CIES Special Interest Groups Review Committee Final Report

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CIES Special Interest Groups Review Committee Final Report DATASET · APRIL 2011

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Che-Wei Lee

University of Florida

University of Pittsburgh

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Malinee Rattananuntapat

K. Holly Shiflett

University of Pittsburgh

University of Pittsburgh

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Available from: Che-Wei Lee Retrieved on: 14 January 2016

CIES SPECIAL INTEREST GROUPS REVIEW COMMITTEE FINAL REPORT

Committee Co-Chairs: W. James Jacob, University of Pittsburgh Paula Frederica Hunt, Michigan State University Committee Members: Ailie Cleghorn, Concordia University Fernanda Pineda, Florida International University Additional Contributors: Lila de Klaver, University of Pittsburgh Uttam Gaulee, University of Pittsburgh Somkiat Kamolpun, University of Pittsburgh Che-Wei Lee, University of Pittsburgh Otgonjargal Okhidoi, University of Pittsburgh Malinee Rattananuntapat, University of Pittsburgh Holly Shiflett, University of Pittsburgh 22 April 2011

i CONTENTS Contents ....................................................................................................................................... i  Abbreviations and Acronyms ................................................................................................... iii  1.0 Executive Summary .............................................................................................................. 1  2.0 Introduction to the Study ..................................................................................................... 4  3.0 Background Study on CIES Special Interest Groups ........................................................ 5  4.0 Methods ................................................................................................................................. 6  Participants ............................................................................................................................. 6  Instruments ............................................................................................................................. 6  IRB Approval Process ............................................................................................................. 6  Data Analysis .......................................................................................................................... 7  5.0 Findings ................................................................................................................................. 8  SIG Leaders Survey ................................................................................................................ 8  Interviewees ...................................................................................................................... 8  Time Devoted to SIG Leadership ...................................................................................... 8  SIG Leadership Structure and Membership Composition ................................................. 8  Motivation to Join CIES SIGs ............................................................................................ 8  Effective Components of CIES SIGs ................................................................................. 9  SIG Leadership Selection Process ................................................................................. 10  Participation in SIG-Sponsored Projects and Events ...................................................... 10  SIG Membership and Activity of Members ...................................................................... 10  Primary Barriers to Joining SIGs ..................................................................................... 12  Communication with SIG Members ................................................................................. 12  Qualitative Findings from Leaders Survey ............................................................................ 13  Duration of Membership in the SIG ................................................................................. 13  Primary Responsibilities of SIG leaders (Chairs and Co-Chairs) .................................... 13  Leadership Recruitment and Term .................................................................................. 14  Key Goals of CIES SIGs ................................................................................................. 14  How SIGs Achieve These Key Goals .............................................................................. 15  Achieving SIG Goals and Leadership Responsibilities ................................................... 16  Suggestions To Help SIGs Be More Effective ................................................................ 16  Considerations of Proposals for New Projects/Activities/Events ..................................... 19  Advice for New CIES SIG Leaders ................................................................................. 19  Additional Insights ........................................................................................................... 20  CIES Members Survey.......................................................................................................... 22  Motivation to Join a CIES SIG ......................................................................................... 23  Ways Members Participate in CIES SIGs ....................................................................... 23  Most Valuable Aspects of SIG Membership .................................................................... 24  Responses from Members Who are Not Current a Member of a SIG............................. 24  Responses from All Members Survey Respondents ....................................................... 25  6.0 Conclusion and Recommendations .................................................................................. 28  CIES Constitution and Bylaws Relating to SIGs ................................................................... 28  Other Recommendations ...................................................................................................... 29  1. SIG Representation on CIES BOD ............................................................................. 29  2. Promoting SIGs through the CIES Website ................................................................ 29 

ii 3. SIG Panels at CIES Annual Meetings ......................................................................... 30  4. SIG Roles and Responsibilities in CIES Annual Meeting Preparation ........................ 30  5. Paying Annual SIG Fees (Procedures and Processes) .............................................. 30  6. SIG-Sponsored Awards .............................................................................................. 31  7. SIG-Sponsored Projects ............................................................................................. 31  8. SIG-Sponsored Publications ....................................................................................... 32  9. Encourage Fund Raising Opportunities Linked to SIG-Sponsored Scholarship Activities .......................................................................................................................... 32  10. Process for Establishing a New SIG ......................................................................... 32  11. Process for Discontinuing SIGs ................................................................................ 32  12. Approve Handbook by CIES BOD and Add to Historian’s Corner ............................ 32  Appendix 1: List of CIES Special Interest Groups ................................................................. 33  Appendix 2: List of CIES SIG Leaders .................................................................................... 34  Appendix 3: CIES General Membership Survey .................................................................... 36  Appendix 4: CIES Leaders Survey .......................................................................................... 39  Appendix 5: 2008 CIES Ad Hoc Committee Report on Special Interest Groups................. 43  Appendix 6: Handbook for New CIES SIG Chairpersons ...................................................... 67 

iii ABBREVIATIONS AND ACRONYMS CANDE CCEHP CIES GE HESIG ICT4D IRB IT SIG/s

Citizenship and Democratic Education Cultural Contexts of Education and Human Potential Comparative and International Education Society Globalization and Education Higher Education Special Interest Group Information and Communication Technologies for Development Institutional Review Board Information technology Special Interest Group/s

1 1.0

EXECUTIVE SUMMARY

An ad hoc committee (SIG Review Committee) was formed with an aim to study the status of 18 Special Interest Groups (SIGs) of the Comparative and International Education Society (CIES) from 2010-2011. The main objectives of the SIG Review Committee included: (1) to survey CIES membership and leaders to gain insights on possible ways of improvements of SIGs from an organizational standpoint; (2) to recommend the best way to collect SIG membership dues; and (3) to develop a Handbook for New CIES Chairpersons. In order to achieve the objectives, the SIG Review Committee: (a) conducted an online survey among all CIES members as of 15 February 2011 (in all 296 of 2,144 solicited members participated in the Members Survey); (b) conducted in-depth semi-structured interviews with 23 SIG leaders; and (c) incorporated suggestions from multiple meetings and correspondences research team members had with other CIES leaders from March 2010 to April 2011. The survey among current CIES SIG leaders indicated the following key findings. There were 776 paid members of SIGs as of 31 December 2010, according to the CIES Secretariat, although, SIG leaders reported an estimated 1,443 SIG members during the interviews and indicated about a third of them were active on a regular basis throughout the year. There was a general satisfaction among the SIG leaders with their SIG activities. SIG leaders spent five hours on average per month on SIG leadership responsibilities, with an exception of 10-20 hours on average during months in which the annual conference review process is conducted and during the month in which the annual conference is held. The primary motivating factor for the leaders to join or establish a CIES SIG was “research interest” followed by the ability to “enhance career opportunities” and “enhance research capabilities.” Currently most leaders are elected, others are nominated or appointed, and in a few cases the transition of leadership has not yet been determined as the SIGs are so new that they have not yet had a succession of leadership. There was a near unanimous agreement among current SIG leaders that the CIES Annual Conference was the primary event for their SIGs to achieve their goals, although a few mentioned other arenas such as additional annual meetings for the SIG members to get together. Thirteen SIG leaders were satisfied with the level of participation of their members. The leaders named “communication” as the main barrier for individuals to join SIGs and estimated that they communicated with SIG members less than once a month, mainly through listserv and email distribution lists. There has been a traditional inconsistency in past guidelines among the SIGs for ways in which membership dues are collected and reported to the CIES Secretariat. Out of the 296 CIES members who responded to the online survey, 163 were current SIG members, while 133 did not belong to a SIG. “Presenting at SIG-sponsored conference” events followed by “SIG-sponsored journal/newsletter subscription” opportunities were the most selected options by SIG members as ways to participate in CIES SIGs. The most valuable aspects of SIG membership for them were “research awareness” in the field and “research expertise within the group.” Thirty-eight percent of the CIES members who reported not belonging to a SIG were students. The participants of the study most commonly suggested improving “communication” within the SIGs, between SIG leaders and CIES Board of Directors. SIG leaders would like to use more social media with their members and maintain more frequent communication with the Board of Directors. In the same line, most leaders viewed “communication and networking” as their

2 primary responsibilities, as well as, recruiting and strengthening their respective SIGs. While the leaders saw “research enhancement and collaboration to support a network of scholars and professionals” as the key goal of SIGs, they indicated that the CIES Annual Conferences was the main venue for achieving these goals. Although the majority of SIG leaders were satisfied with the participation of their members, they suggested several ways for improvement, including, providing SIG members with more ways to assemble together, improvement of communication with CIES Board of Directors and the Secretariat, and the need for a standardized fiscal year and registration process. They requested improvements in the SIG registration and SIG annual dues collection processes which made several of the leaders feel frustrated. SIG leaders as a whole expressed a request for greater support from the Board of Directors on improving the organization and administration of SIGs. Eight themed suggestions were given by the leaders to help SIGs become more effective: (1) promote SIG-sponsored projects, (2) establish valid communication channels, (3) increase member participation opportunities, (4) establish an overlapping leadership model, (5) provide networking opportunities, (6) establish standard SIG administrative responsibilities and processes, (7) limit the number of SIG-highlighted panels, and (8) allocate financial support to SIGs. When asked about suggestions for advice to new SIG leaders, current CIES SIG leaders said that time commitment was the most important aspect of leading a SIG, as well as, collaboration with other SIG leaders. The Conclusion and Recommendations Section of this report is divided into two subsections. The first reviews current and proposed wording changes to the CIES Constitution and Bylaws related specifically to SIGs as provided to our research team by CIES Historian Erwin Epstein. The second identifies 12 additional recommendations based on the findings of both surveys and other supporting data and interviews conducted by our team, and are listed below: 1. Provide Permanent SIG Representation on the CIES Board of Directors. SIG chairpersons should elect representatives at the Annual CIES SIG Chairpersons Meeting who will serve two-year, rotating terms on the Board. 2. Promote SIGs through the CIES Website. Since SIG websites are primary outlets of information dissemination regarding SIGs, it is recommended that each of the SIG websites and web pages be made more accessible and prominently located on the CIES website as a primary menu item. There should be a fully-developed and integrated CIES SIGs web page within the forthcoming CIES website. 3. Limit the Number To No More Than Two SIG-Highlighted Panels at CIES Annual Meetings. 4. Establish a Standardized Process Regarding SIG Roles and Responsibilities at CIES Annual Meeting Preparations. A longer period of time should be allocated between the closing of the call for papers and the due date for review completions of papers and panels to ensure a better-paced and quality review process. When such time is available, each SIG will be able to have sufficient time to review papers and panel submissions which will be recommended for the general pool and to be designated SIG-highlighted panels. To ensure this process is streamlined, it is proposed that all reviewers must be CIES members and should be registered to attend the conference and the respective SIG Chairperson (or Program Chairperson) should coordinate annual conference paper and panel reviews and they should remain in regular communication with the conference organizers for the entire duration of the conference preparation.

3 5. Establish Annual SIG Membership Dues Guidelines. The Board of Directors should link annual SIG membership with CIES membership, including establishing a centralized payment system for collecting dues together. SIGs should also be given autonomy to collect annual SIG membership dues at business meetings and other SIG-sponsored venues. CIES should develop a centralized online membership database (preferably on a Drupal or similar platform), whereby the CIES Secretariat and SIG Chairpersons can have access at all times during the year to their respective SIG membership numbers. The database should be developed with additional input from SIG Chairpersons. Based on this database, SIG leaders are required to maintain an up-to-date list of members, and submit dues to CIES in the amount of US$150 by December 31st each year along with a complete list of members. 6. Encourage SIG-Sponsored Awards. We recommend that, where appropriate, SIG leaders consider establishing SIG-sponsored awards in different categories for encouraging research and participation and also to recognize excellence in research and SIG-related contributions. 7. Encourage SIG-Sponsored Projects. Where appropriate, we recommend SIGs considering sponsoring research projects, conferences, and other activities to help provide opportunities for SIG members to participate on a more regular basis. 8. Encourage SIG-Sponsored Publications. SIG Chairpersons should consider establishing or further developing SIG-sponsored publications as an excellent opportunity to foster greater networking and mentoring opportunities. 9. Encourage Fund-Raising Efforts Linked to SIG-Sponsored Scholarship Activities. Fund raising is a key area to help strengthen SIGs in many areas, and should be linked where possible to SIG-sponsored awards, projects, and publications. 10. Require that Future SIGs Be Regional or Thematic in Scope. 11. Establish a Process for Discontinuing SIGs. 12. Review and Approval Handbook. We recommend the attached Handbook for New SIG Chairpersons (see Appendix 6 of this report) be reviewed and approved by the CIES Board of Directors and added to the Historian’s Corner of the CIES website. It has been a pleasure to serve with each member of CIES SIG Review Committee and we hope the findings and recommendations in this report will help fulfill the charge given to us by CIES President Maria Teresa Tatto.

4 2.0

INTRODUCTION TO THE STUDY

The 2010-2011 President of the Comparative and International Education Society (CIES), Maria Teresa Tatto, has asked that an ad hoc committee be formed to review the status of Special Interest Groups (SIGs). Your participation in this research and review process will help us understand more about current SIGs and how to improve them to better meet the needs of the Society. Individuals who participate in one or more CIES SIG constitute a significant proportion of the Society’s membership. SIGs have a unique ability to attract individuals from a variety of backgrounds. Some of the greatest membership growth potential can come from active SIG participation. Currently 18 SIGs exist with the Society organized around geographic and topical themes. The SIG Review Committee’s charge is to (1) survey CIES membership to gain insights and suggestions on how best to improve SIGs from an organizational and participation standpoint, (2) develop a Handbook for CIES Chairpersons, and (3) recommend how best to collect SIG membership dues. In addition, the SIG Review Committee will interview all current CIES SIG leaders (Chairs and Co-Chairs) and several CIES leaders prior to the publication of a final report to be submitted to the CIES Board on 21 April 2011. In addition to the four members assigned to this Ad Hoc Committee by Tatto—James Jacob and Paula Hunt (Co-Chairs) and Ailie Cleghorn and Fernanda Pineda—seven graduate students from the University of Pittsburgh1 also joined our committee and helped in the data collection and analysis processes, which is the basis for informing this report.

1

Uttam Gaulee, Lila de Klaver, Che-Wei Lee, Somkiat Kamolpun, Otgonjargal Okhidoi, Malinee Rattananuntapat, and K. Holly Shiflett.

5 3.0

BACKGROUND STUDY ON CIES SPECIAL INTEREST GROUPS

In 2008, then CIES President Steven Klees charged the CIES Committee on SIGs with “examine current rules and regulations, seek information from other organizations that have SIGs, consult with relevant CIES members, and produce a list of options and/or recommendations for the Board to consider.” Below, is a brief summary of the 2008 Report, which was drafted by James Williams of Georgetown University (see Appendix 5 for a copy of the full report). This summary is presented in order to: (1) describe the context in which CIES SIGs have been operating for the past 5 years; (2) provide a baseline for the current inquiry, in order to demonstrate the larger breadth and depth of the current study; and (3) provide the knowledge-base necessary to contextualize the suggested Handbook for New CIES SIG Chairpersons (see Appendix 6), a charge of the 2008 Committee on SIGs. In 2008 there was consensus with regards to the purpose of SIGs even if their implementation was, at times, problematic. It was agreed that a mission, goals, membership limits, and Constitutional Bylaws (to include leadership and governance) should be autonomous. However, SIGs should be closed after two years of inactivity or non-payment of dues. It was recommended that SIG Chairs be responsible for communication, and the Secretariat be responsible for SIG dues (collected at the time of annual membership dues payment). Dues should consist of US$10/member across SIGs, and US$150 paid annually to CIES. All remaining available funds should be spent by each SIG as determined by each SIG, provided that an annual expenditure report is filled with the CIES Treasurer. With regards to communication, SIGs are asked to maintain a representative to be in communication with the Secretariat in order to maintain updated SIG websites. It was also recommended that a SIG Committee be formed to handle all SIG business throughout the year and report to the annual Board of Directors Meeting at the annual conference as a permanent agenda item. The 2008 Committee further recommended that, with regards to the annual conference, SIGs be allotted: (1) 1 (one) business meeting time-slot; and (2) 1 (one) Highlighted SIG Panel per each 15 members, with a maximum of 2 Panels per SIG. The number of Papers per Panel should be determined by each SIG and advertised in the Call for Papers, as well as its review process and criteria In many ways this report provides an update to the progress of SIG growth since Williams’ initial report but also it provides additional data collected through two surveys administered to CIES members and leaders. Members of the research team will provide a literature review on research conducted on special interest group formation and success.

6 4.0

METHODS

Data collected for this report followed a mixed-methods approach with two primary surveys.2 Research team members designed the study in accordance with standard procedures and approval processes at the University of Pittsburgh Institutional Review Board (IRB). Participants Research team members conducted on-site or telephone interviews with SIG and other CIES leaders (n=23). Most leaders included either SIG Chairs or Co-Chairs or others who held significant leadership positions within a SIG. Several CIES leaders were also interviewed for this study. A request to participate in an online survey was sent to all CIES members who have their email addresses3 listed with the CIES Secretariat (N=2,144); a total of 296 Society members responded to this survey. Instruments Two separate survey instruments were developed for this study. The first survey targeted the general CIES membership (referred to hereafter as Members Survey) and was designed and distributed online via Qualtrics.com. The second survey targeted current SIG Leaders (primarily Chairpersons and Co-Chairpersons). The Leaders Survey was administered via in person or telephone interviews. Both instruments were broad in scope and strived to gather information about awareness of and attitudes toward Special Interest Groups. The Members Survey was comprised of both closedand open-ended questions. The survey used branching so that responses to Question 5 (“Are you currently a member of one or more CIES Special Interest Groups?”) led respondents to questions related to one of two options: (1) if the respondent answered “Yes” they were directed to additional questions relating to SIG membership and benefits of membership, or (2) if the respondent indicated “No” they were then directed to questions on their potential interest in SIG membership and barriers to SIG membership. A copy of this survey instrument is included as Appendix 3. The Leaders Survey was longer and was comprised of 14 closed-ended questions and 18 openended questions (see Appendix 4 for a copy of this survey). The Leaders Survey sought to understand best practices for SIG leaders, benefits to SIG membership for participants, ways to foster a positive and active SIG community, and recommendations on how to improve SIGs. All SIG leaders listed in Appendix 2 participated in this study. IRB Approval Process This study followed a strict ethical process that obtained institutional review board approval through the University of Pittsburgh. Interviewees were given the opportunity to voluntarily participate and could withdraw from participation at any time during the interview process. While 2

Newman, Isadore, David Newman, and Carole Newman. “Writing Research Articles Using Mixed Methods.” In The Handbook of Scholarly Writing and Publishing, ed. Tonette S. Rocco and Tim Hatcher (pp. 191-208). New York: John Wiley & Sons, Inc., 2010. 3 Thirty-six CIES members did not list their email addresses with their membership records at the CIES Secretariat’s Office. Fifty-one members’ email addresses provided by the Secretariat were no longer current and thus they never received the emailed request to participate in this survey.

7 no identifying information was required from participants, each individual had the opportunity to provide their contact information if they voluntarily provided it. Data Analysis Quantitative data was analyzed using SPSS statistical analysis software. Qualitative data was digitally recorded and transcribed (for the SIG leader interviews), cleaned, coded, and analyzed using NVivo qualitative analysis software. The following procedure was followed to decode qualitative responses from the Members Survey and leader interviews: 1. Participant codes: L03 indicates that the participant is SIG leader and she/he is the third interviewee or M038 indicates the participant is a CIES Member and she/he is the 38th person to respond to the online survey. 2. Section codes: the 6e of M038-6e-a represents the Members Survey question number response from the 38th member respondent. For instance, L08-11-d indicates that this data came from the eighth SIG leader interviewed, and the referenced section came from Question 11 (selection d) from the Leaders Survey transcription using NVivo.

