Learning Resources

Abstract: Support for underrepresented students must continue now and in a post-COVID-19 world. How is this getting tackled in an all-women’s undergrad program that serves underrepresented students? Pat McGuire, president of Trinity Washington University (DC), discusses her university’s approach—from crisis planning through contingency planning.

Abstract: Jim Downey, VP for planning and institutional effectiveness at Pittsburgh Theological Seminary, and Chris McCord, acting executive VP and provost, Northern Illinois University, moderated this Coffee Chat on Scenario Planning.

Abstract: The past month has been trying for all of higher education. How do we transition our constituents from crisis to collaboration in order to meet the needs of the entire campus community? In this conversation, Mike Martin, Associate Dean Science, Math, and Health at John Carroll University discusses how the administration addressed the first few weeks of the COVID-19 crisis and how they have creatively shifted gears with students and faculty toward what’s next.

Abstract: While the majority of their students are online, it’s not so easy to take the same methodologies to deliver on mission when quickly switching their residential students to an online environment when expectations are different. Cynthia Tweedell, Assistant Vice President for Institutional Effectiveness, Ohio Christian University talks about how this faith-based institution with a personal touch is working through the transition for students, athletes, and summer programs.

Abstract: There is no doubt that the present environment for higher education has become significantly more complex. What makes the current circumstances more difficult is COVID-19 has intensified the impact of the range of forces already pressing on higher education.

For many institutions, institutional viability and constituents’ health and wellbeing are the most pressing concerns—strategic plans are no longer top of mind. How to move forward? SCUP suggests that the principles of good planning serve as a blueprint for responding to COVID-19.

Abstract: In this conversation, William Knight, Assistant Provost for Institutional Research and Effectiveness, Miami University, addresses how his team has developed data dashboards for administration and faculty to provide insight into Learning Management System (LMS) use, enrollment projections, and overall student access and success. He then discusses trends he’s noticed at HLC and thoughts on how campuses can begin discussions around staff capacity, curriculum success, and sunsetting programs, ultimately strengthening their sustainability and easing accreditation work.

Dr. Bill Knight has two roles on campus—working on IR and IE, and serving as the accreditation liaison. He is also a peer reviewer for the Higher Learning Commission (HLC).

Host: Nicholas Santilli, Senior Director of Learning Strategy, SCUP, and Former Provost, John Carroll University

Abstract: Using an administrative sustainability framework, we studied the decision process as it relates to space allocation. Those making the decision were academic faculty at a mid-sized urban Canadian university. We present recommendations for decision makers with resource allocation responsibilities.

Abstract: While universities recognize the need for change, establishing an environment conducive to change requires time and movement through stages. In this article, I examine different tools and processes that can pave the way for innovation or change. These processes became evident in my research on the emergence of an interdisciplinary policy school jointly established on two campuses where previous models did not exist. The change came about because there was a confluence of forces that promoted it; these factors were strong enough to negate the barriers. There were key actions undertaken by the universities that promoted the change, including systematic program review, university-wide integrated planning, the appointment of an executive sponsor who had social and political capital, and the establishment of a “grassroots” working committee comprising faculty who were passionate about the initiative. However, there were equally important practices and policies that hindered the movement forward; these included institutional procedures that required multiple levels of approval in a lock-step process and the many facets of resistance to change. For universities contemplating a change agenda, the implementation of some of these processes and tools could potentially be beneficial in moving forward.

Abstract: Book review: Ernest Cormier and the Universite' de Montreal, edited by Isabelle Gournay. Canadian Centre for Architecture and Editions du Meridien, 1990. 179 pages.