate?

A: One of the things that has impressed me about Excelsior is the high level of inquiries received from a relatively modest amount of marketing. Research and tracking have found that Excelsior benefits from a very high level of word of mouth referral. These positive referrals have come as a result of the College’s laser focus on the needs of the student, and its ability to balance the need for standards with the student’s need for flexibility.

While it takes time to reduce this to valid numbers, we feel that putting our students first is a good way to build reputation and brand, while also reducing cost.

Q: What is your favorite part about being the president of Excelsior University?

A: I especially enjoy telling the “Excelsior Story.” We are proud to be known for our innovations, our one of a kind competency-based associate degree in nursing (the largest in the world), and our ABET accredited technology programs. I also enjoy telling others about the many ways in which we help to save our students money. This IS the home of affordable excellence.

Q: What would you like prospective students of Excelsior to know about you and/or the university?

A: I would want prospective students to know that I have been in their shoes. My first degree came 20 years after high school and all of my subsequent degrees, including a doctorate, have been earned while working full time, raising a family (three daughters) and remaining engaged in my community.

As for Excelsior, I would want others to know that we are serious about keeping the quality of our services and instruction HIGH, while keeping our tuition and fees LOW. In 2011, the Integrated Postsecondary Education Data System of the U.S. Department of Education reported that Excelsior earned $1640 per student (for the entire fiscal year). This is one of the lowest costs to students to be found in American higher education.

Q: If you could summarize your university with one word what would it be and why?

A: In a word, Excelsior can be best described as “caring.” Given two, it would be “affordable quality.”

Q: Finally, what should we expect from Excelsior University in the next 5 years?

A: Over the next five years, Excelsior will embark on a number of new initiatives, some of which are just being launched. Our Washington Center has expanded to house elements of our new School of Public Service, a National Cybersecurity Institute, while expanding PR, alumni relations and advocacy work. In addition, we have started to build a more robust and proactive set of international programs. We are also reaching out to community colleges, HBCUs and tribal colleges with the expectation that degree completion through these academic partnerships will become a critical part of the College’s future.

In addition to new programs and initiatives, Excelsior envisions a near term future in which it will be making a significant investment in its core operations, as well. The focus of these investments will be to increase student success and to enhance academic rigor. In both areas, quality will be a primary consideration.

That concludes my interview with President John Ebersole. I would like to thank him for consenting to this interview and for his contributions to the field of higher education.

Read all of our posts about EdTech and Innovation by clicking here. 

  • no reactions
0
Share
Matthew Lynch published in Matthew Lynch, Policy & Reform, Testing

Do Teachers really Hate Common Core?

As more and more governors and local politicians denounce Common Core initiatives, and more states officially back away from the standards, the debate over the place and effectiveness of Common Core heats up. There is a lot of talk about students, but what about teachers? After all, they are the people who are most accountable for any standards and testing systems that are put in place. They are also the ones who see firsthand how education policies impact students. So what do teachers say about Common Core and PARCC testing?

• 75 percent support Common Core, says a May 2013 American of Federation (AFT) poll that surveyed 800 teachers.
• 76 percent strongly, or somewhat, support Common Core based on an Education Next Survey from 2013.
• More than three-fourths support Common Core Standards “wholeheartedly” or with some minor reservations, according to a September 2013 National Education Association member survey.
• 73 percent of teachers that specializes in math, science, social studies and English language arts are “enthusiastic” about the implementation of Common Core standards in their classrooms, from a 2013 Primary Sources poll of 20,000 educators.

A higher amount of elementary teachers are optimistic about Common Core than their high school counterparts. A survey conducted by The Hechinger Report Scholastic and the Bill & Melinda Gates Foundation found that just 41 percent of high school teachers are positive about Common Core standards. A recent survey by the National Association of Elementary School Principals found that more than 80 percent of principals (out of 1,000 from 14 states) say that Common Core standards have the potential to increase student skill mastery, create meaningful assessments and improve areas like conceptual understanding.

These are just a few examples of studies of educators and administrators that relate directly to Common Core initiatives, but each one lists well over a majority who back the standards to some degree. This, despite the fact that many parents and legislators cite “unfairness” to teachers as a reason to dissolve the standards on a national level. In fact, this idea that all teachers somehow “hate” Common Core or are against the standards being taught is just not true. Yet this widely held public belief has led to even greater fervor when it comes to Common Core, PARCC testing and the related lessons in classrooms.

You may notice that many of these studies I mention are a little bit outdated. Even something from six months ago does not take teachers’ true feelings into account following teaching the standards, and facing assessments on them. Implementation aside, though, based on the criteria alone teachers appear to think that Common Core is a step in the right direction for the students in their classrooms.