8 5.0

FINDINGS

SIG Leaders Survey Interviewees The CIES SIG Leaders Survey was administered to 23 leaders of the Society’s current 18 SIGs. All SIGs were represented in the Survey. Among the SIG leaders, five of them are doctoral students/candidates and the other SIG leaders are university faculty members, administrators, or professionals working at leading development education organizations. Fourteen of the SIG leaders are US citizens and the remainder come from Australia, Colombia, Cote d’lvoire, India, Japan, Lebanon, Mexico, Portugal, Russia, and New Zealand. All but two are currently residing in the United States. Roughly half of the SIG leaders have been a SIG leader for two or less years and another one third for a total of three years. One SIG leader has served in this capacity for nine years. The range of SIG membership experience spanned 1 to 12 years. Participants consisted of SIG Chairpersons, Co-Chairpersons, and Secretaries. No leader indicated dissatisfaction with their SIG and most responded as either “Completely Satisfied” (n=4) or “very satisfied” (n=11). Time Devoted to SIG Leadership One third of SIG leaders said they spend five hours on average per month on SIG leader responsibilities. However, all of them mentioned that they spend 10-20 hours a month (or more) before and during the CIES conferences, mainly in reviewing annual conference paper and panel submissions related to their SIG, preparation for the conference, preparing SIGsponsored publications, and handling communications with their members. One leader mentioned spending up to 30 hours a month during the peak periods of the year. SIG Leadership Structure and Membership Composition The general composition of a SIG is as follows. All SIGs have either a Chairperson and/or CoChairpersons. Most have a Secretary, but only a third have a Program Chairperson. Nine SIGs have a Treasurer, while, seven SIGs have a Website Manager. Some SIGs have the following additional positions: Newsletter Editor/s, Reviewers for Conference Paper Submissions; and/or Communication Officers. In some cases, respondents serve in multiple leadership roles in their respective SIGs (e.g., Chair, Secretary, Treasurer, Web Designer, etc.); in other cases, usually among the larger SIGs, these roles are delegated to SIG members. SIG membership is primarily comprised of faculty members and students, with over half of the SIG leaders also reporting representation from policy makers, individuals working in the private sector, NGOs, donor organizations, school teachers, and retired professors. Only 13 of the 23 SIG leaders prepare or have prepared annual SIG reports. Some of those who answered “No” to this question mentioned that they only report on their membership status to the CIES Secretariat on annual basis. Motivation to Join CIES SIGs All SIG leaders mentioned “research interest” as a primary motivating factor to join or establish a CIES SIG. The second and third most frequently selected motivational options included to

9 “enhance career opportunities” and “enhance research capabilities.” Only four persons chose a “colleague’s invitation” as one of the motivating factors to join a CIES SIG. Moreover, the “opportunity to network” and “connect with colleagues in similar fields” were frequent responses from several leaders regarding why they and others within their SIGs chose to join their SIG (L01-7-h; L19-7-h). An additional reason for joining SIGs was to afford SIG members with “an opportunity to broaden their leadership roles” and “widening the possible funding opportunities at the international level” (L22-7-h; L09-7-h). According to one leader, CIES SIG involvement was “a much more effective way to get more in-depth contact with colleagues rather than just going to meetings and attending conference sessions” and her SIG provided a “really clear role [to meet others] that wouldn’t have been otherwise possible” (L07-7h). Effective Components of CIES SIGs SIG leaders self-reported on the effectiveness of their respective SIGs regarding the 14 components portrayed in Table 1 below. Table 1. Leader Responses to SIG Effectiveness Not Applicable No. %

Very Poor No.

%

Below Average No. %

Average No.

%

Above Average No. %

Excellent No.

%

SIG leadership

3

13.6

-

0.0

-

0.0

13

59.1

3

13.0

4

17.4

SIG member interaction

-

0.0

1

4.5

1

4.5

14

60.9

3

13.0

4

17.4

Planning activities

2

8.7

-

0.0

5

22.7

9

39.1

4

17.4

3

13.0

Mentoring new scholars

4

17.4

3

13.0

3

13.0

3

13.0

7

30.4

3

13.0

Fundraising

11

47.8

1

4.3

8

34.8

1

4.3

2

8.7

-

0.0

SIG-sponsored research activities

9

39.1

1

4.3

6

26.1

3

13.0

2

8.7

2

8.7

SIG-sponsored projects

9

39.1

2

8.7

3

13.0

5

21.7

3

13.0

1

4.3

2

8.7

-

0.0

3

13.0

8

34.8

8

34.8

2

8.7

SIG members at paying annual fees SIG-member attendance at CIES Annual Conferences SIG-member attendance at CIES Regional Conferences Recruiting new members to your SIG Disseminating information to your SIG members

-

0.0

-

0.0

-

0.0

8

43.8

9

39.1

6

26.1

12

52.1

2

8.7

1

4.3

2

8.7

6

26.1

-

0.0

-

0.0

-

0.0

2

8.7

11

47.8

8

34.8

2

8.7

-

0.0

-

0.0

2

8.7

10

43.5

8

34.8

3

13.0

SIG Website

2

8.7

1

4.3

6

26.1

6

26.1

7

30.4

1

4.3

Interactions with CIES Board of Directors

4

17.4

2

8.7

4

17.4

8

34.8

2

8.7

3

13.0

10 SIG Leadership Selection Process Thirteen of the SIG leaders mentioned they are elected by members of their SIG. In five cases SIG leaders were appointed and four leaders indicated that they were not sure how leaders are selected in their SIGs. In some cases SIGs are so new that they have not had a succession in leadership to date and this process is yet to be determined. One interviewee reported “We do not have elections because our SIG is very small so when we meet at the annual meeting, people step up and take over the responsibilities” (L08-11). Some reported that the discussions in their SIG thought it was good for students to serve as the Chair or Co-Chair. Four SIGs have doctoral students or candidates holding key leadership positions. Participation in SIG-Sponsored Projects and Events When asked which projects and events their Special Interest Group participates in, a nearly unanimous consensus choose the CIES Annual Conference as the primary event their members attend on a regular basis with the Regional CIES Conference chosen as a distant second most participating event. Several SIG leaders mentioned they do not intentionally support Regional CIES Conferences on a formal basis, even though many of their members attend them. Roughly half of the SIG leaders mentioned SIG-sponsored research projects or mentoring efforts as key areas of SIG-member participation. One leader reported that his SIG strives to put a priority on getting junior scholars to be part of the committee that organizes the annual meeting with senior doctoral students and junior faculty assessing and reviewing the submissions as a way to get them involved in that kind of academic work. Then a couple [of these mentees] have been invited to participate as Chairs or discussants on our SIG-sponsored panels. (L07-20-e) Two other SIG leaders mentioned they have several distinct SIG-sponsored projects such as a SIG-sponsored book series members can contribute to and an additional annual conference to help bring SIG members together on a semiannual basis rather than just at the CIES Annual Conferences. Other ways SIGs engage their membership is through international projects, group projects with non-SIG members, and resource sharing. Another promising event from one of the reporting SIG leaders commented that we strive to provide as much “recognition of member performance, publications, and research projects [as we are able]” (L20-20-e). Another leader remarked, “I’ve been quite conscientious of thinking about who could be running the SIG [after my term] and I’ve been trying to get someone to do it, so I guess that’s part of mentoring” (L07-20-e). SIG Membership and Activity of Members Leaders reported a total of 1,443 members who are considered members of their SIG. Of this membership total, SIG leaders responded that 449 SIG members (roughly 31 percent of the espoused membership) were active on a recurring and regular basis throughout the year. As of 31 December 2010, the CIES Secretariat reported a total of 776 paid members.4 Table 2 provides a breakdown of membership by SIG.

4

Of this number, 73 payments were made to the CIES Secretariat without an accompanying list of names.

11 Table 2. SIG Membership and Number of Active Members on a Regular Basis SIG Name Africa Citizenship and Democratic Education Cultural Contexts of Education and Human Potential (CCEHP) Early Childhood Development Eurasia Global Literacy Globalization and Education Higher Education ICT for Development (ICT4D) Inclusive Education Indigenous Knowledge and the Academy Japan Language Issues Latin America Middle East Peace Education South Asia Sustainable Development

Actual number of Paid Members†

Active Number of Members

84 176

81 41

60 58

120

79

15

65 75 35 110 277 49 16 67

39 18 32 86 86 26 14 19

32 43 30 12 60 23 6 …‡

66 50 82 66 60 …‡ 45

31 34 40 39 49 47 15

20 17 10 20 20 13 10

Espoused Number of Members*

*Sum of paying and non-paying members indicated by SIG leaders. † For the fiscal year 2010. ‡ SIG leader did not provide a number. Sources: SIG Leaders Survey data and figures provided by the CIES Secretariat.

Thirteen of the leaders interviewed responded “Yes” to the question “Are you satisfied with the level of participation of your members in your SIG?” When asked what are some ways to improve SIG membership participation, leaders shared their thoughts. I try to encourage more people to come to the SIG business meeting or annual conferences. But it’s kind of difficult for us because of the conflict and the time of the conference and also the location. (L04-25) It goes back to registering to be a SIG member, so that we know who is actually an active member through the [official] registration process. That would help us a lot and then we can actually target our audience to coincide when we send out our SIG newsletter. (L09-25) One leader shared a plan of developing a website and a Facebook page as well as “trying to broadcast [their] messages in a wider range of possible membership outlets than what [they] have done so far which has been primarily restricted to those who have attended annual CIES meetings” (L18-25).

12 Primary Barriers to Joining SIGs Primary barriers that prevent individuals from joining a SIG varied substantially depending on the leader. Eight leaders selected “resources” and 10 leaders chose “communication” as barriers for new membership in their respective SIGs. Several responded that “time” was an important consideration factor for individuals joining a SIG: “people have limited time” and “they are just busy… and are involved in many things at CIES and in some cases are overwhelmed” (L02-26-c; L03-26-c; L10-26-c; L17-26-c). One leader mentioned scholars’ “changing interests” and “lack of consistency” in research as a barrier to stick with a particular SIG. Another pointed out that it is difficult for students to join CIES SIGs if they “do not live in the United States” (L1226-c). Another leader felt that SIG membership affords individuals with an opportunity to get more involved with CIES. A few respondents felt the US$10 SIG membership fee is either too expensive or too confusing for people to figure out how to pay the required annual fee: People have US$10 to spend but the changing instruction and inconvenience with the payment is the biggest barrier. (L06-26c) People don’t know how to pay SIG membership fees. (L09-26-c) The awkwardness of becoming a member of the SIGs is a barrier. In order to become a member, people have to go through the main membership process of CIES. They cannot come directly to our SIG and become a member. That creates a barrier between us and them in coming into SIG membership. (L20-26c) There is an inconsistency among the SIG leadership on process and guidelines for joining a SIG and CIES. Some leaders allow their SIG membership to join with CIES membership and others require CIES membership before SIG membership. Communication with SIG Members Communication with members of the respective CIES SIGs is important to engage individuals in their own special interest area and to encourage stronger involvement with CIES. Respondents were asked to select one response from “less than once a month” to “more than six times a month.” Thirteen SIG leaders estimated that they contacted their membership less than once a month and another eight leaders estimated their communication with their members was between one to two times per month. Twelve leaders felt that the most effective way to communicate with SIG members was through SIG listservs or email distribution lists. Personal contact through email, phone, or Skype came in second for five SIG leaders. Three leaders chose their newsletter as the primary communication medium.

13 Qualitative Findings from Leaders Survey SIG leaders also provided multiple qualitative responses to questions on the Leaders Survey to gain an understanding of their views, participation, and suggestions for improvement. Common themes include communication, which is noted both as a primary responsibility for the SIG Chairs and as an area for improvement for both Chairs themselves and the CIES organization in general. Chairs would like to see more use of social media and have more frequent communication with the Board of Directors. The social element of the SIG was also discussed as important and Chairs see the value of SIGs as a place to both network and perform research. Clearly the annual conference is a central event for SIG leaders and members to spend a great amount of time preparing and organizing materials for the conference. Finally, members have varying perceptions about the role of SIGs within CIES. Duration of Membership in the SIG The span of time that current SIG leaders have participated in a SIG ranges from one to twelve years though very few of the current SIG leaders have participated in a SIG for more than four years. The existing pattern is that one out of three current SIG leader is a founding officer of the SIG that they are leading and most of those who are not the inaugural officers have come up to the leadership positions after one or two years of participation as a members in the SIG that they are currently leading. For example, if one has participated in a SIG for four years, he or she has been leading the SIG for three years. Only a few of the current SIG leaders have been participating in SIG for a few years before leading. Five years is the maximum they have participated before holding the leadership position. Primary Responsibilities of SIG leaders (Chairs and Co-Chairs) Current SIG leaders view their primary responsibilities from a variety of perspectives. Among the responsibilities given were the need to maintain communication with SIG members; provide networking opportunities to SIG members; organize SIG-sponsored activities, projects, and conferences; provide leadership at CIES Annual and Regional Conferences; and engage members in SIG-related research activities. The most common themes were communication and networking (15 out of 23 leaders specifically mentioned communication as their primary responsibility). Specifically, two thirds of the leaders interviewed mentioned communication with members, many also mentioned the need to communicate with the CIES Board of Directors and the Secretariat. Different mediums have been used to facilitate communication among the 18 SIGs. Chairs mentioned websites, newsletters, blogs, social media, and listservs as the primary mechanisms for maintaining communication with their SIG members. A typical remark from one of the leaders suggests the importance of communication: “Be in touch with members, inform them of what is happening, passing on vital information that comes from the CIES Secretariat” (L16-5). Organization and coordination were also identified as important responsibilities by many SIG leaders. Organizing responsibilities not only included marketing of the SIG but also administrative jobs like recruiting, keeping records, collecting annual SIG membership dues, apart from mobilizing members for achieving the overall goals of the SIG. Many SIG leaders also emphasized the importance of recruiting new SIG members. Since many SIGs are new within CIES, they are busy in recruiting additional members for “maintaining the life for the SIG” (L12-5). New SIG leaders mentioned the need to strengthen their respective SIGs.

14 Responsibilities related to organizing meetings and conferences were common responses from multiple leaders. They shared the hefty role SIG leaders assume in the organizing of SIGhighlighted panels, reviewing paper and panel proposals for annual conferences, organizing successful business meetings, and preparing agendas. Research and mentoring were other important themes that emerged in the interviews as a major responsibility of SIG leaders. Several leaders mentioned the need to establish regular forums where members with similar interests can share information to enhance their areas of research and encourage professional activities like providing awards and recognizing excellence in scholarship regarding recent SIG-related publications (books, journal articles, dissertations, etc.). Also to this end, one SIG mentioned the need to create informal ties among professionals by pairing up more experienced professors with junior scholars to better facilitate networking as well as mentoring opportunities (L13-5). Leadership Recruitment and Term Leadership terms vary among the 18 CIES SIGs. A term of leadership in most SIGs is between two and three years. However, there are SIGs, particularly the newly established ones, which have never changed leadership. The Chairs and Co-Chairs founded and have served the SIGs since the beginning. The consistency issue was raised by SIGs Chairs and Co-Chairs during several interviews. Some SIGs—particularly groups that have Co-Chairpersons—adopt an overlapping term approach to maintain a consistency of the leadership and institutional knowledge. The overlapping period allows experienced and existing leaders to mentor new leaders. The new leaders will have chances to learn and understand objectives and directions of their respective SIGs during this mentoring time period. Key Goals of CIES SIGs Although characteristics and foci differ in significant ways, geographic regions, and interests, most CIES SIGs share some key goals. The majority of SIG leaders consider research enhancement opportunities and collaboration to support a network of scholars for students and education professionals who have similar research and interest as key goals. Both of these research opportunities focus on gathering people together through SIG-sponsored activities and events including through research projects, conferences, and awards committees. These two key goals cover a wide range of activities—such as sharing research ideas, recognizing outstanding research, and providing publication and presentation opportunities. SIG-sponsored research is shared and disseminated at CIES Annual and Regional Conferences, business meetings, and also through other means of communication such as email, Facebook, and SIG-sponsored blogs. Most SIGs emphasize research collaboration among their membership. However, some SIGs collaborate with non-SIG members at various levels (e.g., SIGs will collaborate with colleagues from their respective institutions and also with others through professional associations with similar research interests). This collaboration provides an excellent opportunity to enhance the visibility of SIGs and CIES as well as to recruit more members to join SIGs and CIES. Although the SIG-sponsored research collaborations exist with other groups outside of their SIGs and CIES, no leaders mentioned research collaboration between CIES SIGs.

