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According to the Historical Report of Opportunity, released by Opportunity Nation and Measure of America, educational opportunity has escalated by 80 percent since 1970. The Report defines Educational Opportunity as the number of children in preschool, the number of high school students who graduate on time, and the number of adults with an associate’s degree or higher. Over the past four decades, Massachusetts improved the most; Nevada, the least.

Between 1970 and 2010, the number of 3- and 4-year-olds enrolled in preschool increased by nearly four times, emphasizing the growing awareness of the benefits of early childhood education. Studies show that low-income children who attend high-quality preschool are more successful academically and more likely to graduate from high school and enroll in postsecondary education. Some states have cut funding for public pre-K, yet early childhood education continues to be a priority in many states.

Every state experienced growth in the percentage of adults aged 25 or older who obtained at least an associate’s degree. This indicates the changing global economy that requires higher levels of education of employees. During the four decades measured, Americans with at least an associates degree increased by 105 percent.

In 2013, 28 percent of children nationwide were enrolled in state-financed preschool. While 36.3 percent of Americans have at least an associate’s degree, economists predict that by 2020, two-thirds of American jobs will require some form of post-secondary degree or credential.

While Americans should be proud of the educational improvements our country has seen, we need to continue, or even pick up the pace to ensure people possess the skills required to build a powerful 21st-century workforce. This Report acts as a good reminder to value the importance of education as the pathway to many of life’s successes.

The traditional school year, with roughly three months of vacation time every summer, was first implemented when America was primarily an agricultural society.  We have changed as a nation; today, over 2 million U.S. students attend school on year-round schedules every year in around 3,000 schools in 46 states — and the majority of U.S. K-12 students aren’t spending summers off tilling fields or harvesting crops. The question is, should the American school system switch to year-round schooling?

The phenomena known as the “summer slide,” where students actually lose knowledge with too much time away from school, coupled with kids who must spend those months in camps or child care due to working parents, are two reasons proponents of year-round schooling cite as it needing to implemented nationwide.

As with all change, certain considerations will arise and must be addressed, though. Making the switch would not be easy for students, teachers or their parents – but is it best?  Here are three important considerations when considering year-round schooling as a nationwide norm.

1. How are the students affected? 

Foremost, we must examine the impact a year-round school schedule has on the people it most affects – the students.   A long-time thorn in the side of K-12 educators has been the above mentioned “summer slide.” The National Summer Learning Association often cites decades of research that support the claim that students really do forget or unlearn things they have learned when too much time off is given between classroom sessions.  A study released in 2007 by The Ohio State University, however, found that there are really no differences in learning between students who attend school year-round, and those who are on a traditional schedule.

While the overall student numbers show no significant differences in learning for better or worse, at-risk students tend to do better in year-round setups. Studies have found that disadvantaged students lose about 27 percent more of their learning gains in the summer months than their peers. By being in school the same number of days, but with shorter breaks, these students are able to keep their minds on a learning track that may not otherwise be fostered at home in the off-months.

2.  How are the teachers affected?

Every job comes with its share of headaches and at one point or another, employees in all industries claim that they are “burned out.” Teaching is unique when it comes to burn out, though, because an unmotivated, exhausted teacher has a direct effect on the young people in his or her classroom. Summers off has long been the light at the end of the tunnel for teachers, particularly in urban areas with higher discipline problems and overcrowded classrooms. In a year-round setting, lengthy breaks are gone, replaced with shorter, more frequent ones instead. Though the loss of those summer months may at first seem like a drawback, many teachers end up liking greater frequency in time off. With shorter, more concentrated spurts of instruction, teachers can exert more energy and face the daily struggles with the hope that there will be relief soon. There is still as much time off, but it is more evenly distributed.

One important consideration for teachers is the effect of year-round schooling on their pocket books.In most scenarios, teachers make the same amount of money in their districts whether they work at a year-round or traditional school, though the pay schedules may differ. Teachers who made extra money teaching summer school still have that option in year-round districts that offer remedial courses during break periods. Where some teachers see the biggest economic cut when they teach year-round is in the three months of summer that other teachers often seek out part-time or seasonal work. Based on the type of work, this could mean a loss of income in the thousands every year. For teachers satisfied with holding down just one job and paycheck, a year-round schedule may not have any economic impact on their families at all.

