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This case presents the staffing problem of Manuel Garcia, president of Saint Catherine School (SCS). He needed to incentivize quality teachers to stay with the school but he faced three challenges. First, the school is located in a far flung city in Mindanao, Philippines. Second, the city is economically depressed and the parents are price-sensitive. Third, the school is dependent on tuition revenue and collections barely cover school expenditures. Manuel would have to find creative solutions and defend his decision to the teachers and the Board of Trustees.

The researchers relied on primary data to write the case although the Chairman opted that the school name and all the characters names be disguised. The researchers interviewed individually the Chairman of the Board, President, Vice Chancellor for Academics, University Registrar, Finance Director, and Human Resource Manager of the school. The researchers also interviewed faculty members as a group. The information on the exhibits were culled from reports presented by the administrative team.

The short case is a learning tool for students taking a degree in educational leadership and management. It can be used as part of an integrating module for graduate students. By this time, students would have had prior lessons in financial, trend, and ratio analysis. The case can also be used to reinforce lessons in the following courses at the undergraduate or graduate level: human resource management, data-driven decision making, financial resource management, educational policy, and even communication. Further, the case is suited for school administrators attending executive development programs. Running a school is more than managing the curriculum. There is a business side that has to be considered. This case helps teachers-turned-administrators consider the financial implications of human resource management decisions. In this instance, salaries and benefits.

This chapter traces how non-positional faculty led an inter-institutional STEM initiative. Starting with one faculty member’s seed idea, the chapter traces how that idea grew into a vision and that vision into an agenda and that agenda into a joint, sustainable STEM concentration. The initiative was organized around Bolman and Deal’s (2008) framework for making sense of an institution and for leading organizational change through an awareness of multiple lenses. The faculty member who initiated the vision analyzed the institution and her place in that institution. Building from her strengths, she sought to enhance her intellectual, emotional and communication skills. Understanding organizational complexities, Dr. C became involved across campus to build relationships and trust, which then led to the formation of a committed STEM team. The STEM team set a clear agenda and pursued cross-campus ownership and collaboration, all the while maintaining respect for diverse opinions, political interests and concerns. Challenges, pitfalls and setbacks, though initially painful, confusing, and disheartening, led to reflection, and most often, became opportunities for realignment and clarity. Though non-positional faculty led the effort, it was cross-campus collaboration that made it possible, and the final approval of the administration made it a reality.

The purpose of this paper is to examine the role faculty learning communities (FLCs), a common ADVANCE intervention, play in retention and advancement; and the ways in which FLC spaces foster professional interactions that are transformative and support the careers of women, underrepresented minority (URM) and non-tenure-track (NTT) faculty in research universities.

The authors employed a mixed methods case study approach set at a large, research-intensive institution, which had received an NSF ADVANCE grant to focus on issues of gender equity in the retention and advancement of STEM faculty. Land Grant University implemented retention and advancement efforts campus-wide rather than only in STEM areas, including five FLCs for women, URM faculty and NTT faculty. The primary sources of data were retention and promotion data of all faculty at the institution (including the FLC participants) and participant observations of the five FLCs for five years.

The analysis of retention and advancement data showed that participation in FLCs positively impacted retention and promotion of participants. The analysis of participant observations allowed the authors to gain insights into what was happening in FLCs that differed from faculty’s experiences in home departments. The authors found that FLCs created third spaces that allowed individuals to face and transgress the most damaging aspects of organizational culture and dwell, at least for some time, in a space of different possibilities.

The authors suggest additional studies be conducted on FLCs and their success in improving retention and advancement among women, URM and NTT faculty. While the authors believe there is a clear professional growth and satisfaction benefit to FLCs regardless of their effect on retention and advancement, NSF and NIH programs focused on increasing the diversity of faculty need to know they are getting the return they seek on their investment and this line of research can provide such evidence as well as enhance the rigor of such programs by improving program elements.

FLCs offer higher education institutions a unique opportunity to critically reflect and understand organizational conditions that are not inclusive for groups of faculty. Professional interactions among colleagues are a critical place where academic and cultural capital is built and exchanged. The authors know from the authors’ own research here, and from much previous social science research that women, URM and NTT faculty often experience exclusionary and isolating professional interactions. FLCs should be created and maintained alongside other more structural and cultural interventions to improve equity for all faculty.

The study’s contribution to the literature is unique, as only a few studies have tracked the subsequent success of participants in mentoring or networking programs. Furthermore, the study reveals benefits of FLCs across different career stages, identity groups and position types (women, URM and NTT) and suggests the investment that many NSF-funded ADVANCE programs have made in funding FLCs has the potential to produce a positive return (e.g. more women and URM faculty retained).

