Education Commons^™

Does Being Rural Matter?: The Roles Of Rurality, Social Support, And Social Self-Efficacy In First-Year College Student Adjustment, Allison L. Bitz Phd

College of Education and Human Sciences: Dissertations, Theses, and Student Research

One out of every three first-year college students will not return for a second year of college (Postsecondary Education Opportunity, 2010). Due to a variety of factors, minority students are at an even higher risk of dropping out of college. Rural youth, comprising approximately 22% of the nation’s total youth, form a significant minority population; yet the rural student experience in college has not yet been widely considered in research. The purpose of this quantitative study was to explore college adjustment and its predictors among first-year students, with an emphasis on the role of rurality in college adjustment. Social self-efficacy, …

Re-Imagining The Digitalcommons Collections At The University Of Rhode Island: Innovative Approaches Using Technology To Advance The Student Experience, Joseph A. Santiago

Student Affairs Digital Community Development

Proposal Application for 2012 Innovative Approaches Using Technology to Advance the Student Experience. This proposal outlines a plan to utilize the DigitalCommons Collection as a unifying platform that can be the vehicle for community scholarship, creativity, and outreach. This article communicates a strategy to connect the URI community through multiple points of access and create a blended environment in which all people may share and learn from each other.

A rough draft of the proposal has been included demonstrating a slightly different interface and the beginnings of the writing process.

Strategic Directions For Gettysburg College Update & Upcoming Major Facilities Projects, March 2011, President's Office

Reports from the President’s Office

The four central themes of Strategic Directions-Engagement, Distinction, Access and Connection-remain the best guideposts to lead us towards our goals and aspirations for Gettysburg College. However, the current context does require us to sharpen our focus, prioritize further, and better capitalize on opportunities and synergies. [excerpt]

Strategic Planning Forum Strategic Planning Goal 2: Academic Excellence, Friday, Feb. 4, 2011, Uno Office Of Institutional Effectiveness

Strategic Planning Forums

Strategic Planning Forum Strategic Planning Goal 2: Academic Excellence, Friday, Feb. 4, 2011.

Strategic Directions For Gettysburg College Update, February 2011, President's Office

Reports from the President’s Office

Much has changed since the Strategic Directions for Gettysburg were articulated in 2007. We have had transition in the leadership of the College in key positions including the president, the provost, and the vice president for development, alumni and parent relations. The economy has shifted seismically and in ways we certainly would not have predicted in 2007. Demographic projections related to the diversity of high school students and their geographic distributions have become a reality. The emergence of online learning opportunities and for-profit education, together with a high unemployment rate and significant increases in student financial need, have created a …

Using Data To Evaluate Performance And Inform Decisions, Lynn D. Akey

Academic Affairs Publications

No abstract provided.

Bridgewater State University Factbook, 2010-2011, Office Of Institutional Research And Assessment, Bridgewater State University

Factbook

No abstract provided.

Common Data Set, 2011-2012, Office Of Institutional Research, Bridgewater State University

Common Data Sets

No abstract provided.

The Nature Of Relationship Construction And Maintenance For New College Presidents: An Exploratory Study, Mark Allen

Antioch University Full-Text Dissertations & Theses

The purpose of this study was to explore the nature of relationships within the context of a new college presidency. The college presidency is unique given the societal importance of higher education and the organizational complexity of academia. To remain relevant in addressing society's needs a president must successfully create an environment receptive to self-examination and change. Central to a president's success is the ability to construct and maintain effective relationships. This exploratory research employed a phenomenological approach, interviewing eleven new college presidents as the primary method for gathering data. Through data analysis the researcher captured a deeper understanding of …