3.  How does year-round schooling affect the economy? 

Each individual community will feel a different economic impact when it comes to year-round schooling. A tourist community with summer attractions, for example, may feel more of a squeeze if its low-cost employee pool of high school students is suddenly in class instead. The same could be said for ski communities though that could benefit from multi-track scheduling of high school students during its busiest seasons. The summer months tend to be when most high school students earn the most money, however, because there is a significant duration of time with no school responsibilities. Without those months of a steady paycheck, students (and parents) stand to lose potential college money. Trying to work and maintain a job alongside classes can have a negative impact on grades according to most research and most employers cannot accommodate students who are only available two or three week spans at a time.

So the potential economic cost of year-round schooling is two-fold: the individual student may suffer financially, and the local businesses may have to pay out more for jobs that are better-suited for high school students who do not have the time off to work them.

What other considerations do you associate with year-round schooling?

While the social climate of any school is complex enough, 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. 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.

So, how can we make our K-12 classrooms safe havens for LGBT students where they can learn and flourish alongside their peers? Here are just a few starting points:

1. Disallow discrimination based on sexual orientation. The National Education Association, the American Federation of Teachers, and the Association for Supervision and Curriculum Development have all passed resolutions asking their members and all school districts to step forward to improve the educational experiences of LGBT students. These resolutions call for providing a safe environment, support groups, and counseling options for LGBT students and by employing anti-harassment rules and practices.  In nine states, the state government has instituted legislation prohibiting the harassment and discrimination of LGBT students. We need to continue this trend until every state has these rules in place, in every district and school – no exceptions.
2. Expand “inclusion” policies.  There are some schools in which LGBT students are accepted and accommodated.   Same-sex couples are invited to school dances and there are unisex washrooms for transgender students.  School districts in some states include LGBT students in non-discrimination policies with the goal of making schools safe places for all students, parents, faculty and staff.  However, there are also states where it is illegal to even utter the word homosexual and in which the word homosexual (or lesbian, gay, bisexual or transgender) can only be portrayed in a negative light within the classroom.  This makes it difficult for teachers to teach about sexual orientation diversity or to make their classrooms and school environment safe and accepting of LGBT students.  Regardless of location, teachers can explain to students that they don’t have to agree it is okay to be gay or lesbian, but they do have to agree that it is not okay to discriminate against them.
3. Promote LGBT student groups.  It is important that all students, regardless of who they are or their sexual orientation, have a safe environment in which to learn and grow as an individual.  Gay and lesbian organizations have been at the forefront of trying to create safe and accepting environments for LGBT students.  Students have also taken up the cause and student groups have begun springing up in schools all over the country.  There are currently approximately 4,000 Gay-Straight Alliance Groups registered with the Gay, Lesbian & Straight Education Network (GLSEN).  These groups are alliances between straight and LGBT. They work together to support each other and promote education as a means for ending homophobia.

Biased and homophobic comments are rampant in many schools, with a staggering 90 percent of LGBT students experiencing verbal harassment related to their sexual orientation.  This is unacceptable.  By schools taking the reins on this issue, real change will eventually be realized.

What do you believe are some additional steps that can be taken to improve the school environment for LGBT students?

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

By Matthew Lynch

Students benefit when there are parent-school partnerships surrounding their school work. However, it is not always easy to promote such a culture of shared responsibility, especially given the great time demands placed on parents and teachers today. Schools may face difficulty in attaining an efficient collaborative framework among stakeholders, which include teachers, parents, students, the community, and the administration.  Trust between schools and parents, in particular, is vital for creating a healthy learning environment.

So what can be done to foster stronger relationships between parents and teachers, administrators and whole schools?

1. Encourage collaboration. In general, parents who are supported by regular interactive meetings with teachers often show greater trust levels in teacher-parent relationships. Schools can create an environment favorable for the development of teacher-parent relationships by sharing the responsibility of improving learning processes and the academic performance of children. Many schools that claim to support collaborative decision-making patterns hold complete decision-making authority in their own hands, which can reduce the positive influence of collaborative decision-making pattern. Let parents feel empowered in the learning paths of their kids by allowing them certain input and choices.

