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This is an era in which academic units in higher education are expected to do more with less. State- and institutionally-appropriated funding streams are generally decreasing or stagnant. Federal grant funding is at its lowest level in years, and unlikely to rebound anytime soon. Institutions are restricting tuition increases to allow greater accessibility to students of limited means as well as to heed public demand for more accountability in the “educational product”. Enrollment growth adds pressure to academic units but rarely results in immediate resources directed to the affected units. To compound this problem, kinesiology is one of the fastest growing majors nationwide. With such mounting pressures on academic units and their leaders, creative entrepreneurial resourcefulness is not only rewarded, but required. This paper presents a series of successful and practical resource-generating strategies from the unique perspectives of units at several different institutions.
Gordon is with the Department of Kinesiology, University of North Carolina at Charlotte, Charlotte, NC. Bartholomew is with the Department of Kinesiology and Health Education, The University of Texas, Austin, TX. Kreider is with the Department of Health & Kinesiology, Texas A&M University, College Station, TX. Zernicke is with the School of Kinesiology, University of Michigan, Ann Arbor, MI. Rudisill is with the School of Kinesiology, Auburn University, Auburn, AL.