Browsing by Author "Dr. Lance D. Fusarelli, Committee Co-Chair"

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    An Analysis of Elementary School Size in North Carolina: When Does a Small School Become Too Small?
    (2008-04-21) Shaw, Lyle Calhoun; Dr. Lance D. Fusarelli, Committee Co-Chair; Dr. Thomas L. Alsbury, Committee Co-Chair; Dr. Kenneth H. Brinson, Jnr., Committee Member; Dr. Kevin P. Brady, Committee Member; Dr. John Nietfeld, Committee Member
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    Post-Punctuation Politics: The Evolution of Charter School Policy in North Carolina
    (2009-04-15) Lewis, Wayne D. Jr.; Dr. Tamara V. Young, Committee Co-Chair; Dr. Kevin P. Brady, Committee Member; Dr. Ryan C. Bosworth, Committee Member; Dr. Lance D. Fusarelli, Committee Co-Chair
    This qualitative case study examines the evolution of charter school policy in North Carolina. The study is theoretically grounded in Baumgartner and Jones’ (1993) punctuated equilibrium theory. First, the study explores the evolution of charter school policy in North Carolina since the passage of charter school legislation in 1996. Second, it tests Lacireno-Paquet and Holyoke’s (2007) hypothesis of policy reversion following the enactment of dramatic new policies. The study’s findings indicate that since the passage of charter school legislation, traditional public school interests in North Carolina, led by the North Carolina Association of Educators, have regained a position of dominance in education policy making. Traditional public school interests’ access to Democratic legislators in the General Assembly has been instrumental in blocking amendments to charter school policy that would raise or remove the statewide cap of 100 charter schools. As such, the study’s findings support Lacireno-Paquet and Holyoke’s hypothesis of policy reversion.
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    What is Your Bench Strength? An Exploration of Succession Planning in Three Large School Districts in a Southeastern State
    (2009-10-29) Riddick, Francine Piscitelli; Dr. Kevin P. Brady, Committee Member; Dr. Bonnie C. Fusarelli, Committee Member; Dr. Matthew C. Militello, Committee Co-Chair; Dr. Lance D. Fusarelli, Committee Co-Chair
    Large school districts face a number of challenges due to their sheer size. One of these challenges involves staffing the role of the principal. With Baby Boomers reaching retirement age, large school districts, especially those experiencing growth, have to fill numerous leadership positions. In order to fill these positions efficiently and effectively, many school districts are beginning to develop and implement succession planning programs to expand their internal pool of leadership candidates. Succession planning strategies have been utilized in the business world for years and the education realm is beginning to realize their value. This study explores three large school districts in a southeastern state and their efforts to implement effective succession planning systems. While all three districts have a variety of strategies in place, none of the districts have a comprehensive, written succession plan and corresponding evaluation. Other similarities across the three districts include administrator certification programs, coaching programs, the predominant use of self-selection into succession planning initiatives, the principal position as the focal point, and the value of utilizing the cohort concept. Some differences across the three districts are the departments and positions responsible for succession planning initiatives, the categorization of some strategies as succession planning, and an additional position as a secondary focal point.