2.  Work toward creating a friendly school environment. A healthy and congenial school environment, with an enabling and flexible structure, can help develop trust between school administrators and parents.  Generally, education and school leaders try to generate a social framework that will help teachers, administrators, and parents resolve differences in a peaceful and supportive manner. Overall improvement of student performance can be the outcome of improved relationships between teachers and parents.

3.  Reduce bureaucratic barriers.  Many times, barriers are created that prevent teachers from developing effective student-teacher relationships and discourage parents from taking part in helping students develop their learning skills. A parent who feels that his or her input is not wanted may give up on trying to be an influential part of his or her child’s life. The bureaucratic system of schools should allow plenty of room for parent and student input – and then take that feedback seriously. The centralized or hierarchical authority of schools can be used to implement these supportive regulations and policies to enhance parental involvement. Both can work together for a better outcome for the students.

4. Respect the deep-rooted importance of family.  Parental involvement in education and its effect on the academic performance of a child requires recognizing the fact that parents are children’s first teachers. Home is the first school, and as such, it is the place where children learn an abundance of skills, knowledge, and attitudes, some of which supports what is taught in schools. It’s true that some parents are more involved in the academic strides of their children than others – but with the right encouragement, teachers and schools can give parents the tools and encouragement needed to help their children succeed to the next level.

When parents get involved with their children’s educations, the children tend to succeed academically, and tend to perform better on exams (which, as we all know, is certainly helpful to teachers). They miss fewer school days and tend to be more conscientious about completing school-related work outside of school.

Conversely, children whose families are not as involved in their school experiences are often unable to compete academically with peers, their attendance is less regular, and they are less likely to graduate from high school.  Clearly, any movement toward building a stronger relationship between schools and parents will have a positive impact on student performance. Involved parents are the key to success when it comes to the improvement of K-12 students inside classrooms – and teachers, administrators and schools should encourage parents to play that pivotal role.

By Matthew Lynch

School violence, when it occurs, has a high impact on schools and communities where the incident takes place. Rare but deadly incidents of violence, such as the Columbine High School Massacre of 1999 or the more recent school shooting at Sandy Hook Elementary in Connecticut, bring the harsh realities of school violence to light.

These are both extreme examples, of course, but violence in smaller doses still occurs in schools around the country. The Centers for Disease Control report that about 828,000 students each year are victims of non-fatal victimization while on school property, which is about 32 victims per 1,000 students. In schools where violence statistics are even higher, it can be difficult to focus on academics – and keep students, teachers and administrators safe.

As with many problems in K-12 schools, thinking ahead and putting preventative policies in place can make a difference in the amount of violence experienced. Here are five of the most important ways to turn the tide on school violence:

1.  Develop Crisis Prevention Plans. Students who engage in violent behavior tend to be bored, frustrated, angry, alienated, or have low self-esteem.  These feelings abound in their home, school, and in society as a whole.  Schools should have a crisis plan in place as a means for ensuring the safety of students.

Typically, a crisis plan will address a zero-tolerance policy with regards to weapons.  If a student is carrying a weapon into school, that student is automatically expelled.  Some plans may require students to wear uniforms and implement security measures, including metal detectors and visitor sign-in.  More stringent plans require law enforcement officials, such as police, to be present at the school. These plans are important to maintaining a base-level of safety and making students feel comfortable in their school environments.

2.  Develop School-Wide Violence Prevention Policies.  Schools, particularly principals, can ensure that teachers, staff and parents within the school have common goals and that everyone is committed to reaching those goals.  They can also ensure that the school is run in a fair, firm, and consistent manner; and that high expectations for performance and behavior exist for all students.   Implementation of a curriculum that teaches and promotes the values of kindness, honesty, integrity and respect for fellow students, and everyone else would also lend itself to deterring violence.   Schools should also develop security measures that ensure weapons and unwanted individuals are kept out of the school and off school grounds, making the school neutral territory for all who attend.

3.  Educate Teachers on Violence Prevention. Methods include promotion of classrooms that teach and promote respect and kindness, and in which put downs, teasing and sarcasm are not tolerated.   In addition, learning conflict resolution skills so that issues are resolved in win-win outcomes for everyone involved and development of strong classroom management skills is essential.  Teachers should also be provided instruction on constructive methods of communication in order to help prevent violence.

