<p> Public safety organizations in rural communities often face unique challenges during an emergency response that differ from their metropolitan counterparts. Despite implementation of the National Incident Management System (NIMS) in 2004 to better facilitate collaboration among local, state, and federal emergency response partners, many rural communities have had difficulty complying with the policy. Using a case study design, the current study considers the successful collaborative response to the 2012 Chardon, Ohio, high school shooting within the context of three foundational theories: meta-leadership, structural functionalism, and social constructivism. The perspective of the successful response comes from 10 public safety response personnel who worked for organizations in Northeast Ohio and who responded to or were familiar with the collaborative response to the 2012 shooting incident. The findings from the study consider the unique challenges faced by the Chardon emergency response community and identify the benefits of pre-disaster preparedness training as recommended by NIMS, the need to build relationships through informal channels, and, most importantly, that alternative approaches to NIMS may be necessary in small communities that lack resources or have other inherent challenges. </p>

<p> As the gap between the haves and have-nots widens, the call for reform in higher education in the United States intensifies. Policy actors, philanthropists, and academics from across the political spectrum work on various policy solutions, creating a policy environment that is complex and often contentious. Incrementalists claim that major policy reform is unlikely since unknown variables and inexplicable events can stall or dismantle policy initiatives. In such environments, policy entrepreneurs&mdash;those individuals who advocate for policy innovation, work for change, and help shape policy solutions from within and without government&mdash;try to break through the barriers of incremental politics. As important as this role is to the influencing and structuring of higher educational policy, it has not yet been explored. This study fills this gap in the extant literature by cataloging the characteristics and skills that enable higher education policy entrepreneurs at the state and national levels to persevere and accomplish sustainable and innovative higher education reforms over time.</p><p> The study employed a descriptive, revelatory, single-case study research design (Yin, 1994) interpreted from the postpositivist paradigm (Creswell, 2007). The major source of data, drawn from 23 interviews with policy entrepreneurs from across the United States, was triangulated with document reviews and a multi-level coding strategy. Then the data were framed by the research questions and juxtaposed against nine propositions extracted from the extant literature to derive the study findings.</p><p> The policy entrepreneurs in this study are creative political leaders with a passion for improving educational opportunity. They are adaptable, pragmatic on details of policy shaping, and use the means available to them to influence. Policy entrepreneurs don&rsquo;t work in isolation; rather, they are network dependent. They value collaboration and seek to develop relationships and create opportunities to advocate for policy innovations that benefit students before institutions or organizations, taking calculated risks with interminable patience, and making sacrifices for their cause. They have learned to listen, compromise, reach across the aisle, strategize, and recognize windows of opportunity. They work hard to build credibility and trust. Workplace mentorships and peer relationships are a major source of their learning and development.</p>

<p> President Barak Obama set a national agenda to increase the number of higher education degrees completed in the United States. Moore, Shulock, and Jensen reported that the U.S. is projected to produce 48 million new undergraduates between the years 2005 to 2025. Additionally. Moore, Shulock, and Jensen reported that due to their population, California Community Colleges have a significant role in producing baccalaureate degrees than any other state. However, California projections have shown a shortfall of 1 million college graduates by the year 2025. One strategy for addressing this shortfall is improving the transfer pathways for community college students. The Student Transfer Achievement Reform (STAR) Act provided community college students in California with a clearer path towards transfer with the caveat of completing a newly established associate degree for transfer. Implementation of the STAR Act coerced California Community Colleges into adopting a standard curriculum model for transfer degrees. </p><p> This quantitative study used within-subject ANCOVAs to analyze a multi-year period of degree completion and transfer data to determine if STAR Act significantly impacted community college outcomes. Program awards and CSU transfer were dependent variables used to statistically analyze the impact of the STAR Act on community colleges. Median county income, college size, regional college location, and the number of transfer degrees offered were grouping variables used to help determine if the STAR Act impacted all colleges or only colleges with certain institutional demographics. </p><p> Institutional Theory was used to contextualize the impact of the STAR Act on community college degree completion and transfer rates. DiMaggio and Powell identified three categories of conformity within institutional theory: normative conformity, mimic conformity, and coercive conformity. Each category aligns the action of conforming to either norms, values, or ideologies. </p><p> Implications for this study address the role state legislation and individuality of community colleges in education reform. Recommendations for research and practice propose that normative and coercive attributes of conformity support significant institutional changes. Community colleges are encouraged to incorporate normative and coercive standards to support new initiatives and programs effectively. At the same time, community colleges must embrace individuality and limit mimic conformity.</p><p>