15 Leaders felt that in order to build a vibrant SIG network, leaders and members must focus on identifying and engaging people in similar research fields. However, these networks do not have to always consist of students, scholars, and researchers. Professionals, NGO representatives, and policy makers are also included in SIG networks. This suggests that the SIGs be considered forums for scholars/research and also practitioners. In addition, some SIGs utilize networks to support research projects development and collaboration. Other SIG leaders consider their SIG network as a community of people who have similar research interests. In addition to research and networking, there are also SIGs that focus on building awareness not only within our Society but also among teachers and students in local schools and their respective institutions. According to the data, SIGs focusing on geographical areas expand their interests to broader issues in those regions, for example political, cultural and historical issues (L03-13). This qualitative section on the key goals of SIGs supports quantitative findings on the leaders’ motivation to join CIES SIGs. All leaders in the study report that a research interest is among the factors that motivated them to participate in or establish their respective SIGs. In addition, over half of the leaders expressed that joining SIGs might enhance their research capabilities. How SIGs Achieve These Key Goals SIGs leaders consider the CIES Annual Conference, communication with their SIG members and the CIES Board of Directors and Secretariat, and networking as key elements to realize the achievement of individual SIG goals. Leaders also felt that annual and regional conferences and regular communication among SIG members can support strong research development and collaboration opportunities; these are ideal ways to build a network of scholars, students, and education professionals who have similar research idea. Interviewees shared that CIES conferences serve as an opportunity to meet and formally discuss with SIG and CIES members. The annual conference provides a chance for SIG leaders to explain and further refine their goals and objectives with their respective SIG memberships. In addition to official functions during annual conferences, a few leaders stated that they organize other informal meetings during or around the annual conferences. These functions allow SIG members to meet and discuss more in-depth and prepare themselves for the conference and other activities. The CIES conference also provides an opportunity for the SIG members to present themselves and their projects, activities, and research through the SIG-highlighted panels. Most SIGs leaders emphasized an importance of communication and networking with SIGs members. Communication with members focuses on information dissemination particularly on projects, activities and conferences. It is a mean to engage members and involve them in the SIGs projects and panels at the CIES conference. In addition to communication with members, SIGs leader mentioned that it is also important to have better communication on how to become SIGs members, what SIGs objectives are and how they work to potential members. This kind of communication does not only expand SIGs networks but also increase a chance of getting new members. Email is the most common means of communication between SIG Chairpersons and their members. There are also SIGs that operate websites and publish newsletters and utilize them as a means of communication among their members. In addition, communications through

16 personal contact and social networks such as blogs, Google Groups, and social media were mentioned by leaders during the interviews. Apart from communication with members and non-members, leaders also mentioned that it is important to interact with CIES and the annual conference organizing committee regarding the conference procedure, number of SIG-highlighted panels and the overall conference program. Without this interaction, the conference organizers would struggle in being able to review the vast number of papers and panels submitted to the Society for the annual conference. One leader clearly stated that “There was a problem when two or more [SIG-highlighted] panels were scheduled at the same time. It forced people to attend only one. Better interaction [with conference organizers] will help better plan the conference” (L22-14). Likewise, another leader mentioned that “SIGs were in very small rooms for their assigned panels with only 12 Chairs. SIGs invested so much work to put together panels and had only room for 12 Chairs. [In this situation many people were] turned away so [they could] not attend the panel” (L13-32). Achieving SIG Goals and Leadership Responsibilities There are relationships between the key goals of SIGs, how to achieve the goals and leadership responsibilities. Based on the data, two-thirds of SIGs leaders stated that the preparation for the conference and communication with member and CIES Board of Director are among their most important responsibilities. In addition, most leaders mentioned that they spend more time on SIG responsibilities during the period of conference preparation than the rest of the year. The data indicated that the most of the SIGs leaders were aware of a relationship among goals, how to achieve them and their responsibilities. However, not all SIGs fully achieve their goals. Several leaders suggested that better collaboration among SIGs, support from CIES Board of Director, and more financial support to SIGs will help them to better achieve their goals. Suggestions To Help SIGs Be More Effective Effective management in an organization is the key to reach the goal of sustainable development and operation. Based on the qualitative data, we identified eight influential suggestions from SIG leaders’ viewpoints to help promote SIG effectiveness: (1) promote SIGsponsored projects, (2) establish valid communication channels, (3) increase member participation opportunities, (4) establish an overlapping leadership model, (5) provide networking opportunities, (6) establish standard SIG administrative responsibilities and processes, (7) limit the number of SIG-highlighted panels, and (8) allocate financial support to SIGs. 1. Promote SIG-Sponsored Projects. It is essential to ensure the relevance between the nature of the SIG and its purpose as well as engagement in appropriate SIG-sponsored projects. Providing innovative SIG-sponsored projects for members to participate in to one degree or another can help enable the evolution and growth of the SIG. A SIG leader mentioned, “I think the most important one is to be sure that the purpose of the SIG is relevant and also to work to keep engaging and motivating the membership and also the search for interesting projects that will help the SIG evolve and grow” (L01-16). 2. Establish Valid Communication Channels. Some SIG leaders mentioned the importance of communication on a regular basis with their members. For instance, a leader used various IT mediums to achieve communicative goals and said, “one is the website, which we haven’t done yet, and then [through our] listserv and interaction [through] emails” (L04-16). Another leader

17 also confirmed that “I think it would be probably more professional to have our [own official SIG] email. We used CIES email versus Gmail” (L13-16). Moreover, some leaders specifically pointed out that all SIG Chairs and Co-Chairs should be independent of uniform methods of communication in order to “create a more cohesive group of partners” (L18-16). Regular and accurate communication with the CIES Board of Directors is also a concern on the minds of several SIGs leaders. A clarification of role between the Board of Directors and SIG leader responsibilities would be helpful. A SIG leader emphasized this need and actual benefit that “[it] should be clearer what the Secretariat’s role is [in relation to] SIGs. . . . My communication with the Secretariat has gotten better over the years” (L13-16). Another leader also agreed by saying that “more formal interaction with the CIES Board of Directors would be helpful. In addition to the annual meeting, there should be [clear] communication by the Board on how SIGs [should] function and be more effective” (L19-16). Some leaders reported that there is a need to have greater transparency regarding annual membership dues collections. A SIG leader said, “If we collect a US$10 membership fee, it should be clear as to what the dues are used for. I would cut down the SIG membership fees to US$2 to US$3 like other professional societies” (L13-16). Another SIG leader said, “members pay a 10 US dollar membership fee but there is not enough clarity on what happens to this money [after it is given to the Secretariat]” (L19-16). 3. Increased Member Participation Opportunities. Several leaders felt that more needs to be done to help SIG members get involved on a more regular basis throughout the year. One leader desired to “have members involved throughout the year” by providing additional participation opportunities outside of the annual conference (L03-16). 4. Establish an Overlapping Leadership Model. An ideal SIG leadership model is one that provides institutional knowledge and memory to newly-elected or appointed SIG Chairs or CoChairs. This is the rationale for establishing a Co-Chairperson leadership model where each leader serves an overlapping term so that both Chairpersons never leave their leadership position at the same time. One leader shared his experience with this model from his SIG: I have seen during the transition period of single-chaired SIGs, the SIG can fall apart or significantly weaken when a new leader replaces the old one and there is virtually no communication between the two leaders during the transition period. The new leader is faced with the task of “relearning” each of the responsibilities associated with chairing a SIG. So, there needs to be some sort of continuity between new leadership and previous leaders. My suggestion is that there should be an overlapping leadership model in order to maintain continuity when leaders change. This model also provides a sharing of overall responsibilities so that all tasks do not fall upon and potentially overwhelm one individual. So I recommend where it is possible to implement this type of a leadership model for SIG leadership. (L02-16) 5. Provide Networking Opportunities. Social networking is an important opportunity to provide multiple SIG members with options to become better acquainted with other members and leaders. A goal expressed by several leaders was to help place SIG members in position to network with others and establish where appropriate groups of researchers and practitioners. Furthermore, more social networking is beneficial for SIG recruitment and to have mutual understanding among diverse groups. As one SIG leader responded,

18 I suppose having allocated space at CIES where SIGs can get together at the same time so that if you are in multiple SIGs you can weed it out. It would be good if you had a SIG session for a social hour perhaps or they are in separate rooms for separate breakout areas so that you could go to each SIG session or so that members come and talk to SIGs at one time or there aren’t other meeting[s scheduled]. That will help us recruit also. (L09-16) 6. Establish Standard SIG Administrative Responsibilities and Processes. A systematic format is necessary to employ in financial management and to facilitate the recruitment of new SIG members at the same time. A centralized, formalized, and “automated” online system (L0916) or accounting system across the SIGs for collecting membership dues and keeping track is a suggested approach to maintain members (L14-16). The advantages of collecting dues in this way are not only to understand and to follow easily with an institutional support provided, but also to be consistent in handing it to SIG Chairs. Ambiguous and unnecessarily complex processes of paying membership fees creates a barrier to organizational efficiency. A SIG leader illuminated on these aspects by saying, I think that there is a need for a tremendous amount of work on the board of directors and whatever the formal entities are. We do not have a systematic format for how to [best represent SIG interests] and we have gone through so many changes regarding something simple like how to collect dues. It is a very small amount of money and people do not mind paying it. If we do not have a way to collect that money we lose members. . . . I would like there to be a more centralized and formalized online system for collecting membership dues and keeping track [of these dues]. We have a hard time maintaining members. . . . We do not have a way to maintain accurate membership list because of the way that some of these things play out. A fundamental need to formalize or institutionalize the way CIES views its own SIGs. We should have a system across all SIGs. To me, it seems inappropriate that different SIGS decide how they should function. . . . My recommendations would be to create a systematic format that is easy to understand and easy to follow and that there is support provided, and hand it to the SIG Chairs so that there is consistency. (L06-16) Nonetheless, one SIG leader suggested collecting dues through the online conference registration system. The reason is to “make it more routine” and standardized (L22-16) so that international members without access to bank accounts or credit cards can solve problems or have clarification on the spot in person. On the other hand, the CIES SIGs also need the administrative support in a way in order to achieve the effectiveness of an organization. The concrete actions, like a SIG leader’s idea, could be a product of common guidelines that contribute to Chairs’ leadership training or members’ engagement within and across SIGs (L14-16; L02-16). Nevertheless, in fact, some SIG leaders felt like it is helpful to have a Handbook established for Chairs and Co-Chairs. Additionally, a platform of information exchanges, being part of CIES management, is worth being created at the annual conference for the SIGs Chairs so that they can work together and share experiences and challenges with each other instead of competing with each other. And the SIG leaders’ work and research should be acknowledged and transparent to all the CIES members. A SIG leader put forth this view in her remarks:

19 I suggest that SIG Chairs be part of the CIES management. Create a new category—Board of SIG Chairs to meet at the annual conference and share their experiences and challenges. SIGs should work together rather than compete. Acknowledge the SIG Chairs’ work at the Annual Meeting. Make their work and research known to all the CIES members, maybe in the CIES website. (L10-16) 7. Limit the Number of SIG-Highlighted Panels. In the eyes of some SIG leaders, there is an unequal distribution of SIG-highlighted panels. Some SIGs leaders questioned that CIES can effectively coordinate the gradually increasing sizes of the Society’s SIGs without quality control regarding a limitation in size and scope. A SIG leader remarked regarding this issue, If anything I think it is going to be increasingly difficult now that we have so many panels per SIG. This also relates to one of the later questions but my personal view is that I am not sure there is a benefit to having the possibility of having so many panels in a SIG as it makes SIGs quite uneven in their size and scope. Some will become very central and powerful and increasingly . . . you will spend a good deal of the conference just being with the SIG and not being part of the broader conversation. I am not sure whether the effectiveness of the SIGs will be effective by the fact that they are getting much bigger. It will be difficult for CIES to coordinate all that, I am not sure how they could help us to be more effective. (L07-16) 8. Allocate Financial Support to SIGs. Some research participants thought there is a need to have financial support to help facilitate the development of more relevant SIG-sponsored activities. One leader felt that “more funding should be allocated to SIGs so that SIGs can pay more and bring in speakers that are relevant to the SIGs” (L21-16). Considerations of Proposals for New Projects/Activities/Events Basically, proposals for new SIG-sponsored projects, activities, and/or events went through five different types of deliberation processes. These decision processes included (1) a discussion of the proposed project at the conference; (2) through SIG members voting on proposed projects; (3) a peer review process of formal proposals; (4) SIG leadership decision by fiat to accept a proposal; and (5) no formal process other than through a random proposal by any SIG member during a business meeting, listserv distribution correspondence, or other form of email correspondence. Generally, most of the projects are discussed at the annual business meetings or conferences and voted upon. SIG members unable to attend these annual meetings are are sometimes allowed to share their opinions via email or through listserv communication during unofficial or informal meeting periods. Two SIGs currently use a peer review process as for deciding whether or not to approve a proposal “through discussion with qualified reviewers” (L06-17) or through a “blind peer review process” (L18-17). Proposals for SIG-sponsored projects are determined by the leaders of four SIGs (L09-17; L11-17; L12-17; L20-17). Two SIG leaders reported having no formal process of approving such proposals (L07-17; L17-17) and one SIG leader mentioned she has not established such a protocol for her SIG because it is such a new organization (C19-17). Advice for New CIES SIG Leaders The most common advice offered by SIG leaders regarding advice for new and future SIG leaders is to ensure to collaborate with other SIG Chairs or previous SIG Chairs. The second most-common suggestion was to understand the time commitment associated with the position.

20 Some leaders advised new SIG leaders to make sure to understand the goals and various membership audiences of the SIG. Current Chairs also suggested that new Chairs should ensure that SIG participation is not just about the conference, but should also communicate frequently with the CIES Secretariat, and when appropriate the Board of Directors. Almost all Chairs mentioned at some point in their interview that the role was a large time commitment. As a result, much of their advice to new leaders focused on understanding the significance of this time commitment. Suggestions ranged from making sure to have administrative support to not taking on the commitment at all if they are unwilling to make this commitment. Some SIG Chairs feel out of their element without prior guidance for SIG Leaders. This is a very rewarding thing to do but it can be challenging. I am a professor and this is not what I [normally] do. I am not a group organizer. It is challenging when there is not institutional support from CIES. I and many others report that this is not a part of what we do on a regular basis. (L06-30) One way current SIG leaders suggested overcoming this challenge is by learning from other SIG Chairs about how best to manage a SIG: Talk to experienced and existing CIES SIG leaders and make sure that you are involved in decision making [processes]; make sure that you are involved in [communicating with] the Board of Directors. (L18-30) Other suggestions included making sure to be proactive and ask questions rather than wait for direction. SIG Chairs are committed to their roles and ensuring that their members find SIG participation to be a valuable experience. This comment from a leader illustrates the need to both communicate and be proactive: Effective communication, positive engagement, and bring in interesting projects; create opportunities for [SIG members to] engag[e] in projects and to have people feel [welcomed and] useful for the organization. Do not wait for things to happen, be . . . proactive. (L01-30) Additional Insights In addition to the responses provided throughout the questionnaire, SIG leaders had additional feedback to provide. In general, Chairs shared perceptions of the need for better organization of SIGs. One Chair suggested better communication between SIGs, another suggested the need for better alignment between CIES and SIGs, and another mentioned the need to better use technology to facilitate CIES and SIG management and communication. Several respondents mentioned the need for SIGs to be represented on the CIES Board of Directors. SIG membership constitutes a significant percent of the CIES membership. However, they don’t seem to have enough participation or support from CIES as they could have to help grow the individual SIGs and the Society at large. SIGs should have one or more representatives on the CIES Board of Directors. They should be elected from among the SIG Chairpersons at the annual SIG Chairperson’s Meeting. (L02-32) Allocation of Panels was a topic of concern. One Chair felt that they had too many panels while others felt that they had too few.

21

I think there is a saturation point reached at two panels and beyond that you are just getting run of the mill work that has to be presented because that is part of the ritual of academic work but you want to go to a conference and hear state of the art not just small scale studies that are reproducing results or going through the motions. That happens when there is no real limit on the number of papers that can be presented. (L07-23). I am disappointed that the number of SIG-sponsored projects is related with the size of the SIGs. Why should the size matter? What sense does it make when you bring in many proposals and get only one or two becoming SIG sponsored? Why this discrimination? (L08-32) Several Chairs suggested the model used by AERA to manage their Special Interest groups. Communication and understanding the needs of the membership were seen as key roles for the SIG Chairs. Their key frustrations were around lack of technology and processes to make recruiting and member tracking easier. SIG Chairs almost unanimously mentioned the high time commitment, especially around the conference and several also requested more direct participation and influence with the Board of Directors.

22 CIES Members Survey The general Members Survey was distributed to 2,144 CIES members via email correspondence from 16 February to 11 April 2011. Email addresses were provided to the research team by the CIES Secretariat. In total, 296 individuals responded to this online survey and of these 163 reported being a current member of one or more CIES SIGs, while 133 individuals did not currently belong to a SIG. Approximately two-thirds of respondents were United States citizens. Reporting members who belong to one or more SIGs were asked to respond to questions 6a to 6h related to their SIG membership experience; those who demarked no current SIG affiliation were asked to respond to questions 7a to 7d (see Appendix 3 for a copy of the CIES General Membership Survey). In this section, we first provide a summary of responses of those who reported SIG affiliation and afterwards we summarize findings from those with no current SIG affiliation. Finally, we provide a summary of responses to questions 8-15, which were asked of all participants on this survey. Of the SIG-reporting respondents, roughly one-third was students and the remainder was professionals. Over half of this group indicated they were relatively new CIES members having joined within the past six years. Roughly 34 percent of respondents affiliated themselves with the Higher Education (21.4 percent) and Globalization and Education SIGs (12.9 percent) with the rest distributed widely among the other 16 SIGs (Table 3).5 More than 80% of members are satisfied with their participation in CIES SIGs; only two people reported they are very dissatisfied in their participating with their SIG. Ten individuals “did not respond” to this question.

Table 3. Reported Membership(s) for SIG-Affiliated Respondents

Special Interest Group (SIG) Africa Citizenship and Democratic Education Cultural Contexts of Education and Human Potential (CCEHP) Early Childhood Development Eurasia Global Literacy Globalization and Education (GE) Higher Education Information Communication Technology for Development (ICT4D) Inclusive Education Indigenous Knowledge and the Academy Japan Language Issues Latin America Middle East Peace Education South Asia Sustainable Development Did not Identify with a SIG

5

Number of Members

Percent

20 15 6 8 11 7 35 58 13 5 5 12 13 18 11 14 10 9 1

7.38 5.54 2.21 2.95 4.06 2.58 12.92 21.40 4.80 1.85 1.85 4.43 4.80 6.64 4.06 5.17 3.69 3.32 0.37

Sixty-four respondents reported being a member of two or more CIES SIGs.

23 Motivation to Join a CIES SIG When asked what motivated members to join a CIES SIG, the most common response was due to “research interest” (85 percent). “Enhance research capabilities,” was selected by 49 members (30.1 percent), “quality of SIG peer group” by 39 members (23.9 percent), and 41 people were motivated to join a SIG to “enhance career opportunities” (25.2 percent). Only 20 SIG-affiliated reporting members learned about CIES SIGs from their websites, 25 initially joined a SIG through the “CIES Annual Conference Registration,” 12 members from “SIG-sponsored projects,” and nine members from “SIG-research opportunities.” Other reasons for joining included a personal referral from a friend or advisor, served as a participant or panelist at a CIES conference, and personal or academic interest. Several members reported they initiated or were involved in establishing their SIG. Ways Members Participate in CIES SIGs SIG members participate in SIG activities in various ways (see Table 4). “Presenting at SIGsponsored conference events” was the highest activity followed by “SIG-sponsored journal/newsletter subscriber” and “collaborate on research with other SIG members.” Serving in a SIG leadership role was selected by 20 percent of the respondents. Web-based media was chosen by at least 20 percent with 15 percent participating in their SIG website and 5 percent participating in web-based discussion groups. When it came to selecting whether a SIG member mentored others, only 10 percent marked their participation in this process while 7 percent were mentored by a research professional who is a member of a SIG. Nineteen people did not respond to this question.

Table 4. Ways in Which CIES Members Participate in SIGs Options 

  Responses 

% 

SIG‐sponsored journal/newsletter subscriber only  Present at SIG‐sponsored conference events  Collaborate on research with other SIG members  Mentor/coach a young research professional  To be mentored/coached by a research professional who is a member   of the SIG  Serve in a SIG leadership role  Web‐based media:  1. SIG website  2. discussion group (chat, blog, online forum)  Other 

         

50  98  45  17  12 

30.7  60.1  27.6  10.4  7.4 

         

32 

19.6 

24  8  23 

14.7  4.9  14.1 

Note: Respondents were asked to select all that applied, so in many cases more than one response was provided.

Other comments shared by participants included (1) the reviewing of conference, journal or panel proposals; (2) networking with colleagues; (3) communication through newsletters, email and listserv; and (4) organizing and serving on committees of the SIG. A couple of respondents were not aware of opportunities within the SIGs with one stating, “I hope I can be involved

24 during the coming sessions” (M234-6g-h). Applying for awards was another way mentioned to participate in CIES SIGs. Most Valuable Aspects of SIG Membership Respondents were asked to select the most valuable aspects of SIG membership. “Research awareness” in the field was the most selected response followed by “Research expertise within the group.” For those who selected “Other,” comments included (1) information exchange opportunities, (2) networking opportunities with colleagues, (3) research awareness and visibility, and (4) interaction opportunities at conferences. A few members mentioned they have too little experience in the SIG to select a response and one said, “I have not found any benefits overall in being involved with SIGs” (M116-6h-f).

Table 5. Most Valuable Aspects of SIG Membership Options 

  Responses 

Research awareness in the field  Research expertise within the group  Enhance career opportunities  SIG‐sponsored projects  SIG‐sponsored research opportunities  Other 

           

110  78  34  18  15  20 

%  67.5  47.9  20.9  11.0  9.2  12.3 

Note: Respondents were asked to select all that applied.

