Tag: diverse

  • Game On: Competitive Gamification in Diverse ESL Classrooms – Faculty Focus

    Game On: Competitive Gamification in Diverse ESL Classrooms – Faculty Focus

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  • JUNIUS J. GONZALES | Diverse: Issues In Higher Education

    JUNIUS J. GONZALES | Diverse: Issues In Higher Education

    Dr. Junius J. GonzalesJunius J. Gonzales has been named vice chancellor of Academic Affairs for the California State University system. Gonzales’ career spans nearly 35 years, the majority of which have been in academia. Most recently, he has been provost and senior vice president for Academic Affairs at Montclair State University (MSU) in New Jersey, a Hispanic Serving Institution recognized for social mobility. He has also served as provost and vice president for Academic Affairs at New York Institute of Technology; senior vice president for Academic Affairs for the University of North Carolina (UNC) system, where he also served as interim president; and provost and vice president for Academic Affairs at the University of Texas at El Paso (UTEP). Earlier in his academic career, Gonzales was the founding dean of the College of Behavioral and Community Sciences and executive director of the Louis de la Parte Florida Mental Health Institute at the University of South Florida (USF). Widely respected for his extensive and impactful research and scholarship, he has held research and teaching positions at UNC, UTEP, USF, George Washington University and Georgetown University. A first-generation college student, Gonzales earned his bachelor’s degree from Brown University, his M.D. from the University of Pennsylvania School of Medicine, and his MBA from Robert H. Smith School of Business at the University of Maryland. He completed his medical residency at Massachusetts General Hospital and a post-doctoral fellowship at the National Institute of Mental Health.

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  • MELODY GOODMAN | Diverse: Issues In Higher Education

    MELODY GOODMAN | Diverse: Issues In Higher Education

    Dr. Melody Goodman Melody Goodman, a leading biostatistician and research methodologist, has been named dean of the NYU School of Global Public Health. Goodman has been a member of the School of Global Public Health faculty since 2017 and has served as its interim dean since March 2024. Goodman’s research focuses on improving public health using approaches to engage partners outside of academia and move beyond defining problems to develop solutions. She has published more than 150 peer-reviewed journal articles, with contributions spanning the areas of prevention, treatment, intervention, and policy, and authored two books on biostatistics and research methods.

    She is a fellow of the New York Academy of Medicine, a member of the American Public Health Association, a fellow of the American Statistical Association, and is the recipient of many awards and honors. Prior to becoming the interim dean at the NYU School of Global Public Health, Goodman served in numerous academic leadership roles, including senior executive vice dean, vice dean for research, associate dean for research, and interim chair of the Department of Biostatistics. She joined NYU from Washington University in St. Louis School of Medicine, where she was an assistant professor in the Division of Public Health Sciences in the Department of Surgery, and was previously an assistant professor of preventive medicine at Stony Brook University’s School of Medicine. 

    Goodman earned her undergraduate degree summa cum laude from Stony Brook University, where she was named a member of Phi Beta Kappa. She earned her master’s degree from the Harvard T.H. Chan School of Public Health and her PhD from Harvard University.

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  • Emmanuel Lalande | Diverse: Issues In Higher Education

    Emmanuel Lalande | Diverse: Issues In Higher Education

    Dr. Emmanuel LalandeEmmanuel Lalande has been named Senior Vice President of Enrollment Strategy and Student Success at Columbia College Chicago. Lalande has over two decades of experience in enrollment and student development. He is joining Columbia from Voorhees University.  

    Lalande earned a bachelor’s degree in political science and a master’s degree in educational leadership at Delaware State University before going on to complete an EdD in organizational leadership at Nova Southeastern University. 

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  • Michael Stedelin | Diverse: Issues In Higher Education

    Michael Stedelin | Diverse: Issues In Higher Education

    Michael StedelinMichael Stedelin has been named assistant vice president for research strategic planning and solution development at Penn State University. In this role, Stedelin will provide senior leadership in integrating mission planning, systems and solutions within the research domain so that organizational capabilities are prioritized, adopted and scaled effectively to meet the University’s research goals. 

    Stedelin holds a bachelor’s degree in computer management information systems and an MBA from Southern Illinois University Edwardsville.

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  • Adriel A. Hilton | Diverse: Issues In Higher Education

    Adriel A. Hilton | Diverse: Issues In Higher Education

    Dr. Adriel A. HiltonAdriel A. Hilton has been named Vice President of Institutional Strategy and Chief of Staff at Columbia College Chicago. Most recently, he served with Washington State’s Department of Children, Youth, and Families and previously led strategic student affairs and enrollment initiatives at Southern University at New Orleans. 

    Hilton holds a BA in Business Administration (Finance) from Morehouse College, a Master of Applied Social Science in Public Administration from Florida A&M University, an MBA from Webster University, and a PhD in Higher Education Administration from Morgan State University.