Some teachers’ unions are calling for delayed implementation of the standards, for several reasons including the fact that materials have not yet made it to all the classrooms (which makes assessments based on those materials unfair, and impossible). These groups are not asking for states to abandon Common Core though. There is a difference.

It seems that the basis of Common Core is a solid one, then, when it comes to the people who understand teaching the most. Today’s teachers are in overcrowded, underfunded classrooms with higher accountability standards placed on them than ever before. If there truly was an unfair setup, teachers would certainly be the first ones to point it out.

I think that we need to stop using teachers as a reason to abolish Common Core standards. There are other reasons perhaps to take another look at these initiatives and modify them – but assuming that teachers are against them (and therefore everyone else should be) is a false pretense.

Are you a teacher that likes or dislikes Common Core standards?

  • no reactions
0
Share
Matthew Lynch published in Equity, Higher Education, Matthew Lynch

Diverse Conversations: What it is Like Being the First Female College President

For most of American history, the college/university presidency could be described as an “all boys club,” however, over the last 3 decades this has changed. Over this time period, the number of female college/university presidents has steadily increased, and this trend shows no signs of slowing down anytime soon. Recently, I sat down with Dr. Angela Franklin, the first female and African American president of Des Moines University, to talk about here experiences. Without further ado, let’s begin the interview.

Q: What are some of the challenges that you have had to face as the first female and African American president?

A: I would begin by citing the obvious challenges of any new leader, regardless of gender or race. Being a newcomer in any environment can have interesting challenges given longstanding cultural dynamics. The difficulty comes from trying to establish rapport, build consensus, create vision, and set strategic priorities, all while trying to assess and learn a new culture. I believe I was selected for the job based on a genuine appreciation for my past experiences and skills, yet, you really have no way of knowing how those experiences will translate or be received in a new environment until you get there. I had to fall back on some basic principles of leadership which fall into the category of servant leadership or even more basically…. following the Golden Rule. So, there is a curiosity of new leadership that sometimes gets in the way of being able to mobilize a new team toward a collective vision. The curiosity typically stems from stereotypical thinking which comes from each individuals past experiences. And, like most institutions, there had been experiences with previous Presidents that colored expectations and impressions of me.

So, I came to a place which had some preconceived notions of the role of the President which did not necessarily fit with my experiences. Being the First Woman President as well as the first African American, added elements which made for some interesting dynamics. Although subtle and on the surface in most instances these factors clearly had an impact underneath it all.

There is actually some research from an organization called Catalyst that suggests that female leaders are scrutinized in a different way than males and I believe there is clearly a double standard. Catalyst has found that often there is an impression of a female leader of being either “too soft or too tough” but never “just right”. There is also an impression of either being competent but not necessarily well liked, or being liked but not necessarily being considered competent. My hope is to change this dichotomy and encourage women to just “be” who they are with an understanding that no matter how much they may try, they may or may not be perceived as they really are. So, I find myself having to be cognizant of some of the stereotypical thinking, acknowledge the double standard, respect the opinions and perceptions others may have, while trying to stay true to who I really am.

Through it all, I believe I have gained the respect of my campus community, and continue to work to demonstrate that a Female President can be “just right”, “competent”, AND liked! That is my challenge!

Q: What has been your proudest accomplishment in your time at Des Moines University?

A: Whereas I am pleased that in my first year I was able to mobilize a campus wide effort to refresh the institutional mission statement, clarify core values, and establish a collective vision for the future with strategic goals identified, I believe the proudest accomplishment thus far comes from a concerted effort made to re-locate La Clinica de la Esperanza to the Des Moines University Campus. This clinic began as one of the Free Clinics of Iowa and was a joint venture between Des Moines University and Unity Point Health System. During my first year, I learned that this partnership was primarily in name only and although housed in one of our properties on the south side of town, Des Moines University had not necessarily been actively engaged. With the support of my Board of Trustees, we moved the Clinic from the old clinic building, renovated space on our campus and they now reside on our main campus. This gives us the opportunity now to realize a more engaged partnership with Unity Point and also expand opportunities for training of our students on campus. In addition, this partnership was the “springboard” to allow us to expand other DMU clinic services to better realize our mission of providing quality care to the surrounding community.

Q: What advice would you give to a woman who has recently been appointed to her first college/university presidency?

A: The first thing any new president should do is to build relationships with the internal and external communities. Being a good listener and being approachable are also two additional bits of advice. I worked to understand the culture (internal and external) and began the process of building rapport across multiple constituent groups. It sometimes felt as if I needed to be in three places at one time, but I worked hard to have a positive presence both within the campus community as well as outside and around the country. This meant agreeing to speak at various local, civic organizations, being keynote speaker at various conferences, and serving on local boards and councils. Being immersed in the community was important in marketing my institution but also raising the awareness of the CHANGE which was happening at DMU!

