Issue 25: Innovation, Awareness and Professional Development: Getting Leaders Ready for the Post-Recession Period

Overview of Issue 25

by Ed Shenk

Who will be our leaders be in the coming years to guide us out of the current budgetary quagmire and provide a vision to improve our educational services for the 21st century? In this issue, Innovation, Awareness and Professional Development: Getting Leaders Ready for the Post-Recession Period, the authors will attempt to sort these issues out and offer some clear choices for change to meet our challenges. In addition, , the issue contains observations by Vice Chancellor Patrick Perry from the California Community College Chancellor’s office and the first part of a special two-part series on undocumented students and higher education. The sponsor for this edition is the parent organization for the iJournal, the California Community Colleges Chief Student Services Administrators Association (4C2S2A).

Sponsor: CCCCSSAA

 

Leadership and Professional Development

 

Strategies for Succession Planning in the Coming Decade

by Sabrina Sanders

As the number of senior administrators approach retirement, it is imperative that talented, qualified and highly skilled mid-level professionals are identified, mentored and developed to fill those positions. A 2007 research study by American Association of Community Colleges (AACC) stated that over 84 percent of community college presidents would be leaving their positions over the next ten years. In California Community Colleges, there were 52 of 109 college presidency vacancies in 2006. We are indeed faced with the challenge of filling the leadership void. Recommendations are provided to continue the dialogue on succession planning to prepare the next generation of student services professionals to advance to senior administration positions in California Community Colleges.

Addressing the Future Leadership Needs of Community Colleges

by Magdalena H. de la Teja
Also contributing to the article: Edward Shenk, Paulette Dalpes, Denise Swett

In this article, the author and contributors identify the myriad of challenges facing current and future leaders in community colleges. They build the argument that current community college administrators would benefit from an executive leadership program, the CCELE, for SSAOs that will address many of the challenges outlined in this article and more. The hope is to help future leaders refine and enhance their leadership skills so they can be hired to lead institution out of the current quagmire and into sustainable colleges meeting the future needs of our students.

My Commitment to Professional Development

by Celia Esposito-Noy

In this article, the author touts the value of mentoring as part of her commitment to professional development. If you’ve served well as a mentor, you know that mentoring is both emotionally taxing and time consuming. It is however, one of the best things we can do for ourselves, our organization, and our profession. With several clear tips, it is a keen insight into the mentoring process.

“Capacity Building” at Home

by Dr. Lisa J. Waits,

The best leadership tool is to invest in the development of our faculty, staff and administrators in order to accomplish the goal of transforming students’ lives. We know that building individual staff capacity results in new skills, new solutions to old problems and a re-energized approach to our work. The tough part comes in how to provide quality staff development with meager resources. This article discusses the NASPA Student Services Institute which offers quality professional development on your college campus for 30 or more staff and faculty at a low per person cost

Innovation and Awareness

 

Observations by Patrick Perry
On Enrollments, Budgets and Where We are Headed as a System

The budget has gone south again, and an 8% cut in system funding to the CCC is causing a ripple effect through the colleges as they scramble to try to adjust to life over-cap and an ever-increasing wave of student demand spurned by a 12% unemployment rate. Using the only enrollment management tool available, colleges set about slashing course section offerings in Summer and Fall 2009 to reach a new equilibrium, only to find course section size soaring and more FTES generated. Meanwhile, the students face an ever daunting task of simply getting a class…any class. Those with enrollment priority are advantaged, but those on the outside trying to get in take the brunt of the lost access, and a much smaller first-time freshman class of Fall 2009 starts it journey through the CCC’s. It is not a new phenomenon; the same thing occurred in the early 90’s and 2000’s, and the outcomes are somewhat predicable. But this time around, two new forces have descended upon the higher education landscape: the rise of the for-profit institution, which has effectively diverted transfers, many of whom are underrepresented, into their sector, and the underlying drumbeat of change at two-year institutions coming from the halls of Washington and other think tanks and policy organizations nationwide.

TEACHING – Will there be Jobs?

by Kris Marubayashi

There is growing concern that the issuance of over 26,000 pink slips to California’s teachers will have a long-tern impact on the teaching profession, as individuals considering teaching as a career option re-think this choice. While teaching jobs may be scarce in the near future, factors indicate there will be great need for teachers over the next ten years.

Exploring the Intersect of Management and Instruction: Applying the Span of Control to Education

by Carol McKiel

Instructors engage, encourage, and provide feedback for their students to develop intellectually. The meaningful relationships between instructors and students are important for student success. But, higher education’s consistent use of large classes makes it difficult for many students to develop meaningful relationships. Business’s span of control concept, the ratio of manager to employee, average 1:10, may offer a new perspective on this problem in higher education. A small span of control allows managers to have frequent, personal contact with employees engaged in work requiring creativity, problem-solving, and critical thinking. A large span of control is appropriate for automaton jobs. Colleges are expected to graduate students with higher level skills, but are using a span of control used with automaton jobs.

Special Series on Undocumented Students and Higher Education

 

The Lives of “Undocumented: Students in Education

by Carmen Martínez-Calderón

This article is the first part of a two part series that analyzes how “undocumented” students make sense of school, schooling, and their social standing in the U.S. Based on two years of ethnographic research with 20 undocumented Mexican immigrant college students in California, this study examines the factors that have led these students to abandon their state of “social invisibility” and participate in higher education. The study finds that undocumented students decide to seek a higher education in an attempt to improve their chances for upward social mobility and incorporation into mainstream U.S society. They also see schools as safety zones and schooling as a mechanism of assimilation. This paper further explores how segmented assimilation theory can be utilized to understand the processes by which these students’ assimilate into mainstream U.S society. Lastly, the paper considers how assimilation theory can be expanded to better understand and depict the divergent paths of immigrant incorporation in the U.S.