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Carl Calkins, PhD, University of Missouri, Kansas City

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Research Design Workgroup * Carl Calkins, PhD, University of Missouri, Kansas City Margaret Nygren, EdD, AUCD * The survey was designed to capture information from ... – PowerPoint PPT presentation

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Title: Carl Calkins, PhD, University of Missouri, Kansas City


1
Research Design Workgroup
  • Carl Calkins, PhD, University of Missouri, Kansas
    City
  • Margaret Nygren, EdD, AUCD

2
Workgroup Members
  • Brent Askvig, North Dakota Center for Persons
    with Disabilities, North Dakota
  • Carl Calkins, UMKC Institute for Human
    Development, Missouri
  • Elisabeth Dykens, Vanderbilt Kennedy UCEDD,
    Tennessee
  • Michael Gamel-McCormick, Center for Disabilities
    Studies, Delaware
  • Gloria Krahn, Oregon Institute on Disability
    Development, Oregon
  • Fred Orelove, Partnership for People with
    Disabilities, Virginia
  • Sarah Rule, Center for Persons with Disabilities,
    Utah
  • Zolinda Stoneman, Institute on Human Development
    Disability, Georgia
  • Barbara Wheeler, USC UCEDD, California

3
Purpose, Plan, and Intended Outcome
  • Purpose of Workgroup To assist in the
    development of a research design to explore how
    universities are approaching the recruitment and
    selection of new UCEDD directors
  • Plan
  • Phase I Conduct a brief survey of the entire
    network to provide initial data and to inform
    phase II
  • Phase II Conduct in depth interviews of a small
    cross-section UCEDD Directors and university
    officials on issues of importance in hiring at
    universities today
  • Intended Outcome we hope to inform the next
    generation of leaders what credentials they might
    develop, provide opportunities to develop
    expertise in these areas, and to be better
    prepared to supply search committees with
    relevant information.

4
Timeline Activities To Date
  • September-October 2007
  • Workgroup identified areas of interest and
    discussed data gathering and analysis plan
  • November-December 2007
  • Reviewed draft survey and suggested revisions
  • Determined that a focus group of former Directors
    and retiring Directors should be used to further
    inform the development of Phase I II
    questions.
  • January 2008
  • Focus group held
  • February 2008
  • Survey modified in response to focus group
    comments
  • March 2008
  • UCEDD Directors surveyed Directors/Co-Directs of
    44 UCEDDs responded, a 66 response rate
  • April 2008
  • Initial results reviewed
  • Next steps in data analysis identified
  • Thematic areas for Phase II questions identified
  • June 2008
  • Presenting initial findings at ADD TA Institute

5
Tools and Method
  • Focus Group
  • The focus group panel was held via a one-hour
    conference call. The group participated in a
    roundtable discussion directed by an experienced
    moderator and observed by members of the
    workgroup examining this issue and the ADD
    project officer..
  • Survey
  • The survey included 8 quantitative questions, 2
    qualitative questions, and 1 opportunity for
    general comments.
  • The survey was organized into 2 sections
  • First, addressing elements related to the current
    directors position
  • Second, asking respondents to predict how a
    search would be conducted for a new UCEDD
    Director if undertaken today

6
Focus Group
  • All UCEDD Directors who had retired in the past
    year or who had announced a plan to retire within
    the next 6 months were invited to participate in
    the focus group.
  • Of the 9 invited, 8 participated in the focus
    group.
  • The purpose of the focus group interview panel
    was two-fold, to
  • Gather feedback on a draft survey designed to
    capture information from UCEDD Director/Co-Directo
    rs on their current job responsibilities and to
    gather their predictions on the candidate
    qualifications and recruitment processes if a new
    UCEDD Director/Co-Director were to be hired in
    the near future.
  • Provide a forum for emeritus and near-emeritus
    Directors to share their thoughts on the UCEDD
    Director recruitment and transition processes.

7
The Consensus of Focus Group Participants on the
UCEDD Director Recruitment and Transition
processes
  • UCEDD Director recruitment processes are
    determined by the university and often divorced
    from those with knowledge of the UCEDD.
  • Variables that affect recruitment are tenure
    status, perceived value of the UCEDD to the
    university (size, project, or infrastructure),
    processes for internal candidates to be
    considered, opportunities to develop or mentor
    junior staff to take on the role, and formal exit
    strategies for retiring Directors.
  • Assuring that UCEDD Directors have credibility in
    their university setting is essential to
    navigating the system, securing resources, and
    influencing processes that impact the UCEDD.
    Credibility is conferred by tenure in some
    settings, in other settings there are other
    currencies that confer credibility and respect.
  • The diversity of the network makes it impossible
    to have a one size fits all approach, but that it
    may be possible to develop profiles or types of
    UCEDDs for which candidate qualifications and
    recruitment processes could be tailored.