The relationship with my Board of Trustees as well as my Executive Leadership Team was also essential. Getting the right team was an essential first step! Not making any hasty changes was an important lesson to learn as well. Whereas you sometimes hear that it is important to bring in your own team, I think it is more important to go slowly, assess, give people an opportunity, then make changes only when warranted. The blending of the old and new has merit and the synergies of fresh ideas with the appreciation of the history makes for a great dynamic.

Q: How about a woman who aspires to become a college/university president one day?

A: I would encourage any woman who aspires to become a President to Dream Big. The sky is the limit. We have “cracked” the glass ceiling for women in higher education and the Presidency in particular but there still aren’t enough of us. There is strength in numbers. According to the American Council on Education, the numbers of women college presidents has actually grown slightly from 23 % in 2006 to 26% in 2011. However, the proportion of presidents who are racial or ethnic minorities during that same timeframe actually declined slightly from 14% to 13%. And when Minority serving institutions are excluded, only 9 percent of presidents belong to a racial ethnic minority group which represents no change from 2006.

So, there is still more work to be done in preparing the next generation of Leaders. The changing demographics in our population plus the focus on diversity and inclusivity in higher education warrants a concerted effort to develop a diverse group of future leaders.
There are several leadership development programs out there such as the American Council on Education Fellows program, which by design, help prepare new leaders with a focus on knowledge and skill development as well as mentorship. Not everyone can afford to participate in these programs or would necessarily be supported to pursue them. Therefore, I think the onus is on the current Women Presidents to reach back and help others along the way.

Q: What are you most excited about as you look forward to the coming year as Des Moines University’s president?

A: I am excited about the changing dynamic on campus which has evolved over the last two years in encouraging open, honest communication, and working collaboratively as one university.

I am most excited about the new partnerships we had developed at DMU which includes the DMU Clinical Collaborative, a group of leaders representing all hospital systems within the state and surrounding territory who have agreed to come together to support the clinical training of our students.

I also am excited about prospects to engage with fellow academic institutions to explore new collaborations for interprofessional education and new degree programs.

In addition, we are expanding our clinical services to impact our community with a focus on prevention and wellness.

Q: Anything else that you would like to share with us?

A: Des Moines University is a 115 year old institution with a rich tradition of excellence in the health sciences. I am honored to serve as we continue to raise the bar and provide an exceptional educational experience for the next generation of health professionals.

That concludes my interview with President Angela Franklin. I would like to thank her for consenting to this interview and for her contributions to the field of higher education.

 

  • no reactions
0
Share
Matthew Lynch published in Higher Education, list, Matthew Lynch

5 Factors that Influence the Future of HBCUs

When HBCUs (or historically black colleges and universities) first began popping up in America, they were a necessity to higher educational paths for African American young people. Benefactors like John Rockefeller founded Spelman College in Atlanta (named after his wife, by the way) in order to give black students a shot in a nation still very much in the throes of Jim Crow laws. Most of the 105 HBCUs were founded in former slave areas that still presented steep challenges for African Americans that aspired to higher education but faced discrimination in predominantly white college settings.

HBCUs fulfilled their original intent. Some of the nation’s brightest and most influential minds came out of HBCUs. Langston Hughes was a Lincoln University graduate. Martin Luther King Jr. earned his degree from Morehouse College. Talk show queen Oprah Winfrey, education expert Marva Collins and Brown University President Ruth J. Simmons all earned degrees from HBCUs (from Tennessee State University, Clark Atlanta University and Dillard University, respectively). These powerful pillars of the African American community were able to achieve optimal success in life because of the education they received from HBCUs.

What about now? Do ambitious African American students really need a HBCU to achieve success? Perhaps a more poignant question is this: does it help or hinder the African American community when its members attend a HBCU today?

With various HBCUs closing their doors for good, the question is more pertinent than ever. Saint Paul’s College was forced to close its doors in 2013 after an unsuccessful merger attempt and unsustainably low enrollment figures. Atlanta’s Morris Brown College filed for federal bankruptcy protection after finding itself $35 million over its head.

Let’s take a look at five factors that will determine the future of HBCUs in this country.

  1. HBCUs are STEM powerhouses. HBCUs are important hubs for developing the greatest STEM minds in the nation, with 65 percent of all Black physicians and half of all Black engineers graduating from HBCUs. The Tuskegee University College of Engineering and Alabama A&M University of College Engineering, Technology and Physical Sciences are not just top engineering schools among HBCUs – they are among the best in the nation. Spelman College is the second largest school in the nation that sends Black undergraduates on to medical school. Jackson State University receives the highest amount of HBCU federal research funding every year, at $68 million, and is known for its “research intensive” programs.