4.  Educate Students on Violence Prevention.  Teach students peer-mediation skills so that they can handle problems before they escalate.  Allow students to be involved in the decision-making process so that they feel that they have a voice in how to handle offenders. Encourage other students to speak up if they see a peer being treated unfairly or in a violent way.

5.  Implement Alternative Schools for Serious Offenders.  Segregation of students who have a history of violence by putting them in alternative schools is one approach.  This allows for remediation efforts to focus on the violent students without putting others at risk. This should never be a first resort, though.

There are no easy answers when it comes to violence in schools.  While this list focuses on the education system alone, community efforts must also help to combat this distressing issue. Giving students a safe place to vent their anger or concerns will go a long way toward keeping everyone safer – and that should start in our K-12 schools.

By Matthew Lynch

This generation of K-12 students is growing up in a society that is increasingly bilingual.  While foreign language requirements have long been a core requirement for high school graduation—second language classes at an earlier age would improve overall fluency for most students.  It’s time to introduce second-language concepts to the youngest of K-12 students, and here are just a few of the reasons why:

1. Bilingual Children have an Academic Advantage.  Studies in language development show that when young children have more exposure to all languages at an early age, it actually gives them a distinct academic advantage throughout life. There is often an argument that students should first master the English language before branching out to others – but why can’t both be taught simultaneously? Bilingual children are able to focus more intently on the topics at hand and avoid distractions from academic pursuits. They are also able to demonstrate higher levels of cognitive flexibility, or the ability to change responses based on environment and circumstances.

2.  Bilingualism Improves Life-Long Learning Skills. For children to truly see the full potential multi-lingualism has on learning, exposure to non-native languages should actually begin long before Kindergarten.  However, even children who learn their first Spanish words at the age of 5 can benefit from dual language curriculum. Learning is learning. The more that children can take advantage of new concepts, the more in tune their brains will be to all learning throughout life. Some studies have also found that the aging of the brain is slower and the employment rate is higher in adults with bilingual capabilities. Why not set kids up for success and strengthen long-term brain health while we are at it?

3. It Helps to Remove International Language Barriers.  There are also the cultural benefits to children learning two languages together. The children who come from English-speaking homes can lend their language expertise to friends from Spanish-speaking homes, and vice versa. Contemporary communication technology has eliminated many global barriers when it comes to socialization and even doing business. It makes sense that language boundaries should also come down and with help from our K-12 education system, that is possible.

4.  It Leads to Collaborative Learning.  Dual language programs show students a broader world-view, whatever the native language of the student, and lead to greater opportunities for collaborative learning. We should not limit what children learn based on outdated principles masked in patriotism.

5. Early Bilingual Education Increases Fluency in Later Years. It generally takes 5–7 years to be proficient in a second language.  Second-generation Hispanic children raised in the United States usually learn to speak English very well by adulthood, even though three-quarters of their parents speak mostly Spanish and are not English proficient.  However only 23 percent of first-generation immigrants from Spanish-speaking countries—those that began learning later in life, say they speak English very well.  Pew Hispanic Center statistics have shown that 88 percent of the members of the second generation—those children that were introduced to English at an early age, described themselves as strong English speakers.  This phenomenon should apply to children who speak English as their first language as well.  In other words, U.S. students should be introduced to a second language at a young age in order to be fluent by adulthood.  In fact, I believe that all K-12 students should have Spanish and English fluency by graduation.

By implementing bilingual options even younger, K-12 students stand to benefit long-term – both academically and in life. There really should be no reason why these students are not introduced to a second language as early as Kindergarten.

What is your opinion on mandating bilingual education programs in the future?

A multicultural society is best served by a culturally responsive curriculum.  Schools that acknowledge the diversity of their student population understand the importance of promoting cultural awareness.  Teachers who are interested in fostering a cultural awareness in their classroom should actively demonstrate to their students that they genuinely care about their cultural, emotional, and intellectual needs.  To this end, there are several strategies that you can use to build trusting relationships with diverse students. To incorporate cultural awareness into your classroom curriculum, you should:

1.  Express interest in the ethnic background of your students.  Encourage your students to research and share information about their ethnic background as a means of fostering a trusting relationship with fellow classmates.  Analyze and celebrate differences in traditions, beliefs, and social behaviors.  It is of note that this task helps European-American students realize that their beliefs and traditions constitute a culture as well, which is a necessary breakthrough in the development of a truly culturally responsive classroom.  Also, take the time to learn the proper pronunciation of student names and express interest in the etymology of interesting and diverse names.

