Author(s): |
Kono, Craig D. |
Source: |
Journal of College Teaching & Learning, v9 n2 p129-134 2nd Qtr 2012 |
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Pub Date: |
2012-00-00 |
Pub Type(s): |
Journal Articles; Reports - Research |
Peer Reviewed: |
Yes |
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Descriptors:
Principals; Beginning Teacher Induction; Family Needs; Rural Schools; Beginning Teachers; Personnel Needs; Faculty Mobility
Abstract:
This research project is the third in a series of research projects conducted for the purpose of assisting rural school principals create comprehensive first-year teacher induction programs. This project promotes the use of comprehensive teacher induction programs that meet both the needs of school principals, but also the social, personal, and family needs of new teachers starting their education careers in rural schools in South Dakota. The data was collected from previous teacher skills and school traits studies involving school principals and first-year teachers from across South Dakota. This report was created through the Northern State University Teacher Induction Program, a follow-up support and data collection program intended for new teachers entering education upon graduation from Northern State University in Aberdeen, South Dakota. The data collected documents trends and issues and is reported annually to Northern State University School of Education. (Contains 1 table.)
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Pub Date: |
2011-00-00 |
Pub Type(s): |
Journal Articles; Reports - Descriptive |
Peer Reviewed: |
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Descriptors:
Safety; Resource Allocation; Predictor Variables; Safety Education; School Safety; Resource Staff; Staff Utilization; Personnel Management; Personnel Needs; Law Enforcement; Campuses; Position Papers; Research Reports
Abstract:
College and university administrators must take into account a number of variables in determining the appropriate staffing levels for their campus public safety function, according to a white paper released by International Association of Campus Law Enforcement Administrators (IACLEA). The report is entitled, "Establishing Appropriate Staffing Levels for Campus Public Safety Departments," by Sue Woolfenden, QPM, Ph.D., and Bill Stevenson, Ph.D., of Strategic Direction, a consulting firm based in the United Kingdom that specializes in police resource allocation. The white paper explores how campus public safety department staffing levels are determined, what agencies are able to achieve with the number of staff available to them, and what challenges they face in this respect. It also examines whether there is the potential to develop a means of determining appropriate staffing levels for campus public safety. Most important to the safety of the students, staff, and faculty at colleges and universities, this report looks at staffing needs as they relate to the execution or maintenance of a community oriented policing mission--a major issue in today's tight economic times where many police chiefs and public safety directors are expressing concern that their resources are already being stretched to the limit. (Contains 2 tables.)
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Author(s): |
Shaw, Matthew |
Source: |
National Association of Charter School Authorizers |
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Pub Date: |
2011-05-00 |
Pub Type(s): |
Reports - Descriptive |
Peer Reviewed: |
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Descriptors:
Charter Schools; School Closing; School Administration; Stakeholders; Planning; Cooperation; Governing Boards; Organizational Communication; Money Management; Personnel Needs
Abstract:
Charter school closure, though sometimes challenging and emotionally charged, is an essential aspect of the charter school movement. The purpose of this Issue Brief is to provide a practice-oriented resource for authorizers and other charter school stakeholders to navigate the closure process after the decision to close a school has been made. In order to navigate the closure minefields, the authorizer must understand why the process is painful for each stakeholder and anticipate the information that each stakeholder group will need throughout the school's wind-up. During the closure process, the authorizer will encounter the effects of pain and uncertainty as it hears from angry, anxious constituents. In particular, the authorizer should anticipate the following: (1) Students will be displaced; (2) Parents will be concerned about where their children will attend school; (3) Staff will be worried about losing their jobs; (4) Leaders/Founders are emotionally invested in the school; and (5) Board members, like the school leaders, are invested in the school emotionally and often, financially. (Contains 7 endnotes.) [This paper was written with the assistance of Parker Baxter, Jonas Chartock, Ralph Rossi, and Justin Testerman.]