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  • Ty Hawkins | Diverse: Issues In Higher Education

    Ty Hawkins | Diverse: Issues In Higher Education

    Dr. Ty HawkinsTy Hawkins has been named associate dean for academic programs at Oklahoma State University. He most recently held the position of director for the University of Central Arkansas’ School of Language and Literature.

    In his new role, Hawkins will be responsible for overseeing curriculum development, program assessment and accreditation processes for OSU’s largest academic college. 

    A native of Missouri, Hawkins earned degrees in English and Spanish from Saint Louis University and Westminster College. He is a scholar of American literature who specializes in 20th- and 21st-century texts.

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  • ANNE M. CIZMAR | Diverse: Issues In Higher Education

    ANNE M. CIZMAR | Diverse: Issues In Higher Education

    Anne M. Cizmar has been named associate dean of research administration at Eastern Kentucky University. This newly created role will support EKU’s strategic research initiative, aimed at building a holistic and scalable infrastructure to support the growth of sponsored research for faculty, staff and students across the university. Cizmar will oversee pre-award management, post-award administration and grant compliance. She will play a key role in enhancing EKU’s research environment through collaboration, transparency and innovation across all academic and administrative divisions. 

    Cizmar earned a Ph.D. in government and politics from the University of Maryland, College Park, where she specialized in American politics and quantitative research methods. She joined the Department of Government at EKU in 2011 and was promoted to professor of political science in 2022. She served as the Master of Public Administration program coordinator from 2020 to 2023. She serves as an active member of the university community through various committee roles, including vice chair of the Essential Education Transformation Committee.

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  • PHILIP CAVALIER | Diverse: Issues In Higher Education

    PHILIP CAVALIER | Diverse: Issues In Higher Education

    Dr. Philip Cavalier Philip Cavalier  has been named president of Kutztown University. Cavalier most recently served as provost and senior vice chancellor for Academic Affairs at the University of Tennessee at Martin (UTM), a regional public university with more than 7,000 students in northwest Tennessee. He served as interim chancellor for five months in 2023. During his seven years at the university, he led the creation of UTM’s 2025- 30 strategic plan, and two strategic enrollment plans and developed or enhanced eight academic programs aligned with student interests and local workforce needs. Before joining UT Martin, Cavalier held several faculty and senior leadership roles in higher education, including provost at Lyon College, provost and dean of the college at Eureka College, and dean of general education at Catawba College. 

    Cavalier holds a doctorate in English from the State University of New York at Buffalo, a master’s degree in English from Northeastern University, Boston, Mass., and a bachelor’s degree in economics from Swarthmore College.

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  • How we’re working across London to build a more diverse higher education leadership pipeline

    How we’re working across London to build a more diverse higher education leadership pipeline

    In 2021, I piloted a city-wide mentoring programme for global majority ethnic staff working in London universities.

    It was born from the bilateral North London Leadership Programme between London Metropolitan University and City St George’s, University of London. Four years later the Global Majority Mentoring Programme is flourishing – but world events show us that we need interventions like these as much as we ever did.

    The Global Majority Mentoring Programme is London Higher’s flagship commitment to championing equality, diversity and inclusion across the capital. It is a cross-institutional scheme that aims to improve career progression for global majority ethnic staff; give mentees a senior mentor from a different institution, outside their institutional hierarchy; and build professional networks across the capital to foster pan-London collaboration. Over 300 participants from 20 institutions have engaged with the scheme, with representation from small specialist institutions, large multi-faculty universities, and everything in between.

    London remains the most ethnically diverse region in the UK. Ten of London’s 32 boroughs (plus the City of London) have a majority non-white population. Newham is London’s most diverse borough, with a population that is 69.2 per cent non-white. In the boroughs of Brent, Redbridge, Harrow and Tower Hamlets, the figure is also above 60 per cent.

    You could also call the capital a microcosm of the wider HE sector. London has the largest concentration of diverse higher education providers in the country. A citywide initiative here has a real opportunity to effect meaningful and visible change. Our universities are proudly outward-looking and global, from research links to equitable international partnerships, yet they are also firmly rooted in place and contributors to local growth, regeneration and prosperity. However, lasting change doesn’t happen overnight; London’s higher education sector was not, and still is not, truly representative of the city it serves.

    Mentoring individuals from global majority ethnic backgrounds aligns with London-wide policy aims and ambitions: there’s a clear evidence base to support this. Along with the London Anchor Institutions’ Network, we’re striving to meet the clear priorities that have been set out for London’s post-pandemic recovery and regeneration, addressing systemic issues of social and economic unfairness. The London Growth Plan and upcoming Inclusive Talent Strategy encapsulate these priorities.

    Growing the pipeline

    We are all acutely aware of the wider narrative around EDI. The second Trump administration’s efforts in the US show us what can happen when a populist government takes up “anti-woke” as a cause. There may be disagreement about the form that EDI work should take and some people may fundamentally disagree with the legitimacy of EDI work as part of a public service agenda.

    However, in a sector in which there is a visible lack of diversity – in all its forms – that worsens, the further upstream in the talent pipeline you go, we need to