Policy administrator position diffusion: regionally accredited higher education institutions in the United States
Date
2023
Authors
Pyke, Janelle L., author
Makela, Carole J., advisor
Doe, Sue, committee member
Shelton, Paul, committee member
Timpson, William, committee member
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Abstract
When I was asked to work with policies at my university, the process in place was hazy at best. I learned of the Association of College and University Administrators (ACUPA), which was an informal list serve at the time, but eventually incorporated as a recognized professional association. ACUPA membership represented a very small number of higher education institutions in the United States. This raised my curiosity as I wondered how many institutions have established such a position. Is it an emerging profession among regionally accredited higher education institutions in the United States? If so, why? An email invitation to participate in an online survey was sent to the chief academic officers, vice presidents for finance, and legal counsel at all (N = 2,889) regionally accredited higher education institutions in the United States and Washington, DC for which both contacts and IPEDS data were available. To establish prevalence, survey recipients were requested to respond even if their institution did not have the position. In addition to the survey, institutional characteristics were downloaded from the Integrated Postsecondary Education Data System (IPEDS) and merged with survey results. Everett Rogers (2003) Diffusion of Innovation theory was the framework to learn how and why this position was adopted or rejected. A binary logistic regression was used to determine if independent variables (institutional characteristics) contribute to the likelihood the dichotomous dependent variable (adoption or rejection of the position) had for one outcome versus the other. Based on the year of adoption, a cumulative frequency was generated which created the S-curve described by Rogers, depicting the rate of adoption. The survey collected data describing the position (e.g., FTEs, educational background, where it fits within the organization). Part of the qualitative portion of the survey was structured using Rogers' (2003) "innovation-decision process," which includes the following stages: knowledge, persuasion, decision, implementation, and confirmation of decision. Directed content analysis was chosen as the method of analyzing the open-ended responses. The S-curve created by plotting cumulative frequencies indicated an emerging profession. Although, the odds ratios suggest the odds of an institution establishing a policy administrator position decreases as the size of the institution decreases; institutions in all size categories reported having the position. Often expressed by respondents whose institutions do not have the position was the notion a full-time position could not be justified. However, the data show many positions are part time with varying percentages of an FTE devoted to policy work. Respondents stated goals or desired outcomes for the position and the issues to be addressed to achieve these goals and outcomes. This should be helpful to institutions considering the position as well as institutions who are just starting on the journey of establishing the position. A list of best practices emerged, which institutions may find helpful in implementing the position, to validate current policy practices whether or not they have the position, or may assist institutions in evaluating their need for the position.
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Embargo Expires: 05/26/2024
Subject
institutional policy
diffusion of innovation
policy administration