This chapter describes a long-term successful transfer partnership between Pikes Peak Community College (PPCC) and the University of Colorado-Colorado Springs (UCCS). The Best Choices program provides clearly defined pathways for students planning on transferring from PPCC to UCCS, including overall transfer plans that extend from start to finish.

Too many Washingtonians, especially low-income persons of color, are not completing postsecondary education credentials that lead to meaningful labor market returns. This chapter provides an evidence-based, student-centered transfer framework that reinforces transparency, equity-mindedness, and the adaptive leadership necessary to transform higher…

This chapter makes the case for the urgency to address the racial transfer gap that pervades the vertical transfer function involving community colleges and universities. Lessons from research on high-performing transfer partnerships lay a foundation for transfer policies and practices described in other chapters in this volume of New Directions…

This chapter describes a strong partnership with a long history between Rochester Community and Technical College (RCTC) and Winona State University (WSU), and focuses on the advising process utilized by a shared advisor employed by both institutions that has resulted in an improved transfer experience for students.

This chapter describes "transfer swirl" as the back-and-forth movement that students make between more than two community colleges before transferring to a university. A discussion on the implications of using inconsistent definitions to refer to students who transfer swirl occurs.

This chapter describes how Sinclair Community College and University of Dayton (UD) developed a transfer partnership that encompasses all facets of campus life, financial benefits, and wrap-around services.

This chapter builds upon past research on community colleges and four-year baccalaureate degree-granting institutions' efforts to improve transfer. We present a framework that describes multiple types of collaborative relationships between institutions and share strategies for practitioners to develop partnerships.

Institutional pairs of community college-sending institutions and university-receiving institutions are associated with significant variation in college completion outcomes, with such variation being especially pronounced for underserved transfer students of color. Higher performing institutional pairs tend to enroll a predominantly White student…

This chapter documents racial/ethnic inequities in transfer among a national sample of first-time beginning students included in the newest wave of the Beginning Postsecondary Students Longitudinal Study (BPS:12/14). Implications for transfer partnerships in promoting racial/ethnic transfer equity and improving student success are included.

In this chapter, we extend the conventional expectations of midlevel academic leadership to include emotional labor. To do so, we draw on examples salient to academic department chairs, who are the ultimate example of midlevel leaders: sitting between senior-level leaders and a cadre of disciplinary- and departmentally-based peers. After defining…

Midlevel leaders are key players in institutional change, yet many often feel disconnected from the framing and execution of academic strategy. Actively engaging midlevel leaders in the institutional strategic planning process creates an opportunity for professional development and accountability for the success of the strategic plan.

We propose that midlevel leaders are the hub of the organizational wheel who possess unique skills that can transform organizations. We conclude that midlevel leaders need to be supported in their current roles rather than inadvertently pushed out of them.

The capacity of midlevel leaders to develop influential relationships in order to effectively lead up, down, and to the side is dependent upon internalizing and continuously nurturing both a leader and a follower identity.

This chapter describes research on a four-year National Science Foundation grant project that supported instructional, organizational, and professional change made by geoscience faculty change agents. The faculty change agents participated in sustained professional development, led regional workshops, and engaged in college-, program-, and…

This chapter provides a portrait of midlevel Latina leadership in community colleges, focusing on the intersections of gender and race. The chapter will also examine the challenges and barriers Latinas face as midlevel leaders, the role of mentors, as well as provide recommendations for community colleges to help increase the numbers of Latina…