Higher Education Must Change or It May Die

 

https://www.insidehighered.com/views/2022/08/16/higher-ed-must-change-or-die-opinion

Jason Wingard, Temple University president 

August 16, 2022

Enrollment for both undergraduate and graduate students at U.S. colleges and universities decreased by 4.1 percent—or about 685,000 students—in spring 2022 compared to spring 2021. The number is compounded even further when you go back to 2020. The overall two-year decline is 7.4 percent, meaning that nearly 1.3 million fewer students are pursuing postsecondary education today compared to just two years ago.

Imagine if a company lost nearly 10 percent of its profits in two years. The situation would be catastrophic. Drastic changes would be expected. We have lost nearly 10 percent of our students, but where is our sense of urgency? The status quo is not working?

The evolution of education can be broken down into four phases: 

agrarian era  (1600–1849), when a privileged few had formal education; 

industrial era (1850–1974), which introduced universal secondary education; 

knowledge era (1975–2009), when the internet transformed life, education and work; and 

post-recession era (2010–2020), where the value of a degree has never been more in question.

Who needs a four-year marketing degree graduate to run social media when you can instead hire someone fresh out of high school and sign them up for HootSuite’s Academy’s social media certification course?  Why pay for a six-figure education when HootSuite can get you some of the same skills in just six hours and for less than $200?

The importance of adapting curriculum on a yearly basis is to be recognized,  and, when doing so, the core curriculum is to be dressed up with a fine-tooth comb.

Podcast as pedagogy

https://www.timeshighereducation.com/campus/podcast-pedagogy-discovering-joys-new-teaching-format

Threshold Concepts

https://www.timeshighereducation.com/campus/threshold-concepts-what-they-are-and-how-they-help-students-learn

https://www.ee.ucl.ac.uk/~mflanaga/thresholds.html

https://www.sciencedirect.com/science/article/abs/pii/S1477388018300069#!       Interesting article on threshold concepts

Strategy and Leadership in Colleges and Universities

Morrill on Strategic Leadership
ACCA Presentation, 2017
https://www.accca.org/files/Admin%20201/2017/MORRILL%20ON%20STRATEGIC%20LEADERSHIP.pdf

To Make Better Decisions, Break Some Boundaries
By Richard L. Morrill NOVEMBER 26, 2012
https://www.chronicle.com/article/To-Make-Better-Decisions/135892

Strategic Leadership: Integrating Strategy and Leadership in Colleges and Universities

Richard L. Morrill
Rowman & Littlefield Publishers, 16-Apr-2010 - Education - 318 pages

Strategic Leadership addresses deep and continuing issues relating to strategy, governance, management, and leadership in higher education during a period of rapid change. Each of these themes is at the heart of current debates about the capacity of universities to respond to new expectations, market realities, reduced state funding, globalization, technology, and a long list of other challenges. Dealing with these issues can immobilize colleges and universities, or it can cause them to become so market-driven that they will sacrifice their own legacy of academic values. This book places strategic planning in a new conceptual framework that is oriented to interactive leadership rooted in human agency and values. It will assist academic professionals, stakeholders such as trustees, and students of higher education to better understand and use strategic planning as an effective process and as a method of collaborative leadership.

https://books.google.co.in/books?id=36Bw6AiRniwC

The Art and Politics of Academic Governance: Relations among Boards, Presidents, and Faculty

Kenneth P. Mortimer, Colleen O'Brien Sathre
Rowman & Littlefield Publishers, 15-Feb-2010 - Education - 160 pages


Using case studies and relevant literature, this book illustrates the challenges to legitimate, Shared-governance domains when the routine of the academy is forced to deal with big issues, often brought on by external forces. Mortimer and Sathre have gone beyond a discussion of faculty/administrative behavior by focusing on what happens when the legitimate governance claims of faculty, trustees, and presidents clash. They place these relationships in the broader context of internal institutional governance and analyze the dynamics that unfold when advocacy trumps collegiality. The book closes with a defense of shared governance and offers observations and practical suggestions about how the academy can share authority effectively and further achieve its mission.

https://books.google.co.in/books?id=SEahU7dp2poC

Managing the Big Picture in Colleges and Universities: From Tactics to Strategy

Richard L. Alfred
Greenwood Publishing Group, 2006 - Education - 275 pages

This book is intended to serve as a road map for strategy creation and execution for leaders and decision makers who, by choice or by necessity, are looking to use strategy to optimize the development of their institutions. It is the first book of its kind to focus exclusively on strategy as it applies to postsecondary education. As the authors explain, strategy is a systematic way of positioning an institution within a context of community stakeholders. In today's competitive environment, higher education leaders must become adept at differentiating their institutions from competitors to obtain the resources necessary for growth and sustainable advantage. The book begins by explaining the concept of strategy and its application. The authors describe the evolution of modern strategy and how it is has been applied and developed by strategy theorists and practitioners. The book also explores how strategy is shaped by critical factors related to the mission, control and culture of the institution. For example, strategy that is appropriate in a liberal arts college may be completely inappropriate for community college or a teaching university. Real-world cases are employed to illustrate the applications of strategy in three different settings: a private liberal arts college, a comprehensive public institution, and a special purpose institution. The last section moves to the hands-on world of strategy formulation and implementation inside the institution. The authors end with an outline of key concepts for building a plan for implementing strategy and provide a framework for evaluating its impact.

https://books.google.co.in/books?id=5L1tXyW8dTEC


Updated 15 July 2018
First published 7 October 2016

University - Institute - Research Support Administration - Models

___________________________________________________________________________________________

Engineering Research Administration (ERA) at the School of Engineering (SoE) at Stanford University supports the pre-and post-research administrative activities of SoE Principal Investigators. From the initial proposal submission to the award's final close out, ERA supports excellence and growth in research by delivering quality service, promoting compliance, and harnessing efficiencies. ERA services include the following:


Pre-Award Services (Summary):

    * Review sponsor solicitation guidelines
    * Initiate Proposal Development & Routing Form (PDRF)
    * Develop and revise proposed budget and ensure budget accuracy
    * Coordinate preparation of collaborative proposals (e.g. sub awards)
    * Assemble and upload all components of the proposal
    * Review the final proposal for compliance
    * Obtain all necessary approvals and signatures
    * Work with OSR to ensure final review, approval, and submission to sponsor
          o Detailed Pre-Award Roles & Responsibilities

 
Post-Award Services (Summary):

    * Approve transactions charged to sponsored account; verify expenses adhere to applicable policies
    * Keep PIs apprised of account balances and spending practices through routine and custom reports
    * Review and reconcile expenditure statements
    * Facilitate rebudgeting requests and obtain both internal and sponsored approvals
    * Process cost transfers
    * Facilitate and process no-cost extensions, supplements, and other similar requests
    * Close-out accounts and confirm final expenditure

http://soe.stanford.edu/eraNew/index.html accessed on 26.6.2011

___________________________________________________________________________________________

Educational Administration Blogs

http://abhipypcoordinator.wordpress.com.