Responses from Members Who are Not Current a Member of a SIG Of those reporting not belonging to a CIES SIG, 38 percent were students and over half were members of CIES for four years or less. The survey posed a question to non-SIG member respondents about why they were not currently a member of a CIES SIG. Almost half or 46.6 percent of the respondents viewed that they need more information about CIES SIGs before joining one. A third of the respondents said they did not have enough time to participate in a SIG while another 15 percent chose to say that the US$10 membership fee per year per SIG was too high. About 10 percent said that they had no interest in participating in CIES SIGs, whereas, the remaining 20 percent expressed other reasons for why they are currently not SIG members, including, They are over specialized and not in the best long-term interest of the Society. (M019-7a-e) Why fractionalize and battle over power? (M063-7a-e) I went to one SIG [business] meeting and did not see benefits to continuing participation (M146-7a-e) Finding information about CIES SIGs, like most things about CIES is not at all easy. (M237-7a-e)

25 Most SIGs seem to narrow-minded, doctrinaire and rigid in outlook, goals and vision. (M248-7a-e) Only one person chose not to answer this question. Ninety-one of respondents (roughly 70 percent) who are not currently a member of a SIG expressed interest in joining a SIG; 75 of these individuals expressed interest in joining two or more SIGs. This response leads us to assume Responses from All Members Survey Respondents Representation of SIGs on Board of Directors. When asked if there should be permanent representation of SIGs on the CIES Board of Directors, 93 participants responded “Yes,” 46 responded “No,” and 116 were “not sure” (see Table 6). Of those who responded affirmatively, there was significant variance between SIG member respondents (n=64 or 39.3 percent) and those who did not belong to a SIG (n=29, 21.8 percent) (X2 = 15.523 p < .05).

Table 6. Should There Be Permanent Representation of SIGs on CIES Board of Directors   Yes  SIG Member Respondents  Non‐SIG Member Respondents 

  64  39.3    29  21.8 

No    22  13.5    24  18.1 

Not Sure    61  37.4    54  40.6 

Did not  respond    16  9.8    26  19.5 

Improving the Effectiveness of SIGs. Most of both SIG member respondents and non-SIG member respondents commented that SIGs are essential parts of CIES and are among the best means to strengthen CIES. However, they also expressed that the SIGs can be more effective. According to the Membership Survey, SIGs can enhance their effectiveness by improving communication, increasing collaboration, and coordination with other SIGs and the CIES Secretariat and Board of Directors. Additionally by improving administrative procedures, promoting research collaboration and professional development for members, SIGs can be more efficient and effective. Communication is an integral requirement for enhancement of SIG effectiveness. It is important for SIGs to communicate to both members and non-members on what the vision of the SIG is, as well as its objectives and focuses and activities. Apart from publicizing themselves, it is also important for SIGs to clarify and disseminate information on how to become a SIG member and how individuals can participate in SIGs activities. Additionally, SIGs lose opportunities to have more members join their ranks because people do not know how to become members. Websites, email correspondences, social networks, and newsletters are effective modes of communication. However, many respondents indicated there is not a sufficient amount of easily accessible information about SIGs particularly on CIES and SIG websites. In addition, communication between SIG leadership and members are more likely to occur during the CIES Annual Conference preparation period. To encourage greater participation and effectiveness, members urged leaders to publicize themselves continually and communicate with their members on a more regular basis throughout the year.

26 Members viewed collaboration and coordination with CIES leadership to be crucial. Members also suggested that SIG Chairpersons coordinate with each other in order to optimize their activities and minimize time conflicts among SIG activities. The organization and schedule of SIG activities, particularly at the CIES Annual Conference is not likely to allow people to participate in activities of different SIGs and although the SIGs have different “special interests,” their foci and boundaries often overlap. Consequently, the collaboration and coordination across SIGs can also flourish rigorous research discussion particularly in comparative perspective. The administrative procedure, in particular the membership fee collection process, requires attention. According to survey data, there is no consistency in membership fee collection processes. One member commented that he has paid membership fee in different ways for different SIGs at different times (M049-10). Most members suggested that online payments and making annual SIG membership dues payments during the time of conference registration would be more efficient strategies. Apart from the membership fee collection process, survey data suggested that the establishment of new SIGs and review process of existing SIGs must be clear. However, rules and regulations have to be flexible enough to allow SIGs autonomy and diverse management styles. Research and networking opportunities were regarded as the most beneficial elements of SIGs. Consequently, the SIGs should focus on research collaboration particularly putting members together in research or study groups. The research collaboration and networking should be encouraged not only at CIES and other SIG-sponsored conferences but also through other activities such as business meetings and online discussions. There were also suggestions that CIES SIGs should provide members with publication opportunities (e.g., through a SIGsponsored journal or book series). Finally, there were also suggestions on increasing support from CIES in terms of budget and leadership training because these two elements are important for SIGs to move forward and create a vibrant professional community. Method(s) to Pay Annual SIG Membership Dues. Members were asked what were the best ways to pay annual SIG membership fees given three options to choose from and/or suggest other ways. The most frequently selected method for payment of annual SIG membership dues was as a part of the registration process for annual conferences (see Table 7).

Table 7. Best Method(s) to Pay Annual SIG Membership Dues

A. Part of the  registration  process for the  CIES Annual  Conference 

B. Pay directly  to SIG leaders  through SIG  website or at  SIG‐sponsored  business mtgs 

Both Options A  and B 

  65  39.9    44  33.1 

  12    10 

  48  29.4    27  20.3 

 

SIG Member Respondents  Non‐SIG Member Respondents 

7.4  7.5 

Other‐ suggested  way to pay 

  22  13.5    19  14.3 

Notes: Respondents were asked to select only one response. Fifteen SIG member respondents and 33 non-SIG member respondents did not respond to this question.

Roughly 14 percent of all respondents suggested other ways to pay annual SIG membership dues including making the SIG membership fee optional as part of the CIES membership

27 registration process. Two SIG member respondents mentioned payments should be made online with the CIES membership fee, with one individual suggesting that “two SIG memberships should be covered as part of the annual CIES membership fee” (M158-11-d). Another commented that some international members can only pay when they come to a conference. Most non-SIG member respondents agreed with the SIG members that annual SIG dues would best be collected by the Society as part of the annual CIES dues process. Several respondents suggested that there should not be any dues for SIG membership. One mentioned, “students should be able to explore SIGs first before paying” (M203-11-d). Interest in Establishing New SIGs. Forty-four respondents expressed interest in establishing a new SIG; another 46 respondents did not answer this question. The recommended topics for new SIGs are clustered under three overarching categories. The first centered on various education topics, including Comparative Historical Research and Theory, Eco-pedagogy, Education and Socialism, Teacher Education, International Medical Education, and School Leadership. The second category—social issues—included Corruption and legitimacy, Crisis and Emergency Education, Cultivation of Talent, Human Development and Learning, and Migration Studies. Regional studies constituted a third category and included suggested SIG topics as Asian-American Studies, Southeast Asia. A possible fourth category centered on International Organizations. Awareness of the Application Process for Establishing New SIGs. When asked about whether or not respondents were aware of the application process for establishing a new CIES SIG, only 52 members answered “Yes” while 200 respondents (67.6 percent) answered “no.” Fifty-four individuals chose not to respond to this question. This discrepancy in awareness signifies the importance of making information about SIGs more accessible and prominent on the CIES and SIG websites. There is a need to provide more clarity on the procedures of how to start a new SIG.

28 6.0

CONCLUSION AND RECOMMENDATIONS

In this concluding section we provide a list of recommendations based on the findings of this study. We begin by examining the CIES Constitution and Bylaws provided to our research team by Professor Erwin Epstein, CIES Historian, who asked us to review the current and proposed wording especially in relation to SIGs. The final section provides a list of 12 additional recommendations based on the findings of our study with SIG leaders and data collected from CIES members who responded to our Members Survey.

CIES Constitution and Bylaws Relating to SIGs Each of the proposed changes to the CIES Constitution and Bylaws have been reviewed thanks to the preliminary draft of the document sent to the SIG Review Committee. Overall, we are in agreement with most of the proposed wording changes relating to SIGs. We recommend the wording of Art. V, Section 2 of the Bylaws be changed. Current wording: Each SIG is allocated at least one business meeting time slot and one regular substantive session at the Annual Meeting. Additional sessions are allocated on the basis of the number of CIES members active in the SIG. Recommended change: If in good standing (see CIES Bylaws Section V), each SIG is allocated one business meeting time slot and one regular substantive session, or SIGhighlighted panel, at the CIES Annual Conference. An additional session is allocated on the basis of the number of CIES members active in the SIG. SIGhighlighted sessions will not exceed two (the first one given to all SIGs in good standing and the second one, based on at least 30 active members). There were some concerns expressed by SIG leaders about the proposed new wording to the CIES Constitution, Other publications, including newsletters and web sites of committees and SIGs as well as electronic and hard copy communications under Society auspices, shall be authorized by the Board of Directors on recommendation of the Publications Committee. (Art. 5, Section 2) and also to the following new sentence in Art. 4, Section 5 of the Bylaws: This [Publications] committee is also charged with assessing and making recommendations on proposals for committee and SIG newsletters, web sites, and other media carrying the Society’s name. SIG leaders and members send out electronic and hardcopy correspondences on a regular basis (to entire SIG memberships via SIG listservs, and to individuals via email). Website-based blogs and other social media are also used by a number of SIGs for the dissemination of SIGrelated communications. Will the Publications Committee be responsible to approve each of these correspondences? These sentences need further discussion for clarification purposes on

29 how they will ultimately impact SIGs. Most SIGs have SIG-sponsored newsletters and other publication opportunities for their membership to participate in and distribute information. We recommend the proposed wording changes be further discussed with SIG leaders before they are finalized in the Constitution. Additional items we recommend adding to the Bylaws include: All SIG membership dues collected in excess of US$150 each year will be returned from the Secretariat to SIG Chairpersons (and/or Treasurers) for them to use for SIG-related business (including travel scholarships for SIG members, SIG-sponsored awards, SIG-sponsored projects, postage for newsletters, and other operating expenses). SIG Fiscal Year. SIG membership dues should be collected and counted on the same fiscal year calendar as the Society’s membership dues are (from January 1st through the end of December of each year). Dues collected through the conference registration system count toward the same calendar year in which the conference is held (e.g., members paying through the Montreal 2011 Annual Conference registration system will cover SIG membership dues for the 2011 fiscal year). Total annual SIG membership determines the number of SIG-highlighted panels each SIG is allotted during the next annual conference (which will either be one or two SIG-highlighted panels). If annual SIG dues are not paid on time to the CIES Secretariat, the CIES Secretariat will notify the Chairperson that the SIG is on probation until the dues are paid. If dues remain unpaid for a period of two years then the SIG will be automatically discontinued.

Other Recommendations 1. SIG Representation on CIES BOD We recommend that SIGs have a permanent representation on the CIES Board of Directors. Chairpersons who attend the Annual SIG Chairpersons Meeting (which is held during the CIES Annual Meeting) nominate and elect two representatives to serve on the Board of Directors. SIG representatives will be nominated and elected for rotating terms of two years each, on odd rotation, to maintain organizational knowledge.   2. Promoting SIGs through the CIES Website It is relatively difficult to navigate the current CIES website in order to find the primary SIG webpage. This difficulty is shared among CIES members and non-members. SIG websites were listed as a primary outlet for information dissemination for the respective SIG members. Establishing a more prominent web presence on the CIES website will help enable individuals seeking to join a SIG to locate vital information on how to do this. We recommend the primary SIG webpage be re-designed by a Committee of SIG Chairpersons and the link to this primary webpage be included as a main menu option on the CIES home page.

30 3. SIG Panels at CIES Annual Meetings We recommend all SIGs in good standing6 receive automatically one business meeting and one SIG-highlighted panel at each CIES Annual Conference. SIGs in good standing will also receive a second SIG-highlighted panel if they have 30 paid additional members. No SIG is entailed to more than two highlighted panels per annual conference. 4. SIG Roles and Responsibilities in CIES Annual Meeting Preparation While the survey results presented different scenarios and areas of difficulty, most SIG leaders agreed that the relatively short time period allocated between the closing of the Call for Papers and the revision due-dates has been too short. A longer period of time should be allocated between the closing of the Call for Papers and the due date for review completions. This greater time span should ensure that the Paper/Panel revision process is not only better paced but also of higher quality. During SIG Paper/Panel revisions, each SIG will continue to review with three parallel goals: (1) to determine Paper/Panel appropriateness for the SIG; (2) to determine Paper/Panel appropriateness for the General Pool; and (3) recommend the constitution of Panels, as appropriate. We recommend the following procedures be institutionalized by conference planners, organizers, and SIG leaders during future annual conference Call for Papers/Panels and review process. Reviewer Assignments. Because proposal reviewers must be able to access the AllAcademic system in order to access paper and panel proposals and the revision rubrics, all reviewers must be CIES members and should be registered to attend the conference. This will also ensure that the peer-reviews are being done by those that are most likely to attend the presentations and those that are most likely to have an interest in the work of each SIG. Role of SIG Program Chairpersons and Annual Conference Unit Planners. It is the SIG’s responsibility to have a SIG Chairperson (or a SIG Program Chairperson) coordinate annual conference paper and panel reviews. These assigned individuals must be available via e-mail and phone for the duration of the Conference preparation (at least three months before the annual conference), be able to learn how to use a simple online software system, and then train SIG reviewers on how to use this same software. The review process lasts approximately six weeks. SIG-Highlighted Panels. If in good standing (see CIES Bylaws Section V), each SIG is allocated one business meeting time slot and one regular substantive session, or SIGhighlighted panel, at the CIES Annual Conference. An additional session is allocated on the basis of the number of CIES members active in the SIG. SIG-highlighted sessions will not exceed two (the first one given to all SIGs in good standing and the second one, based on at least 30 active members). 5. Paying Annual SIG Fees (Procedures and Processes) Annual SIG Dues to the Society. We recommend the following wording and practice be implemented regarding annual SIG dues to CIES:

6

A SIG in good standing has at least 15 paid members during each fiscal year (January 1st to December 31st), holds an annual business meeting, and submits an annual report respecting the deadlines.

31 Each SIG is required to submit annual dues to CIES in the amount of US$150 by December 31st of each year as well as a complete SIG membership list (members with dues paid directly to the SIG), which will then be reconciled by the CIES Secretariat. Each SIG has US$150 deducted from their membership dues, either from the money received through the [CIES membership/conference registration] system or in the course of the fiscal year. The annual fees should be covered by December 31st of each year (contact the CIES Secretariat to reconcile) accompanied by a complete SIG membership list (members with dues paid to the SIG). The Board of Directors should link annual SIG membership with CIES membership, including establishing a centralized payment system for collecting dues together. SIGs should also be given autonomy to collect annual SIG membership dues at business meetings and other SIGsponsored venues. CIES should develop a centralized online membership database (preferably on a Drupal or similar platform), whereby the CIES Secretariat and SIG Chairpersons can have access at all times to their respective SIG membership numbers. The database should be developed with additional input from SIG Chairpersons. Based on this database, SIG leaders are required to maintain an up-to-date list of members, and submit dues to CIES in the amount of US$150 by December 31st each year along with a complete list of members. Individual Annual SIG Dues. The Society requires that each SIG assess from each of its members minimum annual dues of US$10. This requirement is intended to assure that the SIGs have at least minimally sufficient operating funds, and that the SIG membership list is current. All SIG membership dues collected in excess of US$150 each year will be returned from the Secretariat to SIG Chairpersons (and/or Treasurers) for each SIG to use for SIG-related business (including travel scholarships for SIG members, SIG-sponsored awards, SIGsponsored projects, postage for newsletters, and other operating expenses). 6. SIG-Sponsored Awards These awards are an excellent way to recognize outstanding performance in SIG-related scholarship and other achievements. Where applicable, SIGs should create an Awards Committee with delineated criteria for nominations and selection of awards recipients. This nominations and selection criteria should be transparent and published on participating SIG websites. Because each SIG is organized around different themes or geographic regions, the best individuals to establish awards criteria are within the respective SIGs. Suggested awards may include Best Dissertation, Best Book, Best Research Article, and Lifetime Contribution. Each of these award opportunities provide SIG members at all levels with an opportunity to receive recognition for excellence in their scholarship and SIG-related contributions. Establishing awards committees also enables more SIG members to participate in leadership roles and network with each other throughout the year. We recommend SIG leaders consider establishing or continuing to support SIG-sponsored awards. 7. SIG-Sponsored Projects We recommend SIGs consider sponsoring research projects, conferences, and other activities to help provide opportunities for interested SIG members to participate in areas of mutual interest throughout the year. SIG-sponsored projects provide senior SIG members with opportunities to mentor young or aspiring scholars and inevitably increase networking opportunities among SIG membership.

32 8. SIG-Sponsored Publications Newsletters, websites, book series, blogs, and other online social media platforms constitute current SIG-sponsored publications. These publication opportunities provide SIG members with optimal means of disseminating their scholarship on SIG-related themes. SIG-sponsored publications also provide individuals with opportunities to communicate in timely and efficient manners that would not be available otherwise. We recommend that the wording in the CIES Constitution and Bylaws take into consideration ways to grant SIGs sufficient autonomy and academic freedom to publish in their respective geographic and topical areas unique to each SIG. We also recognize the need to maintain the integrity of the Society, and as such we recommend all SIG-sponsored publications should be in alignment with the Constitution and Bylaws. 9. Encourage Fund Raising Opportunities Linked to SIG-Sponsored Scholarship Activities Fund raising is a key area to help strengthen SIGs in many areas, and SIG leaders are encouraged to pursue all relevant fund-raising opportunities. These fund-raising opportunities should be linked where possible to SIG-sponsored awards, projects, and publications. 10. Process for Establishing a New SIG The process for establishing a new CIES SIG is done by completing an online application (see Appendix 6), comprised of a 500-word rationale for the SIG, a list of at least 15 CIES members interested in the SIG, and US$150 of dues (US$10 per person).7 This process has been the same since the establishment of SIGs within the Society. Our recommendation from now on is that the new SIGs be thematic or regional-based, not country specific. 11. Process for Discontinuing SIGs We recommend that if annual SIG dues are not paid on time to the CIES Secretariat, the CIES Secretariat will notify the Chairperson(s) that the SIG is on probation until the dues are paid. If dues remain unpaid for a period of two years then the SIG will be automatically discontinued. 12. Approve Handbook by CIES BOD and Add to Historian’s Corner We propose that the Handbook for New CIES SIG Chairpersons (Appendix 6 of this report) be approved by the CIES Board of Directors and added to the Historian’s Corner of the CIES Website.

7

The New SIG Proposal application form was located at the following online address as of the date of this report: http://cies.us/SIGS/initial%20documents.htm.

