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Increased emphasis on offering quality education underscores the need for developing a rigorous process for assessing academic programs in higher education. In this chapter, we develop a practical and rigorous framework for comprehensive assessment of academic programs. This framework generates in-depth communication between the academic departments and the university administration. It provides a useful tool for advancing the university mission, setting priorities, allocating resources, and identifying future areas of potential growth. This data-driven framework covers a wide range of qualitative and quantitative variables. To ensure a smooth and efficient implementation of the assessment process we present the critical stages in the development of a successful program assessment framework − from determining the assessment criteria, establishing the organizational climate, appointing the assessment committee, preparing program self-studies, to collecting and analyzing data. We present real examples from the author’s home institution to illustrate and support the reader’s understanding of the framework.

This chapter explores the parallels between the recruitment and retention of students from marginalized backgrounds, and efforts with similarly identifying faculty and student affairs administrators. Higher education institutions target specific student populations to increase access, thus leading to an increase of students of color, low-income students, and first-generation students on college campuses (Chen & Nunnery, 2019). This welcome development proves inadequate on its own, as the critical support structures necessary for student success are not in place. Students' lived experiences are not attended to in a manner that fosters thriving (Jack, 2019; Nunn, 2021).

Research underscores the significant positive impact on marginalized students of having faculty and student-facing administrators from similar backgrounds on their campus (Braxton et al., 2014; Kuh, Kinzie, Buckley, Bridges, & Hayek, 2007). The intentional recruiting of these college personnel provides a vital means of attending to the needs of underrepresented students. Yet, the student experience is not instructive for the work with underrepresented college employees. The lived experiences of the faculty and administrators from marginalized identities are not being addressed either, similar to that of underrepresented students (Orelus, 2020). When these college personnel leave institutions unexpectedly or stay but are not thriving, this impacts students, colleagues and the college as a whole. In many respects, institutions are replicating inequities they commit to substantively dismantle, limiting the racial justice work they promised, and effectively thwarting their own Diversity, Equity, and Inclusion (DEI) efforts.

Using an autoethnographic approach, this chapter will explore these parallel issues, and propose recommendations for future research and institutional policy and practice for retention of underrepresented faculty and student-facing administrators.

This chapter tackles the tension between equity and excellence that critics often highlight in opposition of diversity initiatives and efforts in the higher education employment setting. We present several arguments that respond to the assumptions undergirding these criticisms, by drawing on prior research to emphasize that equity and excellence are not mutually exclusive. Furthermore, we present new evidence from a national sample of Black and Hispanic Engineering Faculty (BHEF) (n = 68) to argue that their racialized work experiences promote exclusive environments that serve to sustain their underrepresentation and marginalize their performance contributions. We conclude with a new direction for how to cultivate inclusive work environments in higher education.

Excessive entitlement, the enacted belief that one's voice, opinion, or assessment holds more weight than that of others (even those of one's own kind), and how it unavoidably rubs against their sense of their best-loved self, is the focus of this chapter. Some define excessive entitlement as a kind of greed where individuals in academia elevate themselves and lord their perceptions/stances over others. This work is situated in the academy and involves relationships and situations that arose between and among graduate students and professors as well as between and among professors and other professors. Wedged between conflicting agendas, individuals feel pulled from pillar-to-post as they experience differing phenomena and images playing out within themselves, some seriously challenging their images of the best-loved self. This fine-grained scholarship illustrates that although strides have been made around gender, professional backgrounds, ethnicity, and race in society, room for significant improvement still exists, most especially at the micro-levels where aggressions can still take place. This research reveals intertwined hegemonies in academia. Narrative inquiry – a storied method that unpacks stories – deftly skirts research issues by including fictionalization as a fourth analytical tool, joining the conventional tools of broadening, burrowing and storying-restorying. Using these devices situates the inquiry, burrows into stories of experiences, and illuminates shifts taking place. Truth is established through employing multiple research tools over time and gauging the extent to which the intersecting narratives ring true to those outside the research situation.

A Legacy Community is a living and learning community supported by broader institutional departments (e.g., student affairs, academic affairs, foundation, and alumni affairs) that dedicate resources, opportunities, and supports intended to: (a) undo legacies of educational disparities that Black/African American males have historically witnessed and (b) build capacity for students engaged in these communities (i.e., Black/African American males) to create and leave positive legacies on their terms. In this qualitative study of Black and African American undergraduate male living and learning community (LLC) participants at a primarily white institution (Legacy House), we investigate the LLC program elements that impact participants' educational and social experiences, and foster pathways for student legacy building. Legacy house participants describe brotherhood, sense of belonging, and leaving a legacy as elements that enable positive student academic and social outcomes, campus involvement, and career readiness.

This chapter frames the educational journey of an Iskwew, or Cree woman who has navigated the different spaces of settler education, sometimes reluctantly and sometimes eagerly. The author engages the usage of her Cree Nisgaa Methodological Framework that is framed by protocol, mamatowisin, or engaging inner mindfulness, and reciprocity. The author makes and holds space for readers to journey with her, offering an opportunity to bear witness to the experiences of First Nation (Indigenous) education, from her positionality as a Cree woman. The author engages, embodies, and enacts ethical relationality throughout the chapter as it is her pedagogical hope that this chapter contributes to a collective space where Indigenous and non-Indigenous relationships can be forged with respect, relevance, relationality, and reciprocity on behalf of students everywhere.