Claflin University students work alongside the South Carolina Center for Biotechnology and receive hands-on industry training and connections in the field long before graduation. Xavier University of Louisiana has a consistently top-ranked pharmacy program and is a sought out school for those hoping to advance to medical school. Florida A&M University consistently ranks at the top of all colleges that graduate Black students with doctorates in natural sciences and engineering. In June, Fayetteville State was awarded a $718, 000 government research grant that included plans to oversee STEM instruction to local high school students. The advancements these schools are contributing to STEM fields are not just relevant, they are groundbreaking and an asset to the industries the graduates eventually serve.

  1. Government-mandated policy changes may damage HBCUs. In October of 2011, the U.S. Department of Education adjusted its lending policies for these popular, and in many cases necessary, loans to align more closely with what a traditional bank would require in the way of income and credit worthiness. All colleges took a hit with these changes, but HBCUs lost an estimated $50 million in the first full year these changes took place. For many HBCUs, the college population is made up of first-generation students with parents who often have not set aside the funding for a college education, but want to contribute financially. When PLUS loan eligibility changed, it felt like a blow directed at HBCUs.

Additionally, Governors like Louisiana’s Bobby Jindal and Mississippi’s former governor Haley Barbour have announced plans to merge HBCUs with each other or other predominantly white institutions in moves that are intended to slash state operating costs. Treating any two HBCUs as institutions that are alike enough to merge without incident is flawed though. Planning to merge a HBCU with a predominantly white schools is even more off-base. These individual schools have their own histories, their own student cultures. Perhaps it makes financial sense to merge HBCUs with others similar in size or scope, but it undermines the collective institutions, undercutting their autonomy and what they can offer to potential students.

  1. HBCUs are still havens for disadvantaged students. The achievement gap in K-12 learning may be narrowing, but it is still exists. Even minority students who end up graduating from high school drop out of college at higher rates than their white peers. While all types of colleges are picking up on this weakness and looking for ways to retain students, many HBCUs stand out as examples of how to succeed at having students return after freshman year. A U.S. News ranking lists Spelman College (at 88 percent retention), Morehouse College (82.5 percent), Howard University (82.3 percent), Florida A&M University (79.5 percent) and Winston-Salem State University (78.3 percent) as the top five HBCUs for having students return to campus after freshman year.

As a comparison point, the top 10 predominantly white institutions, or PWIs, had retention rates that ranged from 97.5 to 99 percent – BUT the retention numbers for minority students was lower. The campus culture and student-centric programs at these PWIs are stellar but it also stands to reason that the students attending top PWIs, like Brown University and the University of Notre Dame, are predisposed to staying in college anyway – while HBCUs have many more obstacles to overcome when convincing and encouraging their attendees to stay. HBCUs are also proving to be thought leaders when it comes to advancing rights for Lesbian, Gay, Bisexual and Transgender students, with Morehouse College offering its first LGBT course this past spring.

  1. With other affordable and flexible options such as online schools, fewer people may be drawn to HBCUs.

Perhaps the largest factor crippling HBCUs today is the prevalence of online college programs. From schools like the University of Phoenix which is completely online to individual programs offered by traditional campus schools, students who need college-work-family flexibility are finding it outside HBCU campuses. All demographics have flocked to online schooling, but minorities have been especially targeted. HBCUs have traditionally been viewed as places for underdogs, but online schooling programs have overtaken that description with the combination of convenience and a wide array of programs.

However, HBCUs are still an affordable option for many students and often come with generous financial aid packages. For example, HBCUs like Coahoma Community College in Clarksdale, Mississippi cost as little as $4,940 for in-state students for an entire academic year (before any grants or financial aid) or just under $7,000 for in-state students who choose to live on campus. Even out of state students get a pretty good deal – adding just $1,000 more to that total.

Even HBCUs with top billing offer affordable routes for their students, like Howard University in D.C. that saw 52 percent of students in 2012 with their financial needs fully met.

  1. Infrastructural problems may hinder progress. HBCUs were not well-prepared for the changes in loan policies. As far as online schooling is concerned, most HBCUs are just finally implementing full-degree online programs and embracing the idea that our students don’t need to be on a physical campus to benefit. Yes, the campuses of HBCUs are their biggest advantages, steeped in history and a palpable air of shared struggle. This doesn’t mean we should force our students to set foot on our campuses, or not come at all.

A lack of stability in leadership and investment in students through equipment and resources are also issues that have plagued some HBCUs.An essay written by a recent HBCU graduate who declined to name her school specifically expressed shock at the under-sophisticated classrooms and technology resources at her HBCU. She maintains that she would rather see her former school be shuttered than donate money to it.

With a lot of changes that make education more accessible in other schools, HBCUs are going through some growing pains when it comes to staying relevant. All is not lost, though—providing a safe space for black students, embracing diversity, and playing to their strengths (such as STEM) can help HBCUs keep their place in our current landscape.

Read all of our posts about HBCUs by clicking here.

  • no reactions
0
Share