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Enhancing Graduate Student Research, Recruitment, and Retention via a Summer Research Experience

Jared A. Russell

Programs that provide student research experiences at the undergraduate level are an impactful means of recruiting and preparing students for graduate academic programs. Notably, such programs, when combined with faculty mentorship, exposure to graduate-school-level academic curricula, and socialization experiences, are considered crucial to the effective recruitment and retention of students from diverse cultural backgrounds into science, technology, engineering, and mathematics (STEM)-oriented graduate academic programs. This work outlines the strategic efforts of Auburn University’s School of Kinesiology to enhance its graduate student diversity recruitment and retention processes. Highlighted are the School of Kinesiology’s goals and guiding principles related to diversity and inclusion initiatives. A detailed description of the centerpiece of this effort, the Future Scholars-Summer Research Bridge Program, is provided. Additionally, related Future Scholars-Summer Research Bridge Program topics are discussed, including securing donor support, aligning the program with institutional strategic goals, forming institutional or academic program partnerships, and addressing administrative and logistical challenges.

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Leadership for the Future—Vision, Values, and Practice

Jeffrey T. Fairbrother and Jared Russell

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Creating a Climate of Organizational Diversity: Models of Best Practice

NiCole R. Keith and Jared A. Russell

This article describes the characteristics of diversity within academia and professional organizations in general and specifically within Kinesiology departments and Kinesiology-related organizations. While other types of diversity exist, this article refers to diversity in terms of race/ethnicity, gender, age, physical capability, socioeconomic background, and/or sexual orientation. Two Kinesiology departments, within the context of their universities, in two different regions of the United States are presented as models of best practice to improve institutional diversity. Also presented are one detailed example and several general examples of methods by which Kinesiology-related professional organizations have developed intentional strategies to improve diversity in membership and leadership. Presented models could, at least in part, be used by administrators and leaders to improve diversity within academic institutions and professional organizations.

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Incorporating E-learning to Enhance Instruction and Student Experiences in Collegiate Physical Activity Courses

Jared Russell, Danielle Wadsworth, Peter Hastie, and Mary Rudisill

The purpose of this paper is to describe the precursors to and development of the School of Kinesiology's portal, which is used to deliver multimedia content to the approximately 7,000 students annually enrolled in physical activity and wellness program courses. Grounded in research, the paper addresses the initial rationale for changing the physical activity program focus, the implementation of a new delivery system of course content, and the benefits to students and instructors that have been realized. Research possibilities are also outlined. The paper concludes with an examination of issues that faculty at other institutions might consider when developing an online component within their physical activity and wellness programs.

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Addressing Social Justice and Equity Imperatives: Exemplars of Inclusive Excellence

Jared A. Russell and Timothy A. Brusseau

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Demonstrating Equitable and Inclusive Crisis Leadership in Higher Education

Jared A. Russell, Leslie D. Gonzales, and Harald Barkhoff

Academic leadership faces tremendous pressure to build sustainable environments that demonstrate a commitment to the principles of inclusive excellence. Currently, the convergence of dual global crises—the COVID-19 pandemic and reckoning of systemic violence and racism toward individuals from historically marginalized and oppressed groups—has led to prioritizing impactful inclusive excellence leadership processes that address justice, equity, diversity, and inclusion. However, too often, in times of crisis, the strategic prioritizing and, more importantly, allocation of resources to support inclusive excellence initiatives are seen as secondary, tangential, or nonessential to the core operational mission of academic units. In this article, the authors discuss the unique realities, challenges, and opportunities academic leaders face when leading an equitable and inclusive academic workplace and culture during and after a crisis. The authors provide fundamental inclusive excellence and justice, equity, diversity, and inclusion terminology and definitions. In addition, the authors provide attributes, behaviors, and action steps for demonstrating equitable and inclusive crisis leadership.

