The Impact of a Summer Workshop: Staff Orientation at Mesa Community College

The Arizona Collaborative for Excellence in the Preparation of Teachers (ACEPT) is a National Science Foundation (NSF) funded project to reform teacher preparation in Arizona. One of the major modes for initiating both collaboration and reform between and among university and community college staff has been the Summer Faculty Enhancement Workshops developed and offered by ACEPT co-principal investigators each summer since 1996. The summer of 1999 featured five workshops, one of which was the Geology Summer Workshop which brought participants into close contact with eighteen reformed practices appropriate for large lecture style classes. One of the nineteen participants was Ray Grant, Department of Science Chair at Mesa Community College, one of the collaborating institutions in ACEPT. This report describes what Ray, as department chair, did as a follow-up to the summer workshop. What occurred completely transformed the Department of Science staff orientation meeting held just prior to the fall semester. Some of the surprising events are described in this report. The transformation of the staff meeting not only speaks to the impact of the Geology Summer Workshop, but also suggests creative roles for staff orientation meetings in community college settings

Chairs Mentoring Faculty Colleagues

Many academics struggle to manage the changes that come with suddenly being responsible for chairing a group of peers. As in skilled classroom instruction, leading an academic unit invokes specific structural, strategic, tactical, and interpersonal abilities. New chairs often quickly have to add ways of thinking and acting that are beyond the precise expertise that got them to that point in the first place. With our focus on understanding process, communication scholars may be better equipped than some others to understand this role shift’s dynamics, but often we struggle as mightily as our chemist or engineering or nursing peers to convert those understandings into practices that helpfully develop without overwhelming or harming either our colleagues or ourselves

Is a Library Department Chair Essential?: The Development of the Library De- partment Chair at Central Washington University

The combined position of University Archivist and Library Department Chair in the James E. Brooks Library at Central Washington University (CWU) in Ellensburg, Washington is unique and draws cu- riosity as to what other academic libraries have department chairs and what is their specific area of librarianship. This article provides a review of literature on the responsibilities of department chairs and their vitality, as well as publications specifically referencing library department chairs. A compar- ison of the CWU library department chair to another library faculty chair in the Orbis Cascade Alli- ance is also provided. The history of the chair position at Brooks Library is examined as is the makeup of the library faculty. Resources for chairs at CWU and personal strategies that have proved effective in being a leader of library faculty are described

1991 Meeting Minutes

Staff Congress meeting minutes for 1991

Minutes 1998-1999

The records of the Administrative Staff Council (UA-022) are available in print in the Center for Archival Collections

2001-2002 Records

Records and supplementary materials from the Student Government Association of Morehead State University from the Spring Semester of 2001 to the Spring Semester of 2002

2008 Meeting Minutes

Staff Congress meeting minutes for 2008

Governing Networks and Rule-Making in Cyberspace

The global network environment defies traditional regulatory theories and policymaking practices. At present, policymakers and private sector organizations are searching for appropriate regulatory strategies to encourage and channel the global information infrastructure (“GII”). Most attempts to define new rules for the development of the GII rely on disintegrating concepts of territory and sector, while ignoring the new network and technological borders that transcend national boundaries. The GII creates new models and sources for rules. Policy leadership requires a fresh approach to the governance of global networks. Instead of foundering on old concepts, the GII requires a new paradigm for governance that recognizes the complexity of networks, builds constructive relationships among the various participants (including governments, systems operators, information providers, and citizens), and promotes incentives for the attainment of various public policy objectives in the private sector

2010 Meeting Minutes

Staff Congress meeting minutes for 2010

2002 Meeting Minutes

Staff Congress meeting minutes for 2002