Author: Kenneth Soldink

The Library of the 21st Century

by Patrick Cain

Here are four key tenets of 21st century academic library design – and a checklist of key areas to consider under each. This past month in Philadelphia, nearly 60 library administrators, academic leaders, and facilities personnel gathered to discuss trends characterizing modern library spaces. These participants in our 2 ½ day Academic Library Planning and Revitalization Institute reached consensus on four key areas needed in order for modern academic libraries to better serve student users. From there, we collectively brainstormed how to provide these four key items through both physical design and programmatic choices. We want to share with you the product of that group brainstorming exercise: (View large version) While library revitalization projects do vary significantly in size and scope, institutions with diverse academic missions and student populations were in agreement that these four core principles must be accounted for in facility design. And while many of the individual ideas on this template are hardly new, it is exciting to have participated in a group of 60 leaders of library revitalization projects who worked to bring these ideas together into one template for library visioning. We hope that you can use this map of our participants’ vision for library facilities to start […]

Debunking 5 Myths: How Feasible is a Shared Services Model in Higher Ed?

by Stephanie Avallone

and by Ronn Kolbash, Assistant Vice President of Shared Services, University of Chicago With rising tuition, research dollars shrinking, and state budget allocations being reduced, the higher education industry has important cost issues to address. To manage this, a growing number of colleges and universities are adopting a shared services model for various activities and transactions. However, the higher education sector is relatively new to the adoption of such a model, and there are already a number of frequently voiced myths that, if believed, can leave an institution hesitant to implement shared services. These myths need debunking. Myth 1: We’re unique. We’re different from the corporate sector. In some ways yes, and in some ways no. While there are many facets of higher education that are “unique” or “different,” and while our core mission is different, our business activities are similar. Like any other organization, higher education must hire and pay staff, submit tax filings, reconcile accounts, manage budgets, purchase and pay for goods and services, reimburse employees, monitor compliance, etc. And like any other organization, higher education wants to direct the majority of their human and financial resources to their mission-critical work (in our case: teaching, research, and practice). While I […]

6 Things Presidents and Chancellors MUST Do to Prepare for a Crisis

by Cindy Lawson

INTERVIEWS WITH PRESIDENTS AND CHANCELLORS This article was adapted from interviews conducted during the course of preparation for chapter 3, authored by Cindy Lawson, in Managing the Unthinkable, Crisis Preparation and Response for Campus Leaders, edited by Gretchen M. Bataille and Diana I. Cordova, Stylus Publishing, LLC. 2014. Throughout my long career in public relations both at a Fortune 500 company and at five different higher education institutions, I have had the privilege of working with some great presidents and chancellors.  Together, we faced a number of crises, including a tuberculosis scare, a chemical lab mishap, a natural gas explosion, fires, electrocutions, kidnapping, active shooters, bomb scares, rapes, plane crashes, multiple deaths resulting from car crashes, tropical storms and hurricanes, drownings, suicides, murders…and many more. With each crisis came lessons learned – for individual responders, for the president/chancellor and for the institution as a whole. I interviewed several of those (now ex-) presidents and chancellors about the various crises each experienced.  I asked them what advice they would give other presidents and chancellors in terms of preparing for any type of crisis. Following are their, and my, top six suggestions: For more ideas and suggestions for senior leaders during and after […]

Inside the Transformational Gift

by Daniel Fusch

Recently, the Rady School of Management at the University of California, San Diego, announced a $100 million transformational gift from local philanthropist Ernest Rady. It is the largest single commitment ever made to a business school the size of the Rady School, and the gift is intended to empower the Rady School to engage in competitive recruitment of top faculty on a par with Harvard, Stanford, and other major US business schools. At AI, we had the opportunity to speak with both the Rady School’s dean, Robert Sullivan, and the donor, to get a unique dual perspective into the transformational gift. What we learned matches what we have seen with many other transformational gifts. These gifts are a product of: 1. A Shared Vision The story of the Rady School is a compelling one. The school was established in 2003 in the midst of the California/Silicon Valley recession; its dean, Robert Sullivan, arrived from a career leading long-standing business schools at UNC-Chapel Hill and Carnegie Mellon. Sullivan came to UC San Diego with a very specific vision for the school — that it would provide a hub for entrepeneurship and would empower small business growth in the life-sciences, genomics, and […]

Leading through a Rough Spring in the Recruitment Cycle

by W. Kent Barnds

April is a torturous month, certainly the cruelest, for admissions leaders across the country. It’s especially hard on those who work in extremely competitive markets and endeavor to finish the recruitment cycle by early May. Directors, deans and vice presidents receive calls, office visits and notes from presidents, provosts, trustees, CEOs, any number of colleagues, all asking the same thing: “How are the numbers?” Sometimes that age-old question is replaced by an inquiry about the discount rate or the more ominous “Do you think we’ll make it?” Most admissions professionals I know put their best foot forward and gracefully answer the questions. But the pressure does take a toll, and I know because I’ve been there. These queries have a trickledown effect that can result in a less than ideal working environment for admissions counselors, the very people who need to stay energized during this important time of year. Given these circumstances, I have found a few ways to keep admissions staff members motivated and focused through this difficult period: 1. Regularly update people across campus. I’ve found it helpful to provide recruitment updates periodically throughout the enrollment cycle. Forecasting bad or good news in a clear way is always […]