33 APPENDIX 1: LIST OF CIES SPECIAL INTEREST GROUPS SIG Name

Website URL

1. Africa

http://www.cies.us/SIGS/ASIG/Home.html

2. Citizenship and Democratic Education (CANDE)

http://www.cies.us/SIGS/CANDE/index.htm

3. Cultural Contexts of Education and Human Potential (CCEHP)

http://www.sus.edu/PageDisplay.asp?p1=4921

4. Early Childhood Development

http://www.cies.us/SIGS/ECD/index.htm

5. Education for Sustainable Development

http://educationsustainable.weebly.com/

6. Eurasia

http://cieseurasiasig.wordpress.com/

7. Global Literacy

http://www.cies.us/SIGS/GLSIG/GLSIGindex.html

8. Globalization and Education

http://www.cies.us/SIGS/indexNEW_G&ESIG.htm

9. Higher Education (HESIG)

www.higheredsig.org

10. ICT for Development (ICT4D)

http://cies-ict4d.org/

11. Inclusive Education

http://cies.us/SIGS/InclusiveEducation/index.htm

12. Indigenous Knowledge and the Academy

http://www.cies.us/SIGS/Indigenous_Knowledge_SIG/index.htm

13. Japan

http://www.cies.us/SIGS/JSIG/membership.html

14. Language Issues

http://www.cies.us/SIGS/Language_Issues/index.htm

15. Latin America

http://www.cies.us/SIGS/LASIG/LASIGindex.html

16. Middle East

http://ciesmesig.weebly.com/

17. Peace Education

http://www.cies.us/SIGS/peace_education/index.htm

18. South Asia

http://cies.us/SIGS/south_asia/index.htm

34 APPENDIX 2: LIST OF CIES SIG LEADERS SIG Name

SIG Chairs/Co-Chairs (2011)

1. Africa

N'Dri T. Assié-Lumumba, Cornell University [email protected]

2. Citizenship and Democratic Education (CANDE)

Anatoli Rapoport, Purdue University 765-496-3029; [email protected]

3. Cultural Contexts of Education and Human Potential (CCEHP)

Clancie Wilson (2010), Roger Williams Univ [email protected]

4. Early Childhood Development

Rhiannon Williams, University of Minnesota [email protected]

5. Education for Sustainable Development

Ligia Toutant (2010), UCLA [email protected]

6. Eurasia

Iveta Silova, Lehigh University [email protected] Erin M. Weeks-Earp, Columbia University [email protected]

7. Global Literacy

Amber Gove, RTI [email protected] Elizabeth F. Adelman, AED [email protected]

8. Globalization and Education

Stephen Carney, Roskilde University, Denmark; [email protected]

9. Higher Education (HESIG)

James Jacob, University of Pittsburgh [email protected] Val D. Rust, UCLA [email protected]

10. ICT for Development (ICT4D)

Jayson Richardson, University of Kentucky [email protected] Jeffery C. Lee, Azusa Pacific University [email protected]

11. Inclusive Education

Paula F. Hunt, Michigan State University [email protected]

12. Indigenous Knowledge and the Academy

Ladislaus Semali, Pennsylvania State Univ 814-865-2246; [email protected]

13. Japan

Akiko Hayashi, Arizona State University [email protected]

14. Language Issues

Jeff Bale, Michigan State University 517-353-0750; [email protected]

15. Latin America

Fernanda Pineda, Florida International Univ [email protected] Claudia Grigorescu, Florida International Univ 305-458-0960; [email protected]

16. Middle East

Sina Mossayeb, Columbia University [email protected]

35 SIG Name

SIG Chairs/Co-Chairs (2011)

17. Peace Education

Andria Wisler, Georgetown University 202-687-3815; [email protected]

18. South Asia

Amita Chudgar, Michigan State University 650-387-6649; [email protected]

36 APPENDIX 3: CIES GENERAL MEMBERSHIP SURVEY 1. 2. 3.

4.

What is your sex? Male Female What is your age in years? (List actual age in years) What is your current Comparative and International Education Society (CIES) membership status? a. Student b. Professional (faculty member, policy maker, practitioner, etc.) How many years have you been a member of CIES? (List number of years.)

5. Are you currently a member of one or more CIES Special Interest Groups (SIGs)? (If yes, go to question number 6; if no, go to question number 7) 6a.

Check each SIG you are currently a member of from the list below: Africa

Inclusive Education

Citizenship and Democratic Education

Indigenous Knowledge and the Academy Japan

Cultural Contexts of Education and Human Potential (CCEHP) Early Childhood Development

Language Issues

Eurasia

Latin America

Global Literacy

Middle East

Globalization and Education (GE)

Peace Education

Higher Education

South Asia

ICT for Development (ICT4D)

Sustainable Development

6b.

How many years have you participated in a CIES SIG? (List number of years.)

6c.

What motivated you to initially join a CIES SIG? (Select all that apply.) a. research interest b. quality of SIG peer group c. enhance career opportunities d. enhance research capabilities e. colleague invitation f. found out about it from the CIES website g. found out about it from the CIES Annual Conference Registration h. found out about it from the SIG website i. SIG-sponsored projects j. SIG-sponsored research opportunities k. other (Please specify) ________________________

6d.

How satisfied are you with your experience participating in CIES SIG/s? Likert scale of 1-5, (completely satisfied, very satisfied, fairly-well satisfied, somewhat dissatisfied, very dissatisfied)

37 6e.

What has been the most beneficial experience you have had while participating in a CIES SIG?

6f.

What has been the least beneficial experience you have had while participating in a CIES SIG?

6g.

Select the ways you participate in CIES SIG/s. (Select all that apply.) a. SIG-sponsored journal/newsletter subscriber only b. Present at SIG-sponsored conference events c. Collaborate on research with other SIG members d. Mentor/coach a young research professional e. To be mentored/coached by a research professional who is a member of the SIG f. Serve in a SIG leadership role g. Web-based media: 1) SIG website 2) discussion group (chat, blog, online forum) h. Other, please specify ______________________

6h.

What aspects of SIG membership have you found to be most valuable? (Select all that apply.) a. research awareness in the field b. research expertise within the group c. enhance career opportunities d. SIG-sponsored projects e. SIG-sponsored research opportunities f. Other, please specify ________________________

7a.

Why are you not currently a member of a CIES SIG? a. The membership fee of US$10 per year per SIG is too high. b. Not enough time to participate in a CIES SIG. c. I have no interest in participating in a CIES SIG. (If so, please explain why.) d. I need more information about CIES SIGs before joining one. e. Other, please specify ________________________

7b.

Are you interested in joining a CIES SIG?  Yes  No If yes, check each SIG you would be interested in joining from the list below: Africa

Inclusive Education

Citizenship and Democratic Education

Indigenous Knowledge and the Academy Japan

Cultural Contexts of Education and Human Potential (CCEHP) Early Childhood Development

Language Issues

Eurasia

Latin America

Global Literacy

Middle East

Globalization and Education (GE)

Peace Education

Higher Education

South Asia

ICT for Development (ICT4D)

Sustainable Development

38 7c.

What SIG-sponsored activities, if any, would motivate you to join a CIES SIG?

7d.

What would be your expectations if you joined a CIES SIG?

8. 9.

In what ways can SIGs help in attracting more members to join and participate in CIES? Should there be permanent representation of SIGs on the CIES Board of Directors? Yes, No, Not Sure, Comment______________________

10.

What are the best ways to improve the effectiveness of CIES SIGs?

11.

What is the best way to pay annual SIG membership fees? a. Part of the registration process for the Annual CIES Conference b. Pay directly to SIG leaders through the SIG website or at SIG-sponsored business meetings. c. Both options mentioned above d. Other-suggested way to pay fees, please list______________________

12.

Are you interested in establishing a new SIG?  Yes  No If yes, what would be your recommended topic for the new SIG?

13.

Are you aware of the application process for establishing a new CIES SIG?  Yes  No [If no,] If you are interested in finding out more about how to establish a new SIG, information can be found on the application process at the following URL: http://www.cies.us/SIGSinfo.htm.

14.

Optional contact information a. Title b. First Name/s c. Last Name d. Institution/Organization Name e. Country of citizenship f. Country of residence g. Email address

15.

What else would you like to share relating to CIES SIGs not already covered in this survey?

Thank you for completing this survey.

39 APPENDIX 4: CIES LEADERS SURVEY 1.

Optional contact information a. Title b. First Name/s c. Last Name d. Institution/Organization Name e. Country of citizenship f. Country of residence g. Email address

2.

If you are a SIG Leader (Chair/Co-chair), check the SIG in which you are currently a leader of from the list below. Africa

Inclusive Education

Citizenship and Democratic Education

Indigenous Knowledge and the Academy Japan

Cultural Contexts of Education and Human Potential (CCEHP) Early Childhood Development

Language Issues

Eurasia

Latin America

Global Literacy

Middle East

Globalization and Education (GE)

Peace Education

Higher Education

South Asia

ICT for Development (ICT4D)

Sustainable Development

3.

How long have you been a Chair/Co-Chair of your SIG? (List actual number of years)

4.

For how many years, have you participated in a SIG? (List actual number of years)

5.

What are the primary responsibilities of SIG leaders (Chairs and Co-Chairs)?

6.

How did you first hear about the SIG you are current leading?

7.

What motivated you to initially join a CIES SIG? (Select all that apply.) a. research interest b. quality of SIG peer group c. enhance career opportunities d. enhance research capabilities e. colleague invitation f. SIG-sponsored projects g. SIG-sponsored research opportunities h. Other, please specify ________________________

8.

On average, how many hours per month do you spend on SIG leader responsibilities? (List number of hours.)

40 9.

How satisfied are you with your SIG? Likert scale of 1-5, (completely satisfied, very satisfied, fairly well satisfied, somewhat dissatisfied, very dissatisfied)

10.

What officers are in your SIG? (Select all that apply.) a. Chair/Co-Chairs b. Secretary c. Program Chair d. Treasurer e. Website Manager f. Other, please list: ___________________________

11.

Are the officers of your SIG:  Elected  Appointed  Not Sure/To Be Discussed

12.

How often do you change leadership?

13.

What are the key goals of your SIG?

14.

How do you achieve the goals of your SIG?

15.

How effective are the following components of your SIG? Not Applicable

Very Poor

Below Average

Average

Above Average

15a. SIG leadership 15b. SIG member interaction 15c. Planning activities 15d. Mentoring new scholars 15e. Fundraising 15f. SIG-sponsored research activities 15g. SIG-sponsored projects 15h. SIG members at paying annual fees 15i. SIG-member attendance at CIES Annual Conferences 15j. SIG-member attendance at CIES Regional Conferences 15k. Recruiting new members to your SIG 15l. Disseminating information to you SIG members 15m. SIG Website 15n. Interactions with CIES Board of Directors

16.

What suggestions do you have to help CIES SIGs be more effective?

17.

How does your SIG consider proposals for new projects/activities/events?

18.

How does your SIG select projects/activities/events once they are proposed?

19.

How do you invite members to participate in SIG activities/projects/events?

Excellent

41 20.

Select the projects/events your SIG participates in from the following list: (Select all that apply.) a. CIES Annual Conference b. CIES Regional Conferences c. Research d. Mentoring e. Other, please list _____________________

21.

Who are members of your SIG? (Select all that apply.) a. Faculty members b. Students c. Policy Makers d. Individuals working in the private sector e. Other, please list _________________

22.

How many members are in your SIG? (List actual number of SIG members) a. How many of these members have currently paid your annual SIG fee of US$10? b. How many of these members have not currently paid your annual SIG fee?

23.

How many of these members are active and engaged on a regular basis?

24.

What strategies do you use to retain your members?

25.

Are you satisfied with the level of participation of your members in your SIG? _____ Yes ____No If not, what are some of the ways to improve?

26.

What are the primary barriers that prevent individuals from joining your SIG? (Select all that apply.) a. Resources b. Communication c. Other, please specify _________________

27.

How often do you communicate with your members, on average? (Please select only one response.) a. Less than once a month b. 1-2 times a month c. 3-4 times a month d. 5-6 times a month e. more than 6 times a month

28.

What is the most effective way for SIG leaders to communicate with members? (Please select only one response.) a. Newsletter b. Website c. Social Network (Facebook, Twitter, etc.) d. Online discussion group (blog, forum, wikiboard, etc.) e. Listserv or SIG Distribution List f. SIG-Sponsored Project g. Personal contact in person or via email, phone, Skype, etc.

42 29.

What is needed to encourage greater SIG membership participation?

30.

What advice would you give to new CIES SIG leaders?

31.

Do you produce Annual SIG Reports? _____ Yes ____No If yes, please send us a copy of all past Annual SIG Reports available.

32.

What else would you like to share relating to CIES SIGs not already covered in this survey?

Thank you for meeting with us in this interview.

43 APPENDIX 5: 2008 CIES AD HOC COMMITTEE REPORT ON SPECIAL INTEREST GROUPS Williams, James, et al. 2008. Report of the CIES Ad Hoc Committee on SIGs. 24 May 2008. Washington, DC: Georgetown University.

REPORT OF THE CIES AD HOC COMMITTEE ON SIGS To:

Board of Directors, Comparative and International Education Society (CIES)

From:

Committee on SIGs (Special Interest Groups)

Date:

May 24, 2008

Re: Report of the Ad Hoc Committee on SIGs _____________________________________________________________________________ The committee was constituted in Fall 2008 by CIES President Steven Klees, in response to concerns on the part of the Board of Directors about the rapid growth of SIGs in CIES and the adequacy of current procedures for managing SIGs and the rules and regulations governing them within the Society. The committee was asked to: “examine current rules and regulations, seek information from other organizations that have SIGs, consult with relevant CIES members, and produce a list of options and/or recommendations for the Board to consider.” The full charge is provided in Appendix A. Appendix B provides the current relevant By-Laws. The committee communicated extensively by email over Fall, into the period leading up to the annual meeting, and in preparing this report. Committee members reflected on their own experience— SIGs, on the CIES Board and as CIES President, and in other professional societies. Prior to the annual meeting, a survey was developed and sent to SIG Chairs with the suggestion that they elaborate and discuss any issues to be brought to this committee at their business meetings (see Appendix C). Opportunity was then provided to the SIG Chairs to bring additional feedback to the committee by mid April. All but one SIG responded. The ad hoc committee met at the annual conference in New York City, and prepared this report afterwards. In compiling this report, the committee also drew on the SIG Handbook developed by AERA for its members (http://www.aera.net/uploadedFiles/SIGs/2006-2007%20SIG%20Handbook.pdf, accessed 4/23/08). The report was distilled from the various conversations and reviewed by the entire committee. When a consensus was reached, the issues are presented as such. When opinions differed, they are presented as well. The report is organized as follows: 1. Background and Status of SIGs within CIES 2. Issues Uncovered by the Committee (recommendations where there is broad consensus, differing opinions where perspectives vary) 3. Recommendations

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Appendix A. Charge to the Committee Appendix B. Relevant By-Laws Appendix C. Survey (sent to SIG Chairs) Appendix D. Compiled Survey Responses Appendix E. SIGs at a Glance

BACKGROUND AND. STATUS OF SIGS WITHIN CIES (1.0) Individual CIES members have discussed the matter of forming special interest groups (SIGs) for a number of years. The reasons have varied, but the common themes are to provide smaller fora for discussion of issues of particular interest to sub-groups within the larger society and to build stronger networks among individuals with shared interests. Some of the leadership has seen SIGs as a means to enhancing the Society’s revenue. The bylaws state that SIGs “promote educational research and mentor educational researchers.” As CIES and its annual meetings have grown, there has been a corresponding need, in the views of many members, for structured opportunities for more intimate groups to discuss matters of common interest and to foster collegiality among those sharing such interests. The Board recommended approval of SIGs, and the Society voted to amend the by-laws at the 2005 annual meeting in Stanford. (1.1) Since that time, SIGs have grown in number and membership. There are now twelve approved SIGs, with four more in process (see Appendix E). CIES’s SIGs now have an estimated total membership of 275-365, though it is difficult to assess numbers very accurately as a number of CIES members have joined multiple SIGs. At the same time, several SIGs report having brought in new CIES members. As SIGs have grown in number and membership, several issues have arisen, issues which are not fully addressed by the by-laws as currently written. This report summarizes our understanding of those issues and our recommendations to the Board on how to address them. (1.2)

ISSUES UNCOVERED BY THE COMMITTEE (2.0) In reviewing the materials, the committee identified seven broad sets of issues (2.1):       

Issue #1. Purpose and scope of SIGs in CIES; Issue #2. Systematizing membership processes; Issue #3. Handling of and accounting for SIG membership dues; Issue #4. Leadership and governance of CIES SIGs; Issue #5. SIG webpages Issue #6. Oversight by the Board; and Issue #7. Role of SIGs in the annual conference

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Issue #1. Purpose and Scope of SIGs in CIES (2.2) Current Situation. The by-laws currently discuss the purpose and establishment of SIGs as follows (2.3): Section 1. Special Interest Groups (SIGS) promote new research and mentor educational researchers. Section 2. Any group of 15 or more active CIES members may petition to establish a SIG. Section 3. Petitions are accepted or rejected by the CIES Board of Directors and must be received by July 1. The by-laws, by their silence, leave the definition and delineation of the focus of a proposed SIG to the member-petitioners. SIGs are currently organized by theme (e.g., Language Issues), by geographic region (e.g., Africa), and in one case by country (Japan). (see Appendix E) (2.4) Questions and Concerns. Questions have arisen as to whether CIES should limit itself to themes and regions and not single countries. More broadly, should (and how should) the Society parse countries and regions? The question of identity politics was raised, and more broadly, whether SIGs were growing at the expense of comparative study and thought. Should the Society permit groups to identify themselves? At what point should CIES intervene in a SIG’s definition? The question was also raised about the relationship between SIGs and the UREAG and Gender committees. (2.5) Questions have also been raised, outside the committee, of whether the purpose and functions of SIGs should be more precisely specified in the by-laws. Should each SIG, for example, be required to be clearer in its by-laws about the contribution it will make to comparative scholarship? Should SIGs be required to identify a larger, more concrete outcome such as a book or journal article? Should SIGs be required to specify the process by which they will provide mentoring in their field? To what extent (and how) should SIG panels be required to be more thematically coherent than a group of presentations organized around the broad theme of the SIG? (2.6) Committee Deliberations and Recommendations. Along these lines, there is broad consensus in the committee that the growth in the number and membership of SIGs has demonstrated that they fulfill significant purpose among the Society’s membership. One SIG Chair summed up the proSIG view, “We have found that the SIG has been an effective (and needed) means of encouraging communication among scholars interested in our area. Previously, these people have operated largely in isolation. SIG sponsorship of several panels also seems to have encouraged people to submit papers and attend the conference that might not otherwise have done so.” Largely pro-SIG, the committee members raised problems with the implementation but not the principle of SIGs. One member had opposed them, but reported having seen the light. (2.7)

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Recommendation: A broad consensus of the committee holds that interested members should be able to identify their interests in naming the SIG, defining and developing its goals. If problems later develop, the Board could intervene, either at the formation stage in approving the SIG or later through oversight – see discussion below. (2.8) Recommendation: SIGs should be required to prepare a mission statement along with by-laws so as to clarify the purpose and nature of the SIG and its contribution to the scholarly work of the Society. (2.9) Recommendation: In valuing the diversity of scholarly interests and expressions in the Society, and the somewhat nascent stage of SIG development within CIES, there was general agreement within the Committee that SIGs be allowed considerable autonomy in defining their focus, goals, and the best means to achieve those goals, within the broad parameters of the field of comparative and international education. (2.10) Recommendation: The Committee proposes that a SIG be closed after two years of inactivity or non payment of dues. (2.11)

Issue #2. Systematizing Membership Processes (3.0) Current Situation. The by-laws currently require that each SIG present an annual report to the board of the minimum 15 members certified as CIES members. According to the survey, current active membership ranges from 10 to 42, although subsequent communications from several SIG chairs suggests that membership has grown beyond figures given in the survey. All but one SIG report active membership of 15 or more (for details, see Appendix D). All but three SIGs reported that the SIG had brought new members to CIES, though precise numbers vary or are unknown. (3.1) Processes for recording, tracking, and verifying membership vary across SIGs. All but one rely on the chair (the one exception relies on the Secretariat). All SIGs maintain listserves, generally with more members than the number of active (dues-paying) members. Several SIGs maintain websites, most of which have links to the Society’s website. (3.2) Questions and Concerns. There is currently no specification of who is responsible for maintaining the list of SIG members or how the list is verified. “Active membership” is not formally defined, nor is the process by which a member becomes inactive detailed. No process is specified for updating membership rolls—adding new members and dropping inactive members. In some cases, the distinctions among listserve member, active SIG member, and interested in the SIG were fuzzy. In several cases, it was difficult to get precise membership numbers for this report, and there was no systematic method to verify figures. (3.3) In addition, questions have also been raised about the number of SIGs an individual should be permitted to join. Some have proposed members be permitted to join no more than two SIGs. Others have suggested leaving the number up to the individual. (3.4)

