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Full-Text Articles in Educational Leadership
College-Prep-For-All Curriculum: Is It An Option For The North Bay?, Edward Kujawa, Madalienne F. Peters Ed.D., Elizabeth Truesdell, Suzanne Roybal, Sarah Zykandov, Rajinder Sky Gill, Kevin O'Brien, Eileen Vollert-O'Kane
College-Prep-For-All Curriculum: Is It An Option For The North Bay?, Edward Kujawa, Madalienne F. Peters Ed.D., Elizabeth Truesdell, Suzanne Roybal, Sarah Zykandov, Rajinder Sky Gill, Kevin O'Brien, Eileen Vollert-O'Kane
Madalienne F. Peters
The report concludes with suggestions for future research. Much of the current research details the successes of high school graduates in attending and completing post-secondary education, but there exists a need for longitudinal studies tracking students from an early age, through their elementary, middle and high school experience, and on to their college attendance and careers. In comparing schools that have implemented strides toward College-Prep-For-All policies versus those that remain status quo, what possible differences develop for students and the local economy? Furthermore, how can the North Bay glean aspects of successful college- and career-ready programs for their schools? The …
The Progression Of The College Admissions Professional, Christopher Tremblay, Ed.D
The Progression Of The College Admissions Professional, Christopher Tremblay, Ed.D
Christopher W Tremblay, Ed.D
No abstract provided.
Strategic By Design: Iterative Approaches To Educational Planning, Shannon M. Chance
Strategic By Design: Iterative Approaches To Educational Planning, Shannon M. Chance
Shannon M. Chance
oday’s tumultuous economic and political conditions require universities to adapt—fast. Leaders must attend to unforeseen crises, events, and opportunities in ways that align with their core missions, promote their universities’ continued existence, and help achieve disparate goals (Rowley, Lujan, and Dolence 1997). Good planning and good plans involve iteration; simple cause-and-effect thinking is no longer enough. Universities can—and frequently do—suffer when they use linear, mechanistic thinking (Presley and Leslie 1999; Rowley, Lujan, and Dolence 1998). Leaders can make too many erroneous assumptions about the future. And, when users view strategic plans as fixed road maps, they often fail to recognize …