Metrics for Corporate Engagement: Evaluate Impact, Not Quantity

by Lisa Cook

Multiple offices on a campus may establish corporate partnerships, which can make the issue of metrics for corporate engagement a complicated one. For example, the engineering school might track metrics of a company that partners with them to offer student internships and recruiting opportunities. But if that same company also funds research through that institution’s business school, and supports the institution’s philanthropic goals through a third office, just looking at the recruitment data alone may not reveal the true impact of the partnership — to the detriment of the relationship. Keeping track of a company’s partnership impact allows institutions to be more strategic in cultivating those relationships. Metrics that measure impact may show strong partnerships with philanthropy and recruitment, and also highlight a potential for additional partnerships related to research funding, technology transfer, or student mentorship opportunities. Impact data can focus on the quality of existing partnerships and the potential for new engagement opportunities to strengthen and expand already-successful relationships. Reinventing Partnership Metrics Here is an example. Over the years, Aquinas College has cultivated 1,400 corporate partnerships; now, Kathy Kremer, the dean of curriculum, explains that the challenge is to focus on impact rather than just the quantity of corporate […]

FT/PT Faculty Ratio: How Maricopa Plans to Improve Student Success by Increasing Full-Time Faculty

by Lisa Cook

RELATED ARTICLE: How Maricopa is Improving Student Success through Comprehensive Support for Adjunct Faculty During the recent recession, the Maricopa Community College District shifted more classes to part-time adjunct faculty as a cost-cutting measure -– a trend that was mirrored nationwide. Unfortunately, that move typically has a negative effect on student retention and completion rates, according to the Center for Community College Student Engagement. Now Maricopa is working to reverse that trend and move to a 60:40 model in order to improve student success outcomes. We talked with Chancellor Rufus Glasper, Executive Vice Chancellor and Provost Maria Harper-Marinick, Faculty Association President Keith Heffner, and Eddie Genna, who served as Faculty Association president as the initiative was being debated, to understand how and why Maricopa is making this transformative change and what they need to prioritize to accomplish it successfully. Changing the FT/PT Faculty Ratio from 90:10 to 60:40 Maricopa originally established a 90:10 full-time/part-time faculty ratio when the community college district was created in 1962. According to the ratio, 90 percent of daytime courses would be taught by full-time professors, and the remaining 10 percent by part-time adjuncts. Evening classes would also be taught primarily by part-time adjuncts. By 2012 […]

Spotlight on Innovation: A New Take on Developmental Education at Gateway Community and Technical College

by Lisa Cook

SPOTLIGHT ON INNOVATION SERIES The US Department of Education has awarded multi-million dollar “First in the World” grants to 24 colleges and universities that are innovating to solve critical challenges with access, recruitment, retention, and student success. At AI, we have interviewed each of the recipients to learn more about the projects these institutions are pursuing, how their approaches are unique, and what other colleges and universities can learn from these new efforts. There has been no shortage of research documenting the extent to which developmental education courses under-serve academically under-prepared students; traditional dev-ed curriculums typically award no college credit yet cost students time and money, while showing dismal persistence rates. In the past couple of years, we have seen a number of colleges and universities undertake innovative and impactful reforms of their developmental education. Gateway Community and Technical College in Florence, KY, is currently engaging in such a reform through its Flexible Learning and Exploration space (FLEXspace) project, which is funded by a $3.4 million First in the World grant. We reached out to Kristen Smitherman, project director; Kerri McKenna, division chair of developmental education and orientation and assistant professor of developmental writing; and Doug Penix, director of learning […]

Preparing Faculty For Effective Corporate Partnerships

by Lisa Cook

In January, we shared three effective models for more holistic corporate engagement. This is the second article in our series on corporate engagement in higher education. While partnering faculty members with companies seeking research partnerships is increasingly attractive to colleges and universities, faculty may approach the new partnerships cautiously. Building effective corporate and faculty partnerships requires you to address potential challenges early — ideally before a contract is in place! We spent time interviewing institutions with successful corporate engagement strategies. Here is a review of the challenges, steps to take in addressing them, and key considerations for aligning corporate and faculty interests proactively and responsibly. 3 Critical Challenges 1. Building Faculty Trust and Buy-in At Kansas State’s Office of Corporate Engagement, Director Richard Potter explains that one of their biggest challenges has been to change how faculty partner with corporations, and to build trust in the university’s vision for a holistic approach to corporate relations. They have been asking faculty and departments to share information about existing partnerships with companies, but some have been reluctant to compromise those relationships. At California State University Fullerton, the challenge has been to build faculty relationships with the CSU Foundation, which was established in […]

Spotlight on Innovation: How Delta State’s Okra Scholars Program Hopes to Provide Systematic Intervention for the Most At-Risk Students

by Lisa Cook

SPOTLIGHT ON INNOVATION SERIES The US Department of Education has awarded multi-million dollar “First in the World” grants to 24 colleges and universities that are innovating to solve critical challenges with access, recruitment, retention, and student success. At AI, we have interviewed each of the recipients to learn more about the projects these institutions are pursuing, how their approaches are unique, and what other colleges and universities can learn from these new efforts. At Delta State University in Cleveland, MS, students who score between 17 to 21 on the ACT, are Pell-eligible, and are first-generation college students or residents of the Mississippi Delta face additional challenges to stay in college. These students accounted for more than half of DSU’s Fall 2012 freshmen class. This range represents a student cohort for whom timely and consistent intervention can have the greatest impact. To help those students finish their degree and do so in four to five years, DSU has established the Okra Scholars program, which will use a $1.6 million First in the World grant to establish a holistic, integrated student support approach for this targeted group of at-risk students. We reached out to project director Christy Riddle to learn more. A […]