47

The committee did feel that the Secretariat should retain responsibility for maintaining the CIES membership database including information on SIGs, even with dues collected by the University of Chicago Press. (3.5) Recommendations. The committee recommends that the Secretariat maintain the membership database, based on information on CIES and SIG membership provided by the University of Chicago Press, who would collect SIG dues and forward to the CIES Treasurer (see related Issue #3 below.) (President Emeritus Klees and CER Editor David Post have said that the Press has indicated willingness to do this.) (3.6) Recommendation: The SIG Chair (or other individuals designated by the by-laws of the SIG) should maintain responsibility for maintaining the SIG listserve and for other communication. (3.7) Recommendation: Though the committee did not reach consensus on the issue of number of SIG memberships a CIES member could hold, the majority view was that SIG membership would be self-limiting and that CIES did not need to involve itself in this level of detail. AERA, for example, does not appear to limit membership. (3.8)

Issue #3. Handling of and Accounting for SIG Membership Dues (4.0) Current Situation. The by-laws currently specify that SIGs collect dues of $10 per person per year and that “at least” $150 be submitted to the CIES Board annually together with their annual reports. (4.1) Dues are currently collected and handled in several different ways: In some cases, SIG Chairs collect dues at the annual meeting, both in cash and check. In other cases, SIG members send checks to the CIES Secretariat. One SIG has a paypal option. The Secretariat maintains separate accounts and records for each SIG which sends in money. However, in some cases SIG Chairs or other officers hold the dues. (4.2) SIGs use (or plan to use) their revenues in several ways: to hold a reception or network lunch at the annual conference, to provide small funding grants to new scholars to attend the conference, to provide lunch at the business meeting, to purchase certificates of appreciation for panelists and reception sponsors, to fund an essay prize. (4.3) Questions and Concerns. The practical and legal problems associated with these disparate and unsystematic approaches to collection of dues are clear. In addition to lack of transparency, SIG Chairs are likely to be liable for taxes on funds to which they have personal access. The Secretariat is also unlikely to be the ideal administrator of these funds, given the substantial work it has already assumed in helping run the Society. Dues are complicated by the fact of CIES’s international membership. Some members do not have checking accounts in the US. In some cases, high fees are associated with each check. In such cases, a single annual payment to the Society would be simpler and cheaper. In addition, not every SIG member attends the annual meeting every year, further complicating the collection of dues by the chair at the annual

48

conference. Every SIG reported difficulties with the collection and handling of membership dues. (4.4) A strong majority of the committee felt that the University of Chicago Press (UCP) should be asked to collect of dues, and to do so at the time of membership or renewal. One member, however, felt that the Secretariat should collect dues and maintain all membership data. (4.5) This point was raised in connection with the larger question of the role of the Secretariat in a growing CIES. Should the Secretariat not be strengthened to manage both membership and collection of fees as well as other tasks in support of the Society, particularly planning of the annual conference? (4.6) One complexity is that most SIG members paid dues in March 2008 at the annual meeting in NYC. Should members whose membership expires later in 2008, for example, be assessed the full membership dues? Should the dues be prorated? Perhaps the simplest approach would be to begin assessing fees with membership and renewal from January 1, 2009. It is true that those members whose memberships expire before mid March, would pay double for the three months. However, the amounts are small. Another approach would be to assume current SIG members are paid up until the 2009 annual meeting and for UCP to begin collecting dues with membership at that point. (4.7) Overall Recommendation. The Committee recommends the University of Chicago Press (UCP) be asked to assume responsibility for collecting SIG membership dues at the time of CIES membership renewal. (4.8) UCP will periodically forward funds to the CIES Treasurer and along with the names of SIGs and paid up members. (4.9) Other Questions and Committee Recommendations. Should SIGs should be permitted to charge more than $10 for membership? Should there be differential rates for students and international members? (4.10) Recommendation: The committee feels that membership dues should be consistent across SIGs within the Society, and that $10 is a reasonable fee for any member. A SIG might vote to establish with its surplus funds a scholarship fund for needy members. (4.11) What restrictions if any should be placed on the use of surplus SIG funds (beyond the minimum $150 due CIES)? Should unspent funds be carried over to the following year? (4.12) Recommendation: The committee recommends that funds beyond the $150 minimum should be left to the SIG to use to promote activities to promote the SIG and the common interests of its member. Unspent funds should be carried over to the following year. (4.13) Recommendation: We recommend maintaining the provision that SIGs must provide an annual financial report to the Board, and would further stipulate that the Chair provide in the annual

49

report a statement of how surplus funds are expected to be utilized in supporting the work of the SIG. (4.14) How can the SIG Chair gain access to those funds? (4.15) Recommendation: The SIG Chair will contact the CIES Treasurer to gain access to SIG funds. (4.16)

Issue #4. Leadership and Governance of CIES SIGs (5.0) Current Situation. The by-laws currently stipulate that each SIG must include a list of officers in its annual report to the Board. In addition, the by-laws state—somewhat ambiguously—that each SIG must “follow the policies and procedures of the SIGS.” (5.1) Most of CIES’s SIGs hold elections annually at the business meeting at the annual conference. One SIG holds elections every two years. Candidates are nominated or may volunteer. Several SIGs are governed by their founders. One SIG noted the search for a replacement. One SIG reported officer positions of chair, program chair, treasurer, secretary. The others did not specify officer positions beyond the position of chair. (5.2) Questions and Concerns. Questions have been raised about how leadership is determined within a SIG, and in general, what rules a SIG ought to follow. No problems were raised by the committee members, but the broader question was raised of how consistently SIGs need to operate. Lack of SIG governance policies could prove problematic if problems are encountered. (5.3) Recommendations. The committee recommends that each SIG be required to develop appropriate by-laws for its governance, to include at least: listing of officers (minimum of chair, secretary, treasurer, web contact), officers’ duties, method of election, provision for a business meeting. Current SIGs would be asked to submit by-laws within two weeks of the next annual meeting. New SIGs would be required to submit by-laws as part of the petition for Board recognition.8 (5.4) The committee recommends that for consistency’s sake, SIGs hold annual elections of officers. (5.5) Issue #5. SIG Webpages (6.0) Current Situation. Individual SIGs are responsible for development and maintenance of their individual webpages, though the Secretariat provides assistance, in some cases building the website for the SIG. The Secretariat uploads SIG pages to the main CIES website and uses CIES webspace .

8

The AERA SIG Handbook provides a good model for internal SIG governance as well as other aspects of the running and oversight of SIGs.

50

Questions and Concerns. Concerns have been raised about the accuracy and maintenance of SIG webpages and the consistency of information on them. (6.1) Recommendation. The committee recommends that each SIG appoint a web contact person who can make sure the web is maintained and is accurate. (6.2) Recommendation. The committee recommends that the Secretariat contact SIGs at regular points throughout the year to remind them of updates–when the Call for Papers is issued, when proposals are not longer being accepted, and in January prior to the annual conference. At those points, the Secretariat will make certain that the links to the main CIES webpage are working. (6.3) Recommendation. The committee recommends that SIG websites contain, at a minimum, the name of the SIG, the mission, by-laws, current officers and their contact information. (6.4)

Issue #6. Oversight by the Board (7.0) Current Situation. As discussed, the by-laws currently require that each SIG submit an annual report, including (1) a listing of the minimum of 15 required members who are certified as current CIES members, (2) a list of officers, (3) activities for the current year, (4) a financial report, as well as annual membership dues of at least $150. (7.1) Questions and Concerns. Given the rapid growth of SIGs, concerns have been expressed that SIGs may “get out of hand” or proliferate excessively. It is not clear what exactly would constitute excessive, but there are concerns in the Society that SIGs may detract from the broad comparative perspective that is unique to CIES and splinter interests into small interest groups primarily concerned with internal issues. A related concern is whether SIGs are too easy to start. An additional question is the process by which a SIG would be declared defunct. Finally, more general questions have been posed about how the Society can best foster the success of SIGs and their contribution to CIES, and how new groups can best be nurtured and sustained. In this regard, the question has been posed as to what the responsibilities of the Society and the Secretariat are to SIGs. (7.2) This committee has not gotten the sense that any of these issues have become problematic. Still, there are concerns about the proliferation of SIGs and a sense that closer oversight than is possible by the Board is needed. This is particularly so as the Society works to develop policies and procedures for its SIGs, as the role of SIGs in the annual conference is clarified (see Issue #6), and as the relationships between SIGs and the UREAG and Gender Committees is clarified. (7.3) Recommendations. The committee recommends that an ad hoc committee be established for an additional year to follow up on the issues raised here. A primary task for that committee would be to develop detailed guidelines/handbook (see recommendation below), to detail and try out the recommendations suggested to guide SIG participation in the annual conference (Issue #6). The ad hoc committee could also to assess the need for a standing committee to oversee SIGs

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under the Board. The standing committee could review SIGs on an annual basis, review new applications, and recommend withdrawal of a SIG’s charter, for example, if it became inactive or failed to follow the policies of the Society. (7.4) Recommendation. In addition, the committee recommends development of a Manual for SIGs, to include details on the policies and procedures which are noted here but inappropriate for inclusion in the Society’s by-laws. (7.5) Recommendation. The Board should make SIGs a permanent agenda item at the annual meeting. At that time, the permanent committee (if established) would present its report. (7.6) Recommendation. Individual SIGs’ annual reports should include: mission (or changes to the SIG’s mission), SIG by-laws (or any modifications to them), planned activities and use of funds for the upcoming year. This report should be submitted to the Secretariat by January 31, so as allow time for review and deliberation by the permanent committee. (7.7) Recommendation. The committee recommends that the role of the Secretariat vis a vis SIGs be confirmed to include provision of information about the formation and running of SIGs to interested parties; receipt of applications for new SIGs; maintenance of a list of SIGs and active members based on information supplied by UCP (see #3 above); charging of SIGs’ annual dues to CIES; maintenance of SIGs’ bank accounts; facilitation of communication as necessary between SIGs and the Board; and regular maintenance of SIG webpages. The Board may of course add to these duties. (7.8)

Issue #7. Role of SIGs in the Annual Conference (8.0) Current Situation. The by-laws currently state: “Section 5. Each SIG is allocated at least one business meeting time slot and one regular substantive session at the Annual Meeting. Additional sessions are allocated on the basis of the number of CIES members active in the SIG.” (8.1) The survey of SIG chairs identified a diversity of approaches to selection and organization of sponsored panels: Several SIGs issue open invitations through their listserves. One SIG prepared a more formal call for proposals which it then reviewed and selected, according to the number of available slots. One SIG divided proposals into practice and research. In some cases, the chair reviews proposals and organizes panels. In at least one case, the chair works with the program chair to do this. Another SIG used a committee of three members to rank papers. SIGs may use a mix of invited panelists and SIG members. In one case, panelists were reported as self selecting. Individuals whose proposals were not accepted for SIG panels were encouraged, in some cases at least, to resubmit to the general conference pool. (8.2) Questions/Concerns and Recommendations. As the size and complexity of the annual meeting have grown, so has the complexity of planning. Independently of their value to the Society, SIGs complicate that process. Numerous questions have arisen: (8.3) Number of conference sessions per SIG. If, as seems sensible, the number of sessions is based on the size of active membership, what formula should be used to allocate number of sessions? This relates to the larger question of how large a proportion of the overall program should be allocated to SIGs, how large SIGs could be accommodated, and how much discretion should be left with

52

the Conference Chair. Committee members felt that an appropriate ratio was 1 panel per 15 members exclusive of the business meeting, but with a maximum of two. One committee member felt that large SIGs would be unduly limited by a maximum of two panels. However, most committee members felt that -- given the complexities of conference planning, the costs (as well as the all-day Gender and Young Scholars’ Workshops)--a maximum number of two panels per SIG be specified in the by-laws, given the complexities of conference planning with additional panels for large SIGs scheduled at the discretion of the Conference Chair. (8.4) Recommendation: The committee recommends that sessions be allocated on the basis of active membership as of the October 1. We suggest a ratio of 1 session/panel per 15 active members, to a maximum of two sessions per SIG, exclusive of the business meeting. Additional slots would be at the discretion of the Conference Chair. (8.5) Number of proposals per member. How many SIG proposals may an individual make? Should presentations assigned to SIGs count toward an individual’s overall quota, if applicable? May an individual propose a presentation to both a SIG and the general pool? (8.6) Recommendation: The committee recommends that a particular proposal may be submitted to either one SIG or the general conference. The total number of proposals permitted one individual would be at the discretion of the Conference Chair. (8.7) Recommendation: Submissions policies and the total number of submissions permitted for each individual member should be specified in the general Call for Papers and that any calls put out by the SIGs be consistent with the general conference guideline. (8.8) Timing of submission, notification, and review process. What should the time frames for SIGs be, and should they vary from the general conference submission process, in terms of submission of proposals, review, and notification? (8.9) Recommendation: The committee recommends the Conference Chair set the deadlines for submission of proposals and the date for notification of acceptance or rejection, and that SIG chairs organize their review and notification processes accordingly, in close consultation. (8.10) Review process. Should each SIG be allowed to decide its own procedures for proposal review? Or instead, should there be a uniform process across SIGs? Should there be a two-stage review process, within the SIG and then by a broader group? May a SIG solicit proposals? (8.11) What guidelines should be developed to guide the selection process? Is it ok to include both active and potential members for presentation? (8.12) Recommendation: We recommend that each SIG be responsible for designing its own review process and criteria, and that such criteria be specified in the call for papers and on the SIG’s web page. SIGs would be encouraged to issue their own calls for papers, but deadlines must be consistent with those of the general conference and a particular proposal may be submitted only once to either one SIG or the general conference. (8.13) Recommendation: CIES is of a size that an automated proposal submission system is needed. The system used by the Social Science History Associated was recommended by one SIG chair. We understand that possibilities of an automated system are being explored. The committee recommends that such a system be adopted if feasible . Once the details are known, a decision will need to be made as to how to involve SIG program chairs. (8.14) Scheduling SIG business meetings. Should SIG business meetings be scheduled simultaneously? (This greatly simplifies scheduling, but makes it impossible for an individual to attend more than

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one.) Should SIG business meetings be scheduled at a different time from the Board meeting, to permit Board members to take part in SIG activities? (8.15) Recommendation: The Conference Chair may schedule SIG business meetings simultaneously. However, they should not be scheduled at the same time as the Board. Of course, SIGs may convene their own unofficial meetings separate from those in the conference program organized by the Conference Chair. (8.16) Scheduling SIG presentations. Should a SIG’s presentations be scheduled on the same day? (Doing so permits individuals interested in a particular issue to focus on a particular day. Of course a SIG’s sessions should not be scheduled at the same time.) Should all SIGs be scheduled at the same time? (This would complicate scheduling if an individual had presentations accepted by different SIGs.) (8.17) Recommendation: A particular SIG’s presentations may be scheduled on the same day, at the discretion of the Conference Chair, but should not be scheduled for the same time slot. (8.18) REFERENCE AERA (2006). SIG handbook: AERA’s handbook of policies and procedures for special interest groups. Washington DC: AERA. http://www.aera.net/uploadedFiles/SIGs/20062007%20SIG%20Handbook.pdf (Accessed 4/23/08)

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APPENDIX A. CHARGE TO THE COMMITTEE Committee on SIGs Background: It has only been a few years since CIES added SIGs to its options. As of now we have 11 SIGs and more are in the process of forming. The Board is concerned that SIGs may start to grow very rapidly and that the Society's present rules and regulations for dealing with them may not be adequate (below is the relevant section of the Bylaws). Charge: The Committee on SIGs will examine current rules and regulations, seek information from other organizations that have SIGs, consult with relevant CIES members, and produce a list of options and/or recommendations for the Board to consider. The following questions should be addressed by the committee. Other issues may be examined at the discretion of the committee. -- What is the purpose of SIGs in CIES? -- How might current Bylaws on SIGS be revised? -- Is it too easy to start a SIG? Might more members and a greater fee be needed? -- How should fees be collected? (Currently SIG chairs collect fees but it has been suggested that Chicago Press do it (at one point they said they were willing) or at conference registration time.) -- What should be done with SIG money? At present, there is some, but not complete, agreement that the first $150 collected goes to CIES and that additional money can be used for SIG events (e.g., a reception). -- What should be the role of SIGs in the Annual Conference? How many panels should SIGs be entitled to at the annual meeting? Does the SIG review process of proposals need attention? -- Should we maintain, allow, promote, expand SIGs based upon areas and area studies? If so, how should we parse areas since there are different definitions of country inclusion by region as well as individual country SIGs? Do area SIG's make sense, or do they undermine the commonality of issues that affect many regions and countries? Also, should we support single country SIGs? The committee will have until May 30, 2008 to present its report on options and/or recommendations to the CIES Board (via Hank Levin who will be CIES President at that time). If possible, preliminary findings can be presented to the Board at the annual meeting in March 2008 at a date and time to be arranged. Membership: Jim Williams, George Washington University (Chair) Ben Baez, Florida International University Monisha Bajaj, Columbia University Victor Kobayashi, University of Hawaii Diane Napier, University of Georgia Joan Oviawe , Washington State University

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APPENDIX B. CURRENT BY-LAWS

ARTICLE V. SPECIAL INTEREST GROUPS Section 1. Special Interest Groups (SIGS) promote new research and mentor educational researchers. Section 2. Any group of 15 or more active CIES members may petition to establish a SIG. Section 3. Petitions are accepted or rejected by the CIES Board of Directors and must be received by July 1. Section 4. Each SIG must: a. Assess dues of $10 per member b. Present an annual report to the Board, which shall include: (1) a listing of the minimum of 15 required members who are certified as current CIES members, (2) a list of officers, (3) activities for the current year, (4) a financial report. c. Present annual membership dues of at least $150 to the Board. d. Follow the policies and procedures of the SIGS. Section 5. Each SIG is allocated at least one business meeting time slot and one regular substantive session at the Annual Meeting. Additional sessions are allocated on the basis of the number of CIES members active in the SIG.

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APPENDIX C. CIES SIG QUESTIONNAIRE

Dear SIG Chairs, The CIES Board has formed a committee to review the role and function of SIGs in our Society. We ask that SIG Chairs kindly review and provide preliminary responses to this questionnaire by March 10, 2008. The questions can also be discussed by SIGs at their business meetings at CIES with any additional comments being sent to this committee by April 10, 2008. Completed questionnaires can be sent to Monisha Bajaj ([email protected]). Thank you in advance for your attention to this matter. -CIES Committee on SIGs Benjamin Baez Monisha Bajaj Steve Klees Victor N Kobayashi Dianne Napier Joan Oviawe James Williams SIG Name: In what year was your SIG formed?

How many dues-paying members did your SIG have in its First year? _________ Second year? ____________ Third year? ________________ Current? ______________ Does your SIG maintain an email list? _______ If so, how many members are on that list? ______________ How does your SIG collect dues?

How does your SIG maintain accurate lists of members?

