Higher education is in a period of flux. For many public institutions, state support has decreased over the past decade, resulting in the notion of doing more with less. Using an inverted triangle approach, this article examines how both institutions and departments are coping with their present reality using innovative and entrepreneurial ideas. First, the story of how public institutions in the state of Illinois are responding to decreased state appropriations and declining K–12 enrollments is discussed. Second, a rich example of how one institution completed the strategic planning process—from conceptualization to implementation—is shared. Finally, one department’s multifaceted plan to handle declining state support is shared.
David Bellar, Todd A. Gilson, and James C. Hannon
Scott E. Gordon, John B. Bartholomew, Richard B. Kreider, Ronald F. Zernicke, and Mary E. Rudisill
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.
Gonzalo A. Bravo, Doyeon Won, and Mauricio Ferreira
Trade-offs in consumer choice become central to understanding how choice actually occurs. This study examines the trade-offs sport management students are willing to make in order to select the program of their choice. Sport management undergraduate students (N = 498) participated in a full-profile conjoint experiment asking them to rate 18 program-choice scenarios resulted from the factorial design of seven attributes and nineteen levels. Results at the aggregated level indicated that program environment was the most important attribute in choosing a sport management graduate program, followed by program reputation, graduate assistantship, cost/tuition, NCAA affiliation, program length, and location. Given these results, a sensitivity analysis illustrated that students were willing to make trade-offs among program characteristics, particularly pay more for a program with better reputation. Results from the current study are valuable and informative for sport management programs for setting market boundaries and selecting what to promote when advertising to attract prospective students.
Afroditi Stathi and Simon J. Sebire
Inner-city schools experience substantial difficulties in providing sufficient physical activity opportunities for their pupils. This study evaluated the Y-Active, an outreach physical activity and well-being program delivered in an inner-city primary school in London, UK by a third-sector partner.
A process evaluation focusing on perceived effectiveness and implementation issues was conducted using qualitative case-study methodology. Semistructured interviews and focus groups were conducted with Year 5 and Year 6 pupils (N = 17, age range = 9 to 11 years), Y-Active sports leaders (N = 4), the school head teacher, class teachers (N = 2), and the Y-Active administrator. Transcripts were thematically analyzed and multiple informant and analyst triangulation performed.
The Y-Active leaders created a positive learning environment supporting autonomy, balancing discipline and structure and providing self-referenced feedback, excellence in tuition and a strong focus on fun and praise. Pupils reported improvements in self-confidence and competence, self-discipline and interpersonal relationships. School staff and Y-Active leaders highlighted that their partnership was built on trust, top-down leadership support and open lines of communication between the provider and the school.
Collaboration between third sector service providers and inner-city schools represents a promising means of increasing children’s physical activity and well-being.
Heather J. Lawrence, James Strode, Robert E. Baker, and Paul C. Benedict
generation of value, through the creation or expansion of economic activity, by identifying and exploiting new products, processes or markets” (p. 14). Decreasing state funding, tuition freezes, the widespread adoption of responsibility-centered budgeting (RCB), declining traditional student populations, and
Ryan King-White and Adam Beissel
including those related to tuition and mandatory fees for students (athletics and campus construction in particular). We also contacted some of the authors of these newspaper articles and posed questions to clarify conflicting reports. Moreover, Ryan has had discussions with the current and former
Jessica L. Kutz, Melissa Bopp, and Lori A. Gravish Hurtack
education across most disciplines highlights the importance of planning for evolving trends and different demographics within the student body. With the increasing financial costs of not only undergraduate studies but also the heightened rise of graduate school tuition rates, students and their families are
DIGEST VOLUME 8, ISSUE #1
sample of expert coaches ( n = 7) before a questionnaire was designed and administered with a larger sample ( n = 53). The study identified that the tuition of lead climbing is built on nine core elements that form a shared mental model which in turn is individualized to meet the needs and demands of
Duane Knudson and Melissa Bopp
also adversely affected faculty–student interactions and learning. Some students believe that online classes are inferior to in-person classes ( Means & Neisler, 2020 ) and have gone so far as suing universities to lower their tuition ( Justin & Oxner, 2020 ; Oxner, 2021 ). What do we know about
team—the first time I ever had an actual basketball coach—earned me awards in northern Illinois and led to a half dozen basketball scholarship offers. One of the full scholarships (i.e., room, board, tuition, fees, and books) came from Joe B. Hall, a former University of Kentucky player and future