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Justice, Equity, Diversity, and Inclusion—Utilizing Student Voices During Strategic Decision-Making Processes

Jared Russell, Matt Beth, Danielle Wadsworth, Stephanie George, Wendy Wheeler, and Harald Barkhoff

Kinesiology administrators make a myriad of strategic decisions throughout their time in leadership. Effective leadership, particularly inclusive excellence leadership, is highlighted by the ability of an individual to utilize a diversity of constituent viewpoints, perspectives, and “voices” to guide their respective decision-making processes. This manuscript includes two students’ stories, as well as main points of discussion by American Kinesiology Association Diversity, Equity, and Inclusion workshop leaders. These perspectives provide not only foundational background information, including student identities, but also strategic actions that are necessary to develop all-inclusive and individualized programming that can successfully overcome systemic barriers. The main identified themes are (a) ease of access to accommodations, (b) a culture of inclusivity, (c) advocating, (d) establishing trusting relationships, (e) welcoming of Indigenous perspectives, and (f) flexible practices and community support.

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Providing Access to Physical Activity: The Intersection of Teaching, Outreach, and Scholarship

Danielle D. Wadsworth, Mary E. Rudisill, Jared A. Russell, James R. McDonald, and David D. Pascoe

The School of Kinesiology at Auburn University unites teaching, research, and outreach efforts to provide access to physical activity for local, statewide, and global communities. This paper provides a brief overview of the programs as well as strategies to mobilize efforts for physical activity outreach within an academic setting. School-wide efforts include youth initiatives, physical activity assessments offered through our TigerFit program, and the United States Olympic Team Handball training center. All programs provide service-learning opportunities for undergraduate and graduate students as well as outreach outcomes. Furthermore, the programs provide a platform for scholarship in the form of publications, partnerships for grant submissions, and student research projects. Merging teaching, outreach, and scholarship has provided longevity for the programs, thereby establishing long-term social ties to the community and providing continued access to physical activity to promote public health.

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A Constant Balancing Act: Delivering Sustainable University Instructional Physical Activity Programs

Sheri J. Brock, Christina Beaudoin, Mark G. Urtel, Lisa L. Hicks, and Jared A. Russell

The goal of university instructional physical activity programs (IPAPs) is to provide quality instruction through best practices to encourage college students to lead healthy and physically active lifestyles. As IPAPs have continued to decline due to enrollment and budgetary concerns, the importance of quality and sustainability has become particularly paramount. Furthermore, it is imperative to the existence of IPAPs that we strive to learn and share with each other in order to independently survive, but more essentially to flourish collectively, as we are better together. In our varied experience, while some IPAPs face unique challenges, many obstacles are common, regardless of institution size and composition. This paper will offer the perspectives of four strikingly different colleges and universities in their quest to navigate challenges in delivery, maintain and support quality instruction, and advocate for IPAPs.

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Promoting Diversity and Inclusion: Developing Partnerships Between Historically Black Colleges and Universities and Predominantly White Institutions

Sarah Price, Richard H. Williams, Christopher Wilburn, Portia Williams, Danielle Wadsworth, Wendi Weimar, Jared Russell, and Mary E. Rudisill

This article presents an overview of how faculty in the School of Kinesiology at Auburn University (AU) are working with minority-serving institutions in similar disciplines to promote diversity and inclusion. Florida A&M (FAMU) and Albany State University (ASU) are both Historically Black Colleges and Universities (HBCU), and AU is a Predominantly White Institution (PWI). Part of this initiative has been accomplished through the development of AU’s Future Scholars Summer Research Bridge Program in partnership with south-eastern HBCUs. Success has been measured as an increase in student recruitment and increased opportunities for students from underrepresented groups seeking graduate opportunities. The partnership between FAMU and AU has also provided opportunities for faculty and students to promote diversity and be more inclusive through research collaborations. These partnerships are addressing this important need to be more purposeful in our efforts of establishing greater diversity and being a more inclusive discipline.