2.  Redirect your role in the classroom from instructor to facilitator.  Another important requirement for creating a nurturing environment for students is reducing the power differential between the instructor and students.  Students in an authoritarian classroom may sometimes display negative behaviors as a result of a perceived sense of social injustice; in the culturally diverse classroom, the teacher thus acts more like a facilitator than an instructor.  Providing students with questionnaires about what they find to be interesting or important provides them with a measure of power over what they get to learn and provides them with greater intrinsic motivation and connectedness to the material.  Allowing students to bring in their own reading material and present it to the class provides them with an opportunity to both interact with and share stories, thoughts, and ideas that are important to their cultural and social perspective.

3.  Maintain a strict level of sensitivity to language concerns.  In traditional classrooms, students who are not native English speakers often feel marginalized, lost, and pressured into discarding their original language in favor of English.  In a culturally responsive classroom, diversity of language is celebrated and the level of instructional materials provided to non-native speakers are tailored to their level of English fluency.  Accompanying materials should be provided in the student’s primary language and the student should be encouraged to master English.

4.  Maintain high expectations for student performance.  Given that culturally responsive instruction is a student-centered philosophy, it should come as no surprise that expectations for achievement are determined and assigned individually for each student.  Students don’t receive lavish praise for simple tasks but do receive praise in proportion to their accomplishments. If a student is not completing her work, then one should engage the student positively and help guide the student toward explaining how to complete the initial steps that need to be done to complete a given assignment or task.

5.  Incorporate methods for self-testing.  Another potent method for helping students become active participants in learning is to reframe the concept of testing.  While testing is usually associated with grades (and therefore stress) in traditional classrooms, in a culturally responsive classroom frequent non-graded tests can be used to provide progress checks and ensure that students don’t fall behind on required material. Teaching students to self-test while learning new information will help them better remember and use what they’ve learned in class and will help them realize on their own when they need to study a topic in greater depth.

6.  Maintain an “inclusive” curriculum that remains respectful of differences.  A culturally responsive curriculum is both inclusive in that it ensures that all students are included within all aspects of the school and it acknowledges the unique differences students may possess. A culturally responsive curriculum also encourages teachers’ understanding and recognition of each student’s non-school cultural life and background, and provides a means for them to incorporate this information into the curriculum, thus promoting inclusion.

Schools have the responsibility to teach all students how to synthesize cultural differences into their knowledge base, in order to facilitate students’ personal and professional success in a diverse world.  A culturally responsive curriculum helps students from a minority ethnic/racial background develop a sense of identity as individuals, as well as proudly identify with their particular culture group. Teachers can play a big role in helping these students succeed through the establishment of culturally responsive classrooms.

In this installment of “Diverse Conversations,” I sat down with Dr. Marcus Chanay, Vice President of the Division of Student Life at Jackson State University. Dr. Chanay is a expert in the area of student life, having spent a decade helping to shape and mold his department. In this interview, he discusses the crucial role that student life plays within the modern university. Without further ado, let’s begin.

Q: What role does student life play at a medium-sized urban HBCU?

A: Student Life plays a vital role in the holistic development of students especially at HBCU’s. At Jackson State University we meet the students where they are and ensure they are competitive in this global world and are successful citizens. We believe in developing their mind, body and spirit as they are engaging in their academic pursuant. We work with our students in becoming civic minded professionals. All students are required to have a minimum of 120 hours of community service and or service learning hours to graduate from Jackson State University. For our student engaging in the community the University has received the Carnegie Foundation Award for the Advancement of Teaching for our Community Engagement Classification through 2014 and the 2010 President’s High Honor Roll for Commitment to service. As a medium sized HBCU we are engage our students in leadership through our Center for Student Leadership and Inclusion which our 120 Student Organizations are housed and our Student Leadership Institute. As a medium sized HBCU we are preparing our students for graduate and professional school and careers through our Career Services Center. Our students participate in our Tigers2Work which alerts them of employees on campus, graduate professional day, Military Day, Federal Works Forum, Internships and Career Fair. Our goal is to ensure we provide as many opportunities to ensure students success.

