Learning Resources

Abstract: The global COVID-19 pandemic has fundamentally changed the world of higher education. As institutions look to the future, beyond the end of the pandemic, significant uncertainty exists. There is little question that colleges and universities will have to do a better job at planning, and boards at governing, to flourish in the years ahead. In this article an integrated model centered around three different time horizons, three areas of planning, and three types of governance is presented. The model can serve as a framework to demonstrate how these are all related, self-reinforcing, and usable as an aid for institutional leadership.

Abstract: Institutions need innovative student engagement strategies that cultivate collaborative governance in order to reflect changing learning paradigms and evolving societal needs, including recent pandemic-fueled inequities. This session will share diverse planner, leadership, faculty, and student perspectives on engagement and collaboration at North Orange County Community College. Join our panel to discuss how traditionally underserved students are reshaping higher education and gain tools and solutions that you can apply to engagement efforts on your campus.

Abstract: An effective mission statement can act as an institution’s North Star—providing a distinct, constant direction that a college or university can travel towards. But frequently, college and university mission statements are too broad, too vague, or too outdated to help institutions navigate today’s challenges and opportunities. This toolkit will help you craft a mission statement that is both inspirational and useful. It will walk you through the steps of evaluating your current mission statement, facilitating the key conversations and decisions that underpin an effective mission statement, and writing a mission statement that serves your institution.

Abstract: During his year of ACE fellowship, Robert Schultz, department chair for teacher education at the University of Toledo, had a front row seat as Ohio State University adjusted to COVID-19, seeing firsthand the remarkable pivot a large institution can make when its leadership has spent significant time and effort on teamwork development. He discusses the need for collaborative governance and transitioning to the planning and change leadership that is necessary for schools to effectively strategize for what’s next.

Abstract: by Ricardo Azziz, Guilbert C. Hentschke, Lloyd A. Jacobs, and Bonita C. Jacobs Johns Hopkins University Press Baltimore, MD 2019 288 Pages ISBN 9781421432601

Abstract: In April of 2017 the University System of Georgia (USG) launched a system wide initiative, known as the Comprehensive Administrative Review (CAR). The charge was to identify and implement administrative service improvement, efficiencies, and administrative cost savings that can be redirected to student success efforts and core academic programs. As Chair of the CAR Steering Committee, Dr. Marrero will outline the objectives of the CAR, the process, implementation and reporting structures, and the results to date. Furthermore, as a President of two USG comprehensive universities during the process of and initial implementation of CAR (University of West Georgia and Georgia Southern University), Dr. Marrero will provide an institutional perspective and insight into building a culture of high performance with a focus on evidence-based leadership, accountability, and continuous improvement. The session will highlight why investing in and engaging your people is critical in building a culture of continuous improvement.

Abstract: This article evaluates administrative bloat, the ballooning growth of administrative functions and personnel, in American higher education. This evaluation was undertaken through a review of the available literature describing administrative bloat. Though unintentional, increased spending and government requirements for accountability may have contributed to overall growth and cost in higher education. Similarly, the changing composition of faculty—in terms of tenure-track faculty, annual contracts, and adjunct faculty—may have also played a role in the increased influence that administration has over campus policy and curricular decisions. Strategies to mitigate the cost of administrative bloat and to balance campus decisions between faculty and administration are suggested.

Abstract: Challenging times continue for higher education: calls for more accountability, assessment of outcomes, evidence of institutional performance, relevance for life and careers, and student success. Integrated strategic planning and decision making in this ever-changing environment is critical for campus leadership. To maximize accountability, assessment, analytics, and accreditation, it is imperative for campus leaders to develop an integrated approach that begins with standard metrics, aligns with performance-based goals, and connects with accreditation requirements. Analytics, learning analytics, and learning management systems provide the crucial link to learning standards that support the reporting, monitoring, and improvement of student learning.