Has your SIG brought in new members to CIES? _______ If yes, approximately how many? ________________

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How does your SIG select leadership?

How does your SIG select panelists for its sponsored panels?

Aside from panels, what other activities does your SIG carry out?

Aside from the yearly $150 paid to CIES, how does your SIG use its revenue?

Please discuss any other issues that you would like to share with the committee and with CIES in their review of SIGs.

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APPENDIX D. COMPILED SURVEY RESPONSES Responses to the Questionnaire (answers by question) SIG Responses* (by year founded**) 2004 Cultural Context of Education and Human Potential (CCEHP) 2005 Globalization and Education Language Issues Peace Education Africa Citizenship and Democracy Education (preparation at Stanford Conference; officially recognized at following meeting) 2006 Indigenous Knowledge and the Academy 2007 Japan ICT4 (Information and Communication Knowledge for Development) Early Childhood Development 2008 Higher Education * The Chair of the Middle East SIG did not respond to several requests to answer the survey. ** This is somewhat complex. Interested members of some current SIGs began meeting informally as early as 2001, and perhaps before. SIGs were formally recognized in CIES in 2005. But of course a SIG is organized before it is officially recognized by the CIES Board of Directors. These are the dates given by the SIG Chair. 1. How many dues-paying members did your SIG have in its First year? Second year? Third year? Current? (Number of members on mailing list) [number of new members brought into CIES]        

39-39 15-15-15 15-15 24-24 17-20-15/20-15/20 20-20-42 15-23-30-30 20-20-20

(39) (91) (25/30) (62) (91) (95) (182) (more than 70)

[15] [to be determined] [4/5] [10/15] [10/15] [?] [at least a dozen,

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15-25-32 10-10-10-10

(35) (15)

maybe closer to 20] [5] [0]

2. Does your SIG maintain an email list? 

All reporting SIGs indicated yes.

3. If so, how many members are on that list? -- see above 4. How does your SIG collect dues?     

  

 

We are in the process of working that out. It looks like we will offer members the option of either mailing them to our Treasurer, or paying at the conference We collect dues at the Annual Meeting. Yes Check sent directly to Hilary Landorf or during CIES meetings We try to collect them each year during our business meeting, but we find that this is very problematic. All our members do not always attend and those not residing in the US are unable to pay by check. It would be much more efficient if the dues could be paid when CIES membership is renewed. For instance, although I am currently the SIG Chair I owe my dues from last year as I was unable to attend the conference in Baltimore and since I live in Norway I could not send a check as we do not operate with checks in Norway. This is just one example of the problems encountered with collecting dues. In the past, we’ve collected only by check. This year, we collected by check, paypal, and in person at the conference. It’s based on the list of people who paid their dues- usually; the list from the conference is the most up to date. This has been complex and challenging. Generally, we have done it in person. Getting busy people to write a separate small check to send to a treasurer has not been successful, particularly when many members do not have checking accounts that draw on American dollars. We collect it in person at conferences—which only gets us exposure to those who attend, and even then mainly those who go to the business meeting, since we don’t want to spend all of our time passing that hat at panels. IT IS VERY DIFFICULT. Through CIES.

5. How does your SIG maintain accurate lists of members?   

One member of the group maintains and updates a list of members. The SIG Chair keeps records of this. The chairs maintain this list.

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 

 

 

SIG program chair coordinates We have an extensive mailing list that is sent out not only to our paid members, but also those that are interested in the SIG issues. Our member list is kept up by our SIG Secretary, which has recently changed and caused us some confusion. It is also difficult to keep track of the paid members. The SIG chair keeps a list of members’ names, addresses, payment information etc… We’ve reached out broadly to interested parties within and outside of the society. This has brought many first time participants to CIES. So we maintain a master list of all who have participated in one year or other, and those who have expressed interest. On top of that, we have a spreadsheet to indicate who paid the dues and in what years. We rely on the Secretariat. Not very well.

6. Has your SIG brought in new members to CIES? 

Yes – All but three responding SIGs indicated yes. Other comments: o Not yet, but we anticipate adding several new members at this year’s conference. o Unknown o The SIG attracted new members through the organization of panels at the CIES conference 2008 o 10-15 people who had never belonged to CIES before, but joined through hearing about the SIG. o Yes, but not sure how many. We have received a few requests from people who wanted to join our SIG- but were not members of CIES.

7. If yes, approximately how many? See above 8. How does your SIG select leadership?     

Election at the annual meeting. We hold elections annually at our business meeting. Our leadership structure consists of a SIG Chair (or Co-Chairs) and a SIG Program Committee for which members volunteer at the Annual Conference. Nominations and elections occur at the annual CIES meeting Volunteer basis for SIG program chair and voting for chairperson Our leadership is voted in each year by our members in attendance at our business meeting, which is held during the annual CIES conference. We ask for nominations and then have a vote by majority for each of the positions on our board (Chair, program chair, treasure and secretary). Our Program Chair has in the past taken over the position of the Chair and our positions are generally elected for a period of 2 years to provide continuity.

61







 

The SIG’s founder was the first chair for 2 years. In 2007, at the business meeting at CIES, a vote was held (bios were circulated in advance) and a new chair was elected. The chair rotates every 2 years. The SIG chair generally selects individuals to serve as program chairs to assist with the planning of panels, collection of dues, etc… As the founder, this is my final year as Chair. We’ve only had one election(during our business meeting in Hawaii, to select the Chair and ProgramChair). The bylaw stipulates online voting by current members every two years. As the founder, I was selected to be the first chair. I was reelected once, and tried to hand it off last year. Technically, this was only my second full year, since the tenure only officially began once the SIG was officially recognized (despite a year of organizing before this.) The SIG said they liked the job I was doing and asked me to stay on for a final year, and I agreed. I’ve been working hard to recruit a motivated replacement so that the SIG does not fade out with its leadership. We have not had a chance to conduct elections but will do so this year in NY. We are the same founding leaders.

9. How does your SIG select panelists for its sponsored panels?  

  





Open invitation. We solicited proposals and papers through the e-mail listserve and placed all of those submissions on panels. A Program Committee prepares a Call for Proposals in late summer, disseminates it and then reviews the proposals received. In Fall 2007 we received 30 individual paper proposals and 2 panel proposals; of these we accepted 6 paper proposals. Panelists are chosen by open invitation. Papers in panels are divided into two categories: Practice and Research Chairperson reviews papers submitted and organizes the panels This process has generally been carried out by review and involves the Chair and Program Chair of the SIG. However, given the record number of submissions for CIES 2008 we found that there is a need to draft a clear set of guidelines for this selection process. This issue will be taken up during the annual business meeting in New York in March 2008. Our SIG would like to support and encourage our current paid members, but at the same time do the same for non-members that may eventually become members. I am not sure how this was carried out in the past, but this year a committee of 3 individuals read through the approximately 30 paper submissions and ranked the papers. Together, we made 3 official panels and encouraged the other presenters not accepted to re-submit to the larger conference where almost of all them are presenting. So far it has been a mix of invited panelists and SIG members.

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We have selected experts to review the proposals that are submitted for inclusion. These have changes each year. I have exempted myself from being included in the official SIG panel. In addition, though, we have sorted the remaining papers into thematic or regional panels that have been quite successful, so these were SIG-organized rather than official SIG panels. I think this was a useful service we can provide to the organizers, who have quite a load of work to do anyways. Panelists usually self-select and submit papers which are reviewed. Panelists apply to us.

10. Aside from panels, what other activities does your SIG carry out? 

   





We are in the process of setting an agenda. The ideas discussed informally include: develop an annotated bibliography of recent scholarship in our area, sponsor an edited volume of research, and holding smaller conferences independent of the CIES annual meeting. We run a listserv. At the moment that is about it. None at the moment Creation of a knowledge sharing tool (SIG website linked to the CIES website) where members share information, new research, publications etc. We have supported our members in various ways such as: reviewing of draft articles between various members in the SIG; development of an annual newsletter that is sent out to those on our mailing list (currently 91 members, not all paying members given the dues collection problem); promotion and dissemination of work by our members (e.g. books, articles, etc.); networking between out members; mentoring of young scholars by more established members; recent development of a Language Issues SIG website to be hosted on the CIES main site; general support of our members in their activities (e.g. support and encouragement of our members running for a place on the CIES board, referees for grant applications, etc.); encouragement of collaborative research activities between SIG members; initiating and collaborating on language in education projects; supporting publications on language issues in educational journals; identifying and promoting language issues for the CIES conferences and publications. Our SIG has had social events at CIES for members to meet informally, has co-sponsored an event at the UN, runs a list-serve where information on research and practice is disseminated, and 2 SIG members just assumed editorship of a book series that members are encouraged to participate in. This year, the SIG will hold a luncheon and an informal outing for members and their families. We organize an annual SIG reception and solicit sponsorship from various entities: IRE, ADEA and UNICEF. We have a website and successfully guest-edited a special issue of the International Review of Education. We are also developing a collaborative relationship with UNICEF.

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This has been a challenge. WE have created a graduate student essay award in honor of Judith Torney-Purta, and attach a $50 award to it. We started a newsletter to keep us informed about panels and about our own events, but our calls for contributions did not get off the ground. We will likely do this annually, right before the conference, unless people are willing to invest more energy. Finally, I am hopeful that the next president can develop a website that can further engage members. We are getting organized. N/A

11. Aside from the yearly $150 paid to CIES, how does your SIG use its revenue?     

    

We plan to hold a reception at this year’s meeting. Until now we have not made dues-paying membership numbers a priority and so have never garnered more than $150 in revenue. We have not gained any revenue beyond membership to CIES. We will however use future revenue to promote the SIG. Additional funds gets carried over to next year’s membership We have only managed to collect our yearly revenue given the difficulties in collecting member dues. If this problem is solved we would like to be able to sponsor network lunches at CIES conferences, provide small funding grants to new scholars in the area of language and education to allow them to attend annual conferences as well as other activities that fit with our mission statement. The money generated is used for dues and this year, for providing lunch at the business meeting. We use our funds to purchase certificates of appreciation for our panelists and reception sponsors. So far, we have not used it, except to fund the $50 essay prize, which will be awarded for the first time this year. Collecting dues has been very problematic. We do not have a balance in our account. N/A

12. Please discuss any other issues that you would like to share with the committee and with CIES in their review of SIGs. 



We have found that the SIG has been an effective (an needed) means of encouraging communication among scholars interested in our area. Previously, these people have operated largely in isolation. SIG sponsorship of several panels also seems to have encouraged people to submit papers and attend the conference that might not otherwise have done so. I think that the panel allocations should be greater; with 2 panels allocated for15 members; perhaps 3 for 25; 4 for 35. A maximum of 4 panels per SIG

64

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





would be fine with me. I also think that CIES should move to an automated submission process (as, for example, AERA does); if this included an option for people to submit proposals to SIGs and for SIGs to referee the proposals submitted to them (turning proposals not accepted over to the "main pool"), it could streamline the process. The Social Science History Association (SSHA) uses a very simple and elegant proposal management software that was developed for them by the Minnesota Population Center (MPC) at the University of Minnesota. The tech contact person there is evidently named Peter Clark ([email protected]). None listed I think if we want to have more SIGs within CIES then a clear set of guidelines for the SIGs need to be developed. Also the issue of collecting SIG dues needs the support of CIES, as not all SIGs are able to collect their dues during the annual conferences and not all members are able to send checks to the treasure of the SIG. This I think is one of the major issues that need to be dealt with. Furthermore, the issue of how panelists are selected for the SIG sponsored panels needs a clear set of guidelines from CIES. Finally, this year CIES 2008 encouraged all submissions that were related to a SIG to directly send their abstract to the SIG. This is encouraging for the SIG in recruiting new members, but it also meant that our SIG, for example, had a record number of submissions from both SIG members and non-members and this made the selection process very difficult. Is it the SIG responsibility to encourage new membership or to only support current paid members? This can pose a problem for a number of new as well as more established SIGs. We requested more SIG panels due to the record number of submissions, but still were not able to fit all the submissions into the allotted number of panels. Being both on the 2008 conference planning committee and a SIG chair has brought some issues to light. One is the issue of financial management of dues. It seems highly unprofessional to have individuals, rather than the secretariat, handling money and having no accountability for how and where this money is spent (beyond the $150 in dues). Secondly, the SIG call for papers is often unclear in terms of how it’s related to the larger conference. If there were some way to collect all the papers in one place, then, if indicated by the person that they’d like to be considered for a SIG panel, those papers could be forwarded to the SIG chair. I spent many hours and emails trying to explain how the SIG relates to the larger CIES and that might be avoided if the administration of SIGs were centralized. Members should be able to pay their SIG dues while renewing their CIES membership. Scheduling SIG sessions on the first day of the conference is not ideal. Invited SIG panelists should be exempted from registering for CIES membership- especially when they are not interested in CIES membership. SIGS should have an official …@cies.us email address in recognition of their institutional affiliation. The most important issue is to centralize revenue collection with the annual subscription process. I try to create opportunities for graduate

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students to gain some leadership experience through the SIG. I would recommend allowing graduate students to join one sig each for free, or for a few dollars. I think one potential we have is to become a hub for mentoring graduate students. I need to think more about this. We think SIG dues should be collected at the same time with the CIES dues. SIGs were established under my presidency, and I hope to do much better with our SIG. We have finally established a website, and this year, we will begin focusing on building our membership.

OTHER RELEVANT INFO From Language Issues SIG: We started the Language Issues SIG informally in 2001 as a networking platform and to coordinate our efforts at conferences to avoid time conflicts and organize coherent panels related to language issues in education. During the CIES conference held at Stanford University in 2005 participants interested in language issues in education convened at a meeting to explore the possibility of starting an official SIG within CIES focused on language in education issues. The meeting was facilitated by 2 of our SIG members and long time supporters of the SIG issues. At the meeting participants agreed to start a language issues SIG and seventeen members signed up during the meeting.

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APPENDIX E. SIGS AT A GLANCE (see separate attachment)

APPENDIX 6: HANDBOOK FOR NEW CIES SIG CHAIRPERSONS

DRAFT DOCUMENT FOR REVIEW AND APPROVAL BY THE CIES BOARD OF DIRECTORS

HANDBOOK FOR NEW CIES SIG CHAIRPERSONS

As of 22 April 2011

 

TABLE OF CONTENTS I.

INTRODUCTION AND OVERVIEW OF CIES SPECIAL INTEREST GROUPS 1

II.

ESTABLISHING A NEW SIG ............................................................................. 1

III.

SIG LEADERSHIP .............................................................................................. 1

IV.

MEMBERSHIP .................................................................................................... 2

V.

SIG REPORTING AND SUBMISSION REQUIREMENTS ................................. 2

VI.

CIES ANNUAL CONFERENCE RESPONSIBILITIES ....................................... 3

VII. SIG WEBSITE MANAGEMENT.......................................................................... 3 VIII. DISCONTINUANCE OF A SIG ........................................................................... 4 APPENDICES 1. 2. 3. 4. 5.

 

Policies and Procedur es for Developm ent and Activitie s of CIES SIGs (w ith suggested wording from the 2010 -2011 SIG Review Committee. Board approva l pending) Petition for Establishing CIES Special Interest Group New SIG Proposal SIG Annual Report Template  Advice from Past SIG Leaders to New CIES SIG Leaders and Chairpersons

I.

INTRODUCTION AND OVERVIEW OF CIES SPECIAL INTEREST GROUPS

1. Comparative and International Education Society (CIES) Special Interest Groups (SIGs) provide a forum for the involvement of ind ividuals drawn together by common interest in a f ield of study or geographic region. The goal of SI Gs is to en hance the comprehensiveness and diversity of CIES by promoting new research and mentoring novice educational researchers. Likewise, SIGs provide a platform f or continuing, long-term research interests. The uniqueness of SIGs allows more members an a ctive role in CIES during and between annual conferences. SIGs exist under the a uspice of CI ES. Membership is open to all registered CIES members. SIGs are required to conform to th e Constitution and By-Laws of CIES 1 and to the Polic ies and Procedures for Development and Activities of CIES SIGs2 (see Appendix 1).

II.

ESTABLISHING A NEW SIG

2. As per the CIES Const itution, “Any group of 15 or more active CIES members may petition to e stablish a SIG” (By -Laws Article V) . There is a process for establishing new SIGs that must be follo wed. The completion of the Petition for Establishing CIES SIG form (see Appendix 2) and the Ne w SIG Proposal (Appendix 3) is required to organize a new SIG and must be su bmitted to the CIES Bo ard of Direc tors by December 31st. The Board of Directors then considers and votes on each ne w SIG proposal either via email or during their meetings at the CIES Annual Conference. Petitions ma y be submitted a t any time, but must b e received by the CIES Board at least one mont h prior to proposal deadlines for th e next scheduled CIES Annual Conference in order to be considered for inclusion in that conference.

III.

SIG LEADERSHIP

3. Each SIG must keep a minimum of thr ee elected positions: Chairp erson, Program Chairperson, and Secre tary. Additional elected positions can be added as the SIG gro ws and may include one or more of the following positions: Treasurer Awards Committee Chairperson Awards Committee Member(s) Newsletter Editor(s) Webmaster 4. Leadership Selection Process. Leadership can be selec ted based on a number of options, including by (i) election at the Annual SIG Business Meeting, (ii) mail ballot, and/or (iii) another means.                                                             

1

The CIES Constitution and Bylaws are ava ilable online through the Histori an’s Corner of the CIES Website: http://cies.us/historian/CIES_Con_July2010.pdf. 2 The Po licies and Procedures herein include suggested changes by the 2010-2011 SIG Review Committee, and its approval is contingent upon Board of Directors votes.

1 | Handbook for New SIG Chairs 

 

As of 21 April 2011 

5. Leadership Structure and Length of Term. While each SIG maintains the autonomy to determine length of leadership positions tenure, it is recommended that this tenure should be for multiple years rather than a single-year term. The rationale behind a multi-year term is the ability to maintain and transfer organizational leadership knowledge from year to year. Two potential leadership structure examples include establis hing (i) a Chairperson, Vice Cha irperson, and Past Chairperson or (ii) a Co-Chairp erson. Both leadership structures enable SIG leadership to serve rotating terms so that when a new SIG leader is elected, a former Chairperson can serve in an advisory role. 6. Delegation of SIG Leadership. When SIG Chairpersons are not able to attend the Annual SIG Chairpersons Meeting, they can delegate another elected SIG officer to represent the SIG on their behalf.

IV.

MEMBERSHIP

7. Current CIES membership is required to join a SIG. To remain an active SIG, a minimum of 15 active CIES members must be paid members of the SIG as of December 31st each year.

8. Annual Fee. The annual SIG fee is US$10 per person and can be paid either direct ly to the SIG or to the CIES Secretariat earmarked “Name of SIG” (in memo area of the check). Fees can also be collected during SIG business meetings, through the mail, or via the In ternet when registering for the annual conference. 9. SIG Fiscal Year. SIG membership dues should be collect ed and counted on the same fiscal year calendar as the Society’s membership dues are (from January 1st through the end of December of each year). Dues collected through the [CIES membership/conference registration] system count toward the same calendar year in which the conference is held (e.g., members paying through the Mont real 2011 Annual Conference registration s ystem will cover SIG membership dues for the 2011 fiscal year). Total annual SIG membership determines the number of SIG-highlighted panels each SIG is allotted during the next annual conference (which will either be one or two SIG-highlighted panels).

V.