Q: What is the relationship between student life and the academic program?

A: The relationship between student life and academics is seamless. Our Service Learning offering is a great example for the past 10 years Student Life and Academic Affairs have had a great relationship in developing service learning courses and ensuring all students enrolled in these courses have off-campus sites to ensure their success. We established a Service Learning Fellows program which Deans and Chairs make faculty recommendations. Through this year long process faculty were coached in learning how to develop their courses to involve a service learning component. We now have course offerings for all five academic colleges.

Q: Please talk more about student life in the context of Jackson State University’s Strategic Plan. What excites you and what possibilities do you see?

A: The Division of Student Life was very much a part of the University’s Strategic Plan. The University believes every student has an opportunity to be a leader and every student should be engaged in the community through civic engagement. This is a very exciting time at the University where we believe there is only “One JSU.” From the moment our students step on campus to when they walk across the stage at commencement, we as a University believe students are our priority. Engaging our students in community service gives them an opportunity to give back. These students are our future so we want to ensure our preparation ensures their success. We want our students to believe they are future leaders of tomorrow in their perspective disciplines. Our President Dr. Carolyn Meyers fully understands this and fully believes in the “One”. In her vision it’s all about the students, without our students, where would we be.

Q: How do you, as Vice President for the Division of Student Life, interact with students?

A: As Vice President I totally enjoy the interaction with students. I make myself assessable and support students and student organizations in their endeavors. I believe in walking the campus, hanging out with students in the Student Center. Involvement with students keeps the pulse going. I have an open door policy for all students and will go all the way with students to help them achieve their goals. I am a mentor to many current and former students, something that I do not take lightly.

Q: What do you think are the biggest challenges facing college students today?

A: There are many challenges I thing that students are facing today, trying for find the ability to afford college tuition. Many of our students struggle each semester with trying to pay for school. The sad part about many students is they have debt from undergraduate and they have not even stepped into a graduate program and they are unsure of what they want to do. Students come to college with dreams of what they want to do or what mom, dad, grandparents want them to do but are underprepared. Students are also faced with trying to find themselves. They are not sure who they are or really what they really want out of life. Social media has taken over our students. They tend to be more engaged in twitter, instagram, facebook, etc., instead of books

Q: What are some of the biggest changes you’ve witnessed during your time at Jackson State University?

A: The biggest changes at Jackson State are the combination of facilities, academic offerings and support services being offered. I have been at the University since 2001. In that time I have seen the construction of our Walter Payton Recreational & Wellness Center, Student Center, College of Liberal Arts, College of Business, Campbell College Suites, Engineering Building, Johnson Hall, One Jackson Place and the renovation of Dixon Residence Hall and the Reddix Office Complex. I have seen and experienced academic offerings increase which includes our engineering program, Ph.D. in Urban Higher Education and the establishment of the School of Lifelong Learning, to name a few. These past 12 years I have seen the development of many support services for our students which include Center for Service and Community Engaged Learning, Center for Student Leadership and Inclusion, JSU Veteran Center, University Commuter Program, Parents Program and the Latasha Norman Center for Counseling and Disability Services.

Q: What’s your proudest accomplishment in your time here?

A: I have many proud accomplishments at the University. The one that rally stands out is when this student from New Orleans, LA came to the University as a freshman in the Fall Semester of 2005, the same fall that Hurricane Katrina hit. The hurricane hit during the first week of the semester beginning. This student was one that was hanging with the wrong crowd and found himself getting into trouble during freshmen orientation. When the Hurricane hit his family was displaced. This actually increased his acting out. In his first semester, he was in trouble at least three times and was on the verge of being suspended from school, at that time I was the Dean of Students. I and two other co-workers decided to take this student under our wings. As we begin to learn more about him, he begins to trust us and slowly began to pull away from his crew that he was hanging with. The trust led him to improve in grades which lead to a summer intern, which led to him graduating with honors participating in several student organizations and going on to pursue a M.B.A and is now successful and working for a fortune 500 company.

Well, that concludes my interview with Dr. Marcus Chanay. 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 HBCUs by clicking here.

Business schools around the country are thinking about ways to implement programs that increase school diversity on campus. Steve Reinemund, Dean of the Wake Forest University School of Business, instituted the Corporate Fellowship program shortly after he arrived at the school in 2008, which helped the Master of Arts (MA) in Management program achieve the same kind of diversity found in today’s workplace.

