Education Commons^™

Brief 19: The Dean’S Role In Faculty Evaluation, New England Resource Center For Higher Education, University Of Massachusetts Boston

New England Resource Center for Higher Education Publications

Faculty work continues to change in response to the increased emphases on diversity requirements in undergraduate education, partnerships between academic and student affairs, and computer technology (O’Meara, et al, 2003). As even more is learned about strategies for the educational success of their students, faculty will be counted on to tailor their skills and pedagogies to new populations of students. At the same time, colleges and universities must keep pace with these changes by ensuring that expectations about faculty work are clearly defined and are reflected in evaluation and reward structures—and that faculty are supported in their efforts. The quality …

Brief 18: Creating A Culture Of Inquiry, New England Resource Center For Higher Education, University Of Massachusetts Boston

New England Resource Center for Higher Education Publications

The Community College Student Success Think Tank, part of the Community College Student Success Project, funded by Lumina Foundation for Education, brings student and academic affairs officers together with institutional researchers to reflect on trends and issues surrounding data-driven decision making in community colleges. Participants consider various forms of accountability data, processes and analyses to bring about institutional transformation. At a recent meeting, Think Tank members discussed ways to create a culture of inquiry at community colleges.

Thwarted Ambition: The Role Of Public Policy In University Development, Michael N. Bastedo

New England Journal of Public Policy

Paradoxically, Massachusetts is the home of a world-class system of private higher education and a struggling system of public higher education. The influence of private higher education and persistent indifference by state government repeatedly thwarted UMass’s ambition to increase its stature on the national scene. The result was a “boom or bust” cycle of financial support that made rational planning and institutional expansion extremely difficult, exacerbating the university’s late start toward world-class status.

Editor's Note, Padraig O'Malley

New England Journal of Public Policy

Everyone who knew Robert Wood — LBJ's man to develop the Model Cities Program, President of the University of Massachusetts, Superintendent of Boston Public Schools, and author — has an anecdote about him.

He was that kind of man. You remembered him and if it was not quite in a way that was always warm and fuzzy, that delighted Bob for whom the battle of ideas was fought on a terrain where he, at least, did not know the meaning of running for intellectual cover. Nor, for that matter was he much inclined to take prisoners of sloppy thinking.

This …

Looking Back Without Anger: Reflections On The Boston School Crisis, Robert Wood

New England Journal of Public Policy

This article is taken from the unpublished autobiography of Robert Wood who served as Superintendent of Boston Public Schools from 1978 to 1980 during the difficult period when U.S. District Court Judge W. Arthur Garrity was overseeing court ordered desegregation of schools. After leaving the University of Massachusetts in January 1978, Robert Wood spent six months at the Harvard Graduate School of Education working on a book and considering a possible run for the United States Senate. Suggestion as to his next assignment, however, came from an unexpected source, as he describes below.