SIG REPORTING AND SUBMISSION REQUIREMENTS

10. Annual Reports. SIG Annual Reports are du e to the Board of Direc tors via the CIES Secretariat six weeks following the conclusion of each annual conference. Appendix 5 provides a template of the Annual Report requirements. 11. Annual Dues to CIES. Each SIG is required to submit annual dues to CIES in the amount of US$150 b y December 31st of each year as well as a complete SIG membership list (members with dues paid directly to the SI G), which will then be reconciled by the CIES Secretariat. Each SIG has $150 deducted from their membership dues, either from the money received through the [CI ES membership/conference registration] system or in the course of the fiscal year. The annual fees should be covered by December 31st of each year (contact th e CIES Secretariat to reconcile) accompanied b y a complete SIG membership list (members with dues paid to the SIG). 2 | Handbook for New SIG Chairs 

 

As of 21 April 2011 

12. Other SIG Reporting Options. Additional reporting options may include the distribution of annual business me eting minutes to SIG me mbers. This helps keep SIG memb ers informed of key decisions made during each business meet ing. It also allo ws SIG members who may have not had the opportunity to attend the annual business meeting to remain connected with other SIG members.

VI.

CIES ANNUAL CONFERENCE RESPONSIBILITIES

13. Reviewer Assignments. Because proposal reviewers must be able to access the AllAcademic system in order to access paper and panel proposals and t he revision rubrics, all reviewers must be CIES members a nd should be regi stered to attend th e conference. This will also ensure that the peer-revie ws are being d one by those that are most likely to attend the presentations and those that are most likely to have an interest in the work of each SIG. 14. Role of SIG Program Chairpersons and Annual Conference Unit Planners. It is t he SIG’s responsibility to have a SIG Chairpers on (or a SIG Program Chairperson) coordinate annual conference paper and panel reviews. These assigned individuals must be available via e-mail and phone for the duration of the Conference preparation (at least three months before the annual conference), be able to learn ho w to use a simple online software system, and then train SIG reviewers on how to use this same soft ware. The review process lasts approximately six weeks. 15. SIG-Highlighted Panels. If in good standing (see CIES Bylaws Section V), each SIG is allocated one business meeting time slot and one regular substantive session, or SIGhighlighted panel, at the CIES annual conference. An additional session is alloc ated on the basis of the number of CIES members active in the SIG. SIG-highlighted sessions will not exceed two (the first one given to a ll SIGs in good standing and the second one, based on at least 30 active members). 16. Annual CIES SIG Chairpersons Meeting. SIG Chairpersons (or a dul y-appointed representative of the SIG) are required to atte nd the annual CIES SIG Chairperson s Meeting at the annual conference. This meeting will be held to discuss key issues related to SIGs, including providing a venue of networking between SIGs, mentoring for ne w SIG Chairpersons (se e Appendix 6 for advice provided from past SIG leaders for new or recently appointed/elected SIG Chairpersons), and esta blishing suggestions to be presente d to the CIES Board of Directors. Chairpersons who attend the meeting will also nominate and elect t wo representatives to serve on the CIES Board of Directors. SIG representat ives will be nominated and elected for rotating terms of two years each, on odd rotation, to maintain organizational knowledge. The agenda for the Annual CIES SIG Chairpersons Meeting shoul d be drafted b y the elected SIG Chairperson Representatives and distributed to all SIG Chairpersons in advance of the meeting. VII.

SIG WEBSITE MANAGEMENT

17. SIGs are re quired to establish and maintain a SIG website. A link to all CIES SIGs should be housed on th e CIES website. Management of each SIG website should be at the discretion of each SIG; however, if the SIG C hairperson decides to use a CIES te mplate site

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As of 21 April 2011 

and house it full y on the CIES server, the y can receive technical support from the Secretariat. For these sites, Chairpersons can submit updates on a monthly basis. VIII.

DISCONTINUANCE OF A SIG

18. If annual SIG dues are not paid on time to the CIES Secretariat, the CIES Secretariat will notify the Chairperson that the SIG is on probation until the dues are paid. If dues remain unpaid for a period of two years then the SIG will be automatically discontinued.

4 | Handbook for New SIG Chairs 

 

As of 21 April 2011 

APPENDIX 1 Policies and Procedures for Development and Activities of CIES SIGs Revised April 2011 (This version includes suggested changes by the 2010-2011 CIES SIG Review Committee and its approval is pending.)

Deleted: March Deleted: 2005 Deleted: ad hoc c Deleted: 2010-2011

I. Philosophy underlying CIES Special Interest Groups (SIGs) Special Interest Groups (SIGs) provide a forum within CIES for the involvement of individuals drawn together by common interest in a fie ld of study. The goal of SIGs is to enhance the comprehensiveness and diversity of CIES by promoting new research and mentoring novice educational researchers. Likewise, SIGs provide a platform for continuing, long-term research interests. The uniqueness of SIGs allows more members an active role in CIES. CIES and the SIGs are mutually interdependent and supportive. SIGs provide an avenue for expanding CIES memb ership, enhancing communication, disseminating research, and giving new members opportunities for national exposure. CIES provides SIGs program time, publicity, scheduling, staff support, viability, and the prestige of CIES affiliation. CIES e ncourages the growth of SIGs and supports this development as ultimately advantageous to all members and the Society. These Policies and Procedures provide standard guidelines for forming, operating and terminating SIGs. They are designed to facilitate communication of CIES policies and procedures to SIG officers and members, thereby reducing uncertainties and ambiguities in the formation and operation of SIGs . The Society’s Board of Direct ors is the g overning body of CIES, and all SIGs will be directed by the Board as well as governed by and conform with the Bylaws and Constitution of the Society.

Deleted: -L

II. SIG Responsibilities The primary responsibility of a SIG to the S ociety is to maintain a professional support system for its membership consistent with the purpose of the Society as a whole. Each SIG is required to conform to the Constitution and by-laws of C IES, and that its ac tivities do not conflict with these documents. The Board has the authority to determine whether such conflicts exist. All responsibilities, including financial, placed on SIGs by the Society are meant to avoid potential conflicts with existing structure and to partially reimburse the Society for expenditures incurred in the support of the SIGs. A. Membership To remain an active CIES SIG, a minimum of 15 active CIES members must be paid members of the SIG as of December 31st each year. B. Annual Report Each active SIG will submit an an nual report to the CIES Board of Directors reflecting SIG operations for the previous year. The report is due annually to the CIES Secretariat no later than December 31st. The information in this report is required for three r easons: (1) to assist the Board in assessing the quality of all ope rations within the Society; (2) to protect SIGs fro m unsubstantiated or ambiguous external criticism; and (3) to provide a convenient format for SIG reports to their memb ership. To the latter point, the report is specifically designed to provide a clear and simple means for SIG officers to distribute information to SIG members. The report should be completed by the outgoing or continuing SIG Chairperson. 5 | Handbook for New SIG Chairs 

 

As of 21 April 2011 

Deleted: July 1st

Deleted: February 1st

Although the Annual SIG Report to the Board is due six weeks following the conclusion of each annual conference (submitted through the Secretariat), the CIES Board of Directors encourages SIGs to distribute copies of their Annual Report or report the information contained therein, to all SIG members during or immediately after the annual SIG Business Meeting. It is a lso recommended that a separate SIG schedule be sent to the SIG membership before the Annual Meeting, including the time an d place of the SIG Business meeting and SIG-sponsored sessions. C. SIG Dues to CIES The amount of SIG dues is established by the Board with periodic review and is required to be submitted to the CIES Secretariat by December 31st of each year. SIGs will be assessed dues to the Society of $150 to partially defray Society costs for supporting the SIGs. D. Membership Records and Renewal SIG members are able to renew their SIG memberships when they receive their CIES membership renewal notices, or upon joining CIES for the first time. SIGs need to maintain and submit membership rosters annually to CIES. The membership year in the SIG will be coterminous with the CIES membership year. Thus, SIG dues payments received at various times during the year will be credited in their entirety for the period to expire with the CIES membership year.

Deleted: July 1st Deleted: Association Deleted: annual dues

E. SIG Member Dues The Society requires that each SIG assess from each of its members minimum annual dues of $10.00. This requirement is intended to assure that the SIGs have at least minimally sufficient operating funds, and that the SIG membership list is current. F. CIES SIG Leader Election and/or Selection Process SIG Chairs are requested to inform their membership and to rotate leadership by election or other SIG-approved method on a regular basis (generally between 1-3 years), to ensure an equal and fair opportunity for all individuals interested in serving in leadership positions. Chairpersons of SIGs must be CIES members. A Chairperson must be elected or selected by the group (e.g., by nomination, appointment, vote, election process). SIGs should also either appoint or elect a P rogram Chair and/or Program Committee and a Secretar y. Upon failure to comply with the foregoing Society requirements, the B oard will consider withdrawal of CIES recognition of a SIG.

Deleted: Regulations

G. Sun-setting of SIGs If annual SIG dues are not paid on time to the CIES Secretariat, the CIES Secretariat will notify the Chairperson/s that the SIG is on probation until the dues are paid. If dues remain unpaid for a period of two years then the SIG will be automatically discontinued.

Deleted: No elected SIG officer can serve more than three years in succession in the same office.

III. The Formation of a SIG A. Petition By design, SIGs are ea sy to form a nd are encouraged by the Society. The goal of SIGs is to enhance the comprehensiveness and diversity of the Society by promoting new research and mentoring novice educational researchers. Any group of 15 or more active CIES members may petition for the establishment of a SIG. Each petition should include the printed names, email or mailing address, and signatures of the CIES members as well as a rationale describing the purpose, scope, and uniqueness of the SIG and its membership (see Attachment B for the petition form). These petitions will be reviewed and accepted or rejected by the CIES Board of  

Deleted: abide by the Society’s policy on elections Deleted: i Deleted: candidates standing for elections. (See CIES By-Laws) Deleted: It is Deleted: recommended that the SIG

Deleted: A SIG will be discontinued when it has not met the minimum membership requirements (15 paid CIES members and submission of annual reports) for two consecutive years.

Deleted: S

Directors. Petitions may be submitted at any time, but must be received by the CIES Board at least one month prior to proposal deadlines for the next scheduled CIES Annual Conference in order to be considered for inclusion in that conference. Any questions regarding SIG formation should be sent to the President of CIES at the CIES Secretariat’s Office. B. Publicity To assist in the establishment of a SIG, CIES will carry a brief announcement in the CIES Newsletter concerning the proposed SIG. Relevant information should be sent to the Newsletter editor. Generally, information must be received by the first of the month prior to the month of publication (e.g., October 1st for the November issue).The CIES Program Chair will also schedule an organizational meeting, upon request, at its Annual Meeting to assist SIGs in their formation efforts. The deadline to be included in the official program is the same as the deadline for proposal submissions. The Program will list the time, d ate, and location of SIG Bu siness Meetings. The CIES A nnual Meeting or CIES Newsletter or web-site generally provides the main vehicle for SIG reporting. SIGs have the option of maintaining their own web-site/list-serve or distributing a newsletter to their membership. Such sites and publications are to be operated and paid for by the SIG. CIES Secretariat should be placed on the mailing list for newsletters. C. SIG Fees Each petition to establish a SIG must be accompanied by a fee , currently $150 (1st year of a SIG) to offset the additional administrative cost to the Society. Checks should be made payable to CIES. To assist new SIGs, it is recommended that each signature on the start-up petition be accompanied by the minimum annual membership fee of $10.00. This will ensure a minimum collection of $150 at SIG start-up time, covering the CIES SIG fee. D. SIG Membership Dues The SIG must assess from each SIG member annual SIG due s of at lea st $10.00. SIG membership dues are for such expenses as newsletters, postage, operating expenses, and those incurred for the Annual Meeting, in addition to c overing the cost of the S IG’s annual assessment by the Society ($150 annually). All SIG membership dues collected in excess of $150 each year will be returned from the Secretariat to SI G Chairpersons (and/or Treasurers) for each SIG to use for SIG-re lated business (including travel scholarships for S IG members, SIG-sponsored awards, SIG-sponsored projects, postage for ne wsletters, and other o perating expenses). IV. Annual Program Selection Procedures Each SIG is allocated at least one business meeting time slot and one regular substantive session at the Annual Meeting. One additional session is allocated on the basis of the n umber of CIES members active in the SIG. A maximum of one additional session is a llocated on the basis of a minimum of 3 0 active SIG members. Questions about annual meeting sessions should be direct to the CIES Program Chair. It is important to both the Society and to the SIGs that fair, objective, and professional procedures be followed in the selection of papers, speakers, symposia, and other presentations for the Annual Meeting. The SIG Program Chairperson and or the SIG Program Committee are responsible for developing and assuring the quality of their SIG’s program. A. Program Time Allocation The time allocation shall be voted upon by the CIES Board of Directors. The recommended ratio of one additional session for every 30 members in the SIG. There is cap of two SIG-highlighted

Deleted: A Deleted: s Deleted: are Deleted: two Deleted: s Deleted: at the ratio of one session for every 30 Deleted: in a SIG Deleted: Some SIGs may choose to obtain extra session time by taking advantage of cosponsoring sessions with other SIGs, and/or using the paper discussion/round table format. Deleted: ¶ Deleted: A Deleted: 3

 

panels per annual conference. SIG-highlighted panels will be given preference for preferred time slots on the annual program. B. Program Selection Procedures All program selection procedures must be stated in writing and disseminated to the SIG membership. Although no specific procedure is recommended for all SIGs, a variation of th e standards and processes followed by the general CIES Program Committee is highly recommended. The following suggestions are made to the SIG Program Chairperson: Open Solicitation and Selection of Proposals: The SIG has two options in planning for the Annual Meeting Program Time: (1) to solicit proposals from the CIES community at large; or (2) to have SIG personnel select and arrange their own program offerings. Evaluation and Selection of Proposals: The SIG Program Chair should make every effort to provide feedback on submitted proposals, with particular attention to student proposals. SIGs should inform the author(s) of the acceptance or rejection of the proposal as soon as possible.

 

Deleted: paper discussion sessions is recommended Deleted: sessions

APPENDIX 2 Petition for Establishing CIES Special Interest Group As a member of the Comparative International Education Society, I support the establishment of a Special Interest Group with CIES entitled: Statement of Purpose: Please attach a 500 word statement describing the purpose, scope and uniqueness of the SIG and its membership. Signature (at least 15 persons)

Print Name

Institution/Mailing or email Address

Submit SIG rationale, application form, this membership list and a $150 check to CIES to: Jason Lane, CIES Secretary CIES Secretariat, ED 342 School of Education University at Albany Albany, NY +(518) 442-5165

 

Date

Signature (at least 15 persons)

 

Print Name

Institution/Mailing or email Address

Date

APPENDIX 3 New SIG Proposal Comparative and International Education Society Proposed SIG Name: __________________________________________________________ SIG Officers SIG Chairperson:

_____________________________________________

Address/email:

_____________________________________________

Secretary:

_____________________________________________

Program Chairperson: _____________________________________________ What method will the SIG use for officer selection? ___ Election at SIG Business Meeting ___ Mail Ballot ___ Other (please describe): ______________________________________________ Length of term of the Chairperson? _____ Years When will the term of the current Chairperson expire? ______ Years Comments, concerns, and suggestions from SIG to the CIES Board of Directors (attach additional pages if necessary): _______________________________________________ Please attach a 500 word statement of purpose describing the scope and uniqueness of the SIG and its membership. Submit SIG rationale, application form, this membership list and a $150 check to CIES to: Jason Lane, CIES Secretary CIES Secretariat, ED 342 School of Education University at Albany Albany, NY +(518) 442-5165

 

APPENDIX 4 SIG Annual Report Template

SIG Annual Report to the Comparative and International Education Society SIG Name: __________________________________________________________ Year: _________ SIG Officers SIG Chairperson:

_____________________________________________

Address/email:

_____________________________________________

Secretary:

_____________________________________________

Program Chairperson: _____________________________________________ What method did the SIG use for officer selection? ___ Election at SIG Business Meeting ___ Mail Ballot ___ Other (please describe): ______________________________________________ Length of term of the Chairperson?

_____ Years

How long has the Chairperson been in office?

_____ Years

When will the term of the Chairperson expire? _____ Years SIG Financial Information 1. Income (annual) SIG Membership Dues:

$_______________

Other Income:

$_______________

SIG Annual Fee to CIES

$________________

Annual Meeting Expenses

$________________

Other Expenses

$________________

2. Expenses:

 

Total Year Income:

$________________

Less Total Year Expenses:

$________________

SIG Ending Balance (as of 3/11): $________________ SIG Program Information If SIG received papers in response to the Call for proposals in CIES Newsletter, were the submissions reviewed? ____Yes ___No If yes, how? If speakers/symposia were invited, how were these selections made?

Does the SIG sponsor a conference or meeting during the year? ___Yes ___No Does the SIG publish a newsletter? ___Yes ___No If so, how many issues? ___________ NOTE: The CIES Board would appreciate your attaching a copy(s) of your newsletter for information. Other SIG activities? If so, please describe:

Comments, concerns, and suggestions from SIG to the CIES Board of Directors (attach additional pages if necessary):

Improvements, suggestions, input, etc. are solicited for the SIG Policies and Procedures:

 

APPENDIX 5 Advice from Past SIG Leaders to New CIES SIG Leaders and Chairpersons Advice offered to incoming and recently elected/appointed SIG Chairpersons:        

Set goals and objectives as soon as you come into the position that are manageable and doable by all the members in the leadership group Have e-meetings with your officers throughout the year to determine if objectives have been met Keep your listserv up-to-date. Communicate often with all members of the SIG to establish networks and cohesiveness. Keep an updated spreadsheet of paid members by year, a contact list of potential members, and reviewers. This includes their affiliations. Use social media (Facebook, Twitter, etc.) to communicate and reach out to new members Do satisfaction/suggestion surveys for SIG improvement Plan your elections early so they can be effectively carried out Have lobbying strategies in place for interacting with CIES on behalf of SIG(s). In other words, don’t miss the business meetings at the annual conferences

Advice for New CIES SIG Leaders The most common advice offered by SIG leaders regarding advice for new and future SIG leaders is to ensure to collaborate with other SIG Chairs or previous SIG Chairs. The second most-common suggestion was to understand the time commitment associated with the position. Some leaders advised new SIG leaders to make sure to understand the goals and various membership audiences of the SIG. Current Chairs also suggested that new Chairs should ensure that SIG participation is not just about the conference, but should also communicate frequently with the CIES Secretariat, and when appropriate the Board of Directors. Almost all Chairs mentioned at some point in their interview that the role was a large time commitment. As a result, much of their advice to new leaders focused on understanding the significance of this time commitment. Suggestions ranged from making sure to have administrative support to not taking on the commitment at all if they are unwilling to make this commitment. Some SIG Chairs feel out of their element without prior guidance for SIG Leaders. This is a very rewarding thing to do but it can be challenging. I am a professor and this is not what I [normally] do. I am not a group organizer. It is challenging when there is not institutional support from CIES. I and many others report that this is not a part of what we do on a regular basis. (L06-30) One way current SIG leaders suggested overcoming this challenge is by learning from other SIG Chairs about how best to manage a SIG: Talk to experienced and existing CIES SIG leaders and make sure that you are involved in decision making [processes]; make sure that you are involved in [communicating with] the Board of Directors. (L18-30)

 

Other suggestions included making sure to be proactive and ask questions rather than wait for direction. SIG Chairs are committed to their roles and ensuring that their members find SIG participation to be a valuable experience. This comment from a leader illustrates the need to both communicate and be proactive: Effective communication, positive engagement, and bring in interesting projects; create opportunities for [SIG members to] engag[e] in projects and to have people feel [welcomed and] useful for the organization. Do not wait for things to happen, be . . . proactive. (L01-30)