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David Bellar, Todd A. Gilson and James C. Hannon

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.

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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.

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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.

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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.

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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

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Stephanie Mazzucca, Derek Hales, Kelly R. Evenson, Alice Ammerman, Deborah F. Tate, Diane C. Berry and Dianne S. Ward

the observation. Measurement of Correlates Center directors (N = 50) reported center-level demographics including star rating (2–5), monthly tuition fees, and number of children attending the center. Teachers (N = 124) reported demographic and health-related characteristics, including years of ECE

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Jeffrey Graham, Allison Smith and Sylvia Trendafilova

Adobe Photoshop, Illustrator, and other creative products Compensation: Half tuition reimbursement and a monthly stipend ranging from $500-$900 depending on performance and qualifications. Appendix B: Sample Undergraduate Marketing Internship Position Position Summary: The Athletic Department

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Robyn Lubisco, Genevieve F.E. Birren and Ryan Vooris

. ( 2018 , March 1 ). Missouri house committee considers separate proposals on tuition and tenure . Retrieved from Fain , P. ( 2017 , December 6 ). Moody’s downgrades higher

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Glynn M. McGehee, Armin A. Marquez, Beth A. Cianfrone and Timothy Kellison

prominent for GSU (36%) or the public (12%) but is noteworthy because of the strong negative response. Public comments were overwhelmingly negative (81%) and focused on student-related issues such as tuition and student fees (e.g., “So basically, get ready for higher tuition fees…”). These concerns about

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Phillip Ward

these cuts, median tuition has risen 55% from 2003 to 2012 and continues to climb ( GAO, 2014 ). Rising costs and reduced state funding have been accompanied by increased fiscal oversight ( Ward, 2013 ). The upshot of this is that universities are looking at the financial viability of departments, and