8
Consensus continued.
  • Changes in UCEDD leadership may reflect or
    provoke the universitys interest in change in
    the qualifications of the next director or
    intention to change the direction of the work of
    the UCEDD. The search may be part of a dynamic
    change that reconceptualizes the division of
    labor of the UCEDD Director and any other hats
    the current person wears.
  • Search committees need consultation to help them
    understand what the skills the UCEDD needs in a
    leader to be able to operate.
  • The search may take 9-12 months or longer.
  • The UCEDD is likely to be at its most vulnerable
    during the recruitment and transition processes,
    as forces in the university may act to
    appropriate UCEDD resources.

9
Focus Group Recommendations
  • Universities should engage in a self-study prior
    to initiating the recruitment, that is, determine
    its needs and set goals before it starts looking
    for a new UCEDD Director.
  • UCEDD faculty and/or outgoing director should be
    involved in the hiring of a new one.
  • AUCD, as an outside source that could not be
    perceived as influencing the search, should
    assist universities in the recruitment processes
    by providing
  • Director job descriptions from other UCEDDs
  • Consultation to help the search committee
    understand what expertise is required to meet
    UCEDD grant deliverables
  • A list of comparable UCEDDs, so that the search
    committee might engage in informational
    interviews with their Directors
  • Provide any profile information that might be
    developed on UCEDD types.
  • ADD should not offer nor require that its staff
    participate in the recruitment of new UCEDD
    Directors.

10
Initial Results of Survey Current UCEDD Director
Responsibilities
  • Scope of Responsibility
  • Most (60) both manage the day-to-day operations
    and lead their UCEDD
  • Job Description
  • Most have a current job description (79)
  • Among those with a job description, 53 of those
    descriptions were updated within the past 12
    months 25 reported their job descriptions were
    updated in the last 2-5 years
  • Tenure
  • Given where their UCEDD was administratively
    housed, 47 reported it was very important, 21
    indicated it was somewhat important
  • Narrative comments strongly suggested that to be
    successful, UCEDD Directors need to have
    credibility within the host university, if not
    through tenure, then through alternative
    promotion schedules or other institutional
    currency

11
Initial Results of Survey Predictions on the
Necessary Qualifications and Recruitment Process
for a new UCEDD Director at the University
  •  Recruitment processes were predicted to very
    likely entail
  • A national search (74)
  • The consideration of internal candidates (63),
  • Inclusion of UCEDD staff on the search committee
    (64)
  • Inclusion of non-university staff such as CAC
    members, community partners, etc. on the search
    committee (64)
  • Respondents indicated that the use of a head
    hunting firm was either not very likely (44) or
    not likely at all (46)
  • Predictions on the likelihood of the current
    directors inclusion on the search committee for
    the next director was
  • 28.5 very likely
  • 28.5 somewhat likely
  • 24 not very likely
  • 19 not likely at all

12
Initial Results of Survey Predictions on the
Necessary Qualifications and Recruitment Process
for a new UCEDD Director at the University
  • Qualifications identified as very likely to be
    important
  • Capacity to bring in grants/revenue (91)
  • Management/leadership credentials (86)
  • Disability experience/expertise (82)
  • Publication history (52)
  • Community outreach/engagement experience (50)
  • Tenurability (46)
  • Qualifications identified as somewhat likely to
    be important
  • Familiarity with UCEDDs (55)
  • research (52)
  • Teaching (44)

13
Next Steps
  • Further analysis of survey data
  • The survey responses will be matched with data on
    variables that might be relevant (administrative
    location of the UCEDD university Carnegie
    classification, land grant status, public/private
    status). The resulting dataset will be examined
    to determine what, if any, correlations may be
    observed.
  • Begin Phase II
  • Themes suggested by the survey and focus groups
    will be used to gather data from in depth
    interviews with a small cross section of UCEDD
    Directors and University leaders
  • Report on findings at AUCD Annual Meeting
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