Q: What prompted you/the university to institute the Corporate Fellowship program?

A: We had several objectives: We wanted to create a program that would attract liberal arts graduates, with no prior work experience, and offer both the educational background and the vocational discernment to prepare them for successful careers in business. It’s important to know how to lead in a multicultural environment; so one priority of this program was to recruit a student body that mirrors the global marketplace in, as a start, its racial and gender makeup. Graduate business education does not typically have the representation in these two areas that the marketplace demands, so we set out to attract a diverse student population. We asked corporations to fund and sponsor students in our MA program, offering both financial and developmental support. Ten percent of the class receives a Corporate Fellows scholarship each year.

Q: What has been the impact of the program, thus far?

A: For the institution, it has helped us reach a broader network of corporations. We think that people knew about the Wake Forest School of Business, but this fellowship allowed us to tell companies more about our MA program and how it allows them to interact directly with our students.

We believe students receive a richer, fuller education and are better prepared for the challenges and sensitivities of the workplace when they are exposed to many different backgrounds and points of view, and are educated in an environment that that reflects the diversity found in the marketplace.

Q: What lessons can corporate sponsors teach these students (from underrepresented groups) that cannot be otherwise learned in a classroom?

A: The sponsors bring a real-life perspective to students and help them understand the types of situations they’re going to face in the marketplace, situations those students may not have otherwise considered. It’s an opportunity for companies to mentor these students before they enter the marketplace. I know from personal experience the benefits of having interns and establishing mentoring relationships with students: it builds a stronger bond with the students, they become more loyal, more knowledgeable and, potentially, more successful.

Q: How does this program foster networking opportunities, then further develop those professional relationships?

A: Throughout the MA program, we encourage formal and informal relationships, ranging from mock interviews to mentoring sessions, so students are prepared not only with book knowledge, but with practical knowledge about relationship-building. This varied interaction is particularly important, because many of these students have not had prior work experience.

By working with their mentors, students learn where their interests lie, how to make informed choices about where they can excel, and feel prepared to succeed when they are hired into those jobs. We address the challenges and sensitivities found in the workplace, so students are comfortable in social situations, such as business lunches, that are important to success and can leave candidates at a disadvantage if they’re underprepared.

Q: What are your application/award goals for the program?

A: In the 2009-10 academic year, we had 80 students participate in our MA in Management program. We set a goal of creating Corporate Fellowships for 10 percent of the class, and kept that steady as our MA program grew exponentially. In 2013-14 the class has increased to 140 students, 12 of whom are Corporate Fellows. Our goal for next year is 180 students; at least 18 of whom (10 percent) will be Corporate Fellows.

Q: What benefits exist for the corporate mentor, as well as his or her company, by participating in this program?

A: The mentors are investing in, and contributing to, an educational environment where the class represents the marketplace, a program we hope to see modeled elsewhere. The companies and organizations are gaining exposure to talented graduates who understand how to lead in a multicultural environment, and they’re learning about diversity and inclusion on a broader scale that applies, in many cases, to the workplace. It’s a laboratory for them.

Q: What suggestions might you have for other schools looking to create such a program?

A: We do our students a disservice if they are educated in classrooms that aren’t representative of society and the marketplace in which they’re going to lead and make a difference. The way you structure the program has to make practical sense to all participants, so there’s not one formula that would fit every program; the vision may be similar, but the execution may differ. We’ve done it with full tuition scholarships and stipends.

Every student and participating employer benefits in a program that teaches leadership in a multicultural environment. And the school clearly benefits, because this program has an impact on every other program in the School of Business. For example, in the 2013-2014 academic year, we have 12 Corporate Fellows in an MA class of 140 students. Thirty-five percent of the MA student body is African-American/Hispanic/Native American, so there are three times as many underrepresented students who are not on scholarship as those who are, and about half of our MA students are women. This is a byproduct of creating an environment that is welcoming and inclusive to all constituents.

The diversity effort is absolutely integral to the culture and success of our business program, and the student experience is dramatically richer because of it.

Well, that concludes my interview with Dean Reinemund. I would like to thank him for taking time out of him busy schedule to speak with us.

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.

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