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Author(s): |
Robertson, Sally |
Source: |
New Zealand Council for Educational Research |
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Pub Date: |
2011-00-00 |
Pub Type(s): |
Reports - Research |
Peer Reviewed: |
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Descriptors:
Foreign Countries; Small Schools; Expertise; Rural Schools; National Surveys; Principals; Boards of Education; Personnel Selection; Personnel Needs; Recruitment; Administrator Characteristics; Occupational Surveys; Employment Opportunities
Abstract:
School leadership in New Zealand has gained more attention in recent years. The New Zealand Council for Educational Research (NZCER) began collecting data on all principal advertisements in the "Education Gazette" in late 2007. This brief report analyses principal vacancies advertised in the "Education Gazette" in 2009 and 2010. It also analyses the data from the surveys of board chairs about appointments made in 2009 and 2010. It makes some comparisons with the 2008 data. Some relevant information on principal careers and teacher interest in becoming principals from recent NZCER national surveys is also included. Some of the main findings were: (1) In 2008, 304 advertisements were placed, in 2009 there were 194 and in 2010 there were 219. These figures suggest that 2008 was an unusually high year in terms of advertisements; (2) Small schools and rural schools showed higher principal vacancy rates than other schools; (3) Overall in 2009, the median number of applicants was nine, with a range from one to 41; (4) Almost all boards used additional expertise in the appointment process; (5) In 2009, only 16 percent of boards thought the field of applicants for their school's principalship was very good to excellent. However, 87 percent thought those on their shortlist were good/excellent quality; (6) Most boards said they were very satisfied with the appointment they made (in 2009, 92 percent and in 2010, 88 percent); (7) In 2009, women made up 53 percent of the shortlisted applicants for principalship, but only 44 percent of those appointed; (8) Over half of those who were shortlisted and selected both in 2009 and 2010 were new principals; (9) In both 2009 and 2010 the two main destinations of principals who left these positions were to another principalship (27 percent in 2009 and 36 percent in 2010) or retirement (21 percent in 2009 and 26 percent in 2010); (10) For secondary schools, the NZCER national survey data indicate that principals have been staying longer in their positions. However, the pattern is less clear for primary/intermediate school principals; (11) Data from the NZCER national surveys indicates that a significant minority of principals feel stuck in their role; and (12) There is increased interest from secondary teachers in the principalship, with 13 percent being interested in the role in 2009, up from 8 percent in 2006. (Contains 3 tables and 20 footnotes.)
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Pub Date: |
2011-02-00 |
Pub Type(s): |
Reports - Research |
Peer Reviewed: |
Yes |
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Descriptors:
Principals; Personnel Needs; Public Schools; Retirement; Enrollment Projections; Regional Characteristics; Differences
Abstract:
This technical brief projects the need for new school-site administrators (principals and vice-principals) in California by region in two-year increments over 2010/11-2017/18. It builds on an earlier Regional Educational Laboratory West report that projected the aggregate need for school administrators over 2008/09-2017/18 based on projected retirement and projected changes in student enrollment (White, Fong, and Makkonen 2010). Both studies divide the state into 11 regions, and both report projected demand for local administrators as a change from the 2007/08 baseline workforce. By disaggregating the study period into two-year increments, this brief provides more specific data for education organizations--particularly the Association of California School Administrators and the California County Superintendents Educational Services Association--to more accurately target workforce planning and training programs for new school-site administrators. This technical brief addresses three research questions: (1) By region, what percentage of 2007/08 school-site administrators are projected to retire in each two-year period over 2010/11-2017/18?; (2) By region, how many new school-site administrators (as a percentage of the 2007/08 school-site administrator workforce) will be needed to offset projected changes in student enrollment for each two-year period over 2010/11-2017/18?; and (3) By region, how many new school-site administrators (as a percentage of the 2007/08 school-site administrator workforce) will be needed due to the combination of projected retirement and projected changes in student enrollment for each two-year period over 2010/11-2017/18? Key findings include: (1) The Central Coast region has the highest projected administrator retirement rates over the four two-year periods in the study; for each two-year period, either Inland Empire or South San Joaquin Central Valley is projected to have the lowest. Inland Empire's retirement rate is projected to remain at 4.7-4.8 per from 2010/11-2011/12 to 2016/17-2017/18; all other regions are expected to trend downward; (2) Due to projected student enrollment growth, and assuming no change in ratios of students to administrators, many regions are expected to face an increasing need for administrators in each two-year period. Inland Empire is expected to have the most enrollment-driven growth compared with its 2007/08 school-site administrator workforce; South Coast is expected to need fewer administrators based on enrollment patterns; and (3) The Bay Area is the only region in which combined retirement- and student enrollment-driven demand for school-site administrators is projected to fall over time. In all other regions, the need is expected to grow--particularly in Inland Empire, which can expect to need 42.2 percent more administrators over 2010/11-2017/18 than in 2007/08. South Coast is expected to have, overall, the state's lowest projected need (17.4 percent). Across regions, more combined need for school-site administrators is projected for the second half of the study period (2014/15-2017/18); however, data for those years are subject to greater error because long-term projections are less certain. For the first two-year period (2010/11-2011/12), 9 of 11 regions are projected to need to add 7.2-9.1 percent of their 2007/08 school-site administrator workforce due to retirement and changes in student enrollment. Appendices include: (1) Methods; and (2) County-level results. (Contains 1 box, 1 map, 3 figures, 8 tables and 5 notes.)
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