As the US transitions to a majority–minority population, the underrepresentation in the science, technology, engineering, and mathematics (STEM) workforce must be resolved to ensure that our nation maintains its competitiveness and global economic advantage. The persistent problem of retaining underrepresented minority (URM) students in STEM continues to be a national priority after several decades of attention. The role of historically black colleges and universities (HBCUs) in addressing this challenge cannot be overstated, given their history in producing African American STEM graduates. As the largest HBCU in the country, North Carolina A&T State University (NC A&T) serves a combined undergraduate and graduate population of 11,877 students, 78% of which self-identify as African American. To overcome the multiple challenges that impede retention and persistence to degree completion in biology, the Department of Biology at NC A&T has adopted a major cultural shift in its advising strategy. The new approach encompasses a Life Mapping and Advising Model that builds faculty–student relationships and engages both parties effectively in the process. The model includes six important pillars to drive student success: (1) dedicated advising space, the Life Mapping and Advising Center (LMAC), (2) effective advisors, (3) integrated peer mentor and peer tutoring programs, (4) an intrusive advising strategy, (5) integration with first-year student success courses, and (6) life coaching. Although the program is in its infancy, based on the first-year assessment data, we have observed many promising trends that, together, point toward successful retention and persistence of our students in the major.

This chapter proposes a global agenda to eliminate racism in nursing by targeting reform at nursing education administration internationally. First, the history of racism in nursing is reviewed, along with two models – the diversity model and the cultural competence model – that were applied unsuccessfully to counteract racism in nursing. Second, a description of how racism is entrenched in nursing leadership globally is presented. Third, the recalcitrant structures that serve to maintain institutionalized racism (IR) in the international nursing education system are carefully examined. Specifically, the components and constructs involved in IR in nursing education are delineated, and the way in which these negatively impact both ethnic minority (EM) students and faculty are explained. Based on this, a global agenda to eliminate racism in nursing education internationally is proposed. Eliminating racism in higher education in nursing is a mandatory social responsibility if global healthcare is ever to be equitable. Five actionable recommendations are made to eliminate racism in higher education are summarized as follows: (1) components of nursing programs which are designed to eliminate racism in nursing education should be governed at the country level, (2) to design and implement a system of surveillance of the global nursing community to enable standardized measurement to ensure nursing education programs in all countries are meeting anti-racism benchmark targets, (3) nursing education programs should be established worldwide to provide individual pipeline and mentorship programs to ensure the career success of EM nursing students and faculty, (4) nursing education programs should be conducted to reduce barriers to EM participation in these individual support programs, and (5) nursing education programs are required to teach their nursing faculty skills in developing anti-racist curricula that seeks to eliminate implicit bias.

Strengthening the nation’s technological workforce, competing and expanding its relevance in the global economy, and maintaining personal as well as homeland security will be highly dependent on the quantity, quality, and diversity of the next generations of scientists, engineers, technologists, and mathematicians. Production of a diverse generation of human resources with relevant, competitive skills is critical. However, so too is the need to raise an enlightened citizenry with cross-cultural experience and cultural awareness competency, with a broad worldview and global perspectives. These requirements are critical to understanding the challenges and opportunities of scholarly activity in a pluralistic global environment and positioning ourselves to capitalize upon them. Scholars with cross-cultural experience and competency are empowered to adapt and work collaboratively, nationally and globally, with scholars of different races, geopolitical, socioeconomic, and cultural backgrounds. Development of effective strategies to transform science, technology, engineering, and mathematics (STEM) departments for inclusion and to broaden the participation in STEM across cultures, socioeconomic standing, race, and gender in higher education has been a dominant topic of pedagogical interest of national priority in the last several decades. However, success in these endeavors is achievable only through systemic change and a cultural shift to address the underlying root causes of socioeconomic disparity, gender, and racial disparities and a paucity of cultural awareness among all educational stakeholders. STEM departments can only be truly transformed for inclusion through the development of sensitive, creative, and student-engaging curricula and targeted recruitment and retention of underrepresented minorities in STEM. Formation of well-coordinated alliances spanning educational sectors, governmental and non-governmental organizations, and community engagement and outreach are also critical to promoting inclusive and broad participation in STEM education.

The first section of the chapter gives an introduction to various challenges, obstacles, and hindrances that prevent a successful transformation of K–12 science education as well as STEM departments in higher education for inclusion. The second section discusses historical perspectives of the University of Arkansas-Fort Smith (UAFS) – the institutional profile, missions, and visions of UAFS as a regional university. Policies and strategies for addressing the socioeconomic disparity, faculty gender, and racial disparities and cultural competency awareness at UAFS are also highlighted in this section. Other approaches including targeted efforts to recruit and retain underrepresented minority students, provision of financial assistance for students from low-income families, and a creative “Math-up” curriculum innovation to promote inclusive and broad participation in STEM at UAFS are highlighted in the latter section of the chapter. Formation of alliances between UAFS, local K–12 school districts, and governmental and non-governmental agencies to promote broad participation in STEM at UAFS are discussed. The last section of the chapter provides recommendations for adaptation and sustainability of strategies and efforts aimed at transforming national STEM departments for inclusion.

The purpose of this paper is to ask how the academic library may better position itself to assist with the demonstrated need for improved research ability in doctoral students. The paper examines the literature on doctoral student retention, which demonstrates problems with research self‐efficacy in students, and connects this issue to the library literature demonstrating the impact of library instruction.

The main approach is the review of the literatures in library science on the impact of instruction, and in the wider education literature on student retention and doctoral student attrition.

It was found that library instruction does demonstrably improve student research skills, and that doctoral students are generally underprepared to conduct dissertation level research. There is a case for partnering doctoral students with academic librarians to improve dissertation completion rates and lower attrition due to lack of research skill.

The paper demonstrates an obvious need for focus of library instruction on graduate students, and doctoral students in particular. The paper poses a number of research agendas that can be taken up by practitioners in the field, including various models for implementing instruction for doctoral students.

Attrition from doctoral programs has a burdensome impact on academic institutions, and has been demonstrated to have adverse social, psychological and financial impacts on the doctoral students themselves. The ability of library intervention to alleviate the problem has wide‐ranging implications.

The paper brings a wider literature base to bear on the practice of library instruction, and raises important questions relevant to librarians and graduate faculty about the value of the library to more advanced research students and the current focus of most library instruction programs at the undergraduate levels.

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.

Increasingly, higher education institutions are being held to account for the performance of their students internally in terms of academic performance and timely program completion, as well as externally through job placement. This challenge is compounded by a range of additional factors including fluctuating, international economic conditions, an increasingly globalised, competitive environment, widespread provision of online qualifications, and high student drop-out rates. There is a pressing need therefore to understand the factors which contribute to positive perceptions of institutional services and the way in which these drive student retention, especially within the first year experience. This research aims to explore the role of affective commitment in students' perceived satisfaction within the student-university relationship and the effect of this on retention in an Australian tertiary context.

A qualitative approach was adopted using four focus groups and eight in-depth interviews with first year undergraduate students enrolled at a large metropolitan Australian university. In addition, an online expert forum was used to obtain qualitative verbatim from 22 internationally-based faculty educators.

The results of this study suggest that the development of deeply entrenched emotional bonds with students is important in facilitating high levels of satisfaction during the first year experience. In addition, a sense of belonging was perceived by faculty as being the primary mechanism for ensuring the retention of students beyond the first year of enrolment.

From a managerial perspective, uncovering the nature of student-institution relationships and the importance of affective forms of commitment will enable higher education institutions to develop more targeted relationship marketing programs to increase student retention.

In a unique contribution, this research examines this issue from the perspective of first year students, as well as from an international faculty perspective, enabling a multi-dimensional comparison to be drawn between the perceptions of the student, and the service provider.

The Diversity Fellows Program (DFP) was an initiative created within a Division for Diversity (DD) in response to imperatives for campus diversity leadership. In the author’s reflection/perceptions, it brought forward a new paradigm for, Bistro University (BU) (pseudonym), as well as expansions in university–community and statewide relations. The DFP employed a multifaceted approach to climate transformation and was a joint development with the highest level of administration and utilized full, tenured, underrepresented, and women faculty to lead initiatives that engaged faculty in research relationships with students, STEM communities, mentoring, and unit accountability for hiring and retention. The result was the creation of several best-practice initiatives, which showcased unsung and/or underutilized student and faculty research as catalysts for recruitment, retention, and promotion, and improved unit accountability for diversification and campus/community relations. The authors assert that the DFP ultimately represented a multipoint approach to climate transformation rooted in relationship building, measurable accountability, and partnership development. This chapter will expound on the creation and impact the DFP had on BU’s diversity agenda and the DD mission. It will also illuminate the author’s perspectives of successes as well as struggles to be expected while setting standards for excellence in academic diversity innovation. Finally, this chapter challenges senior administrators and academics to increase support and reward innovation associated with cultural competence training, multicultural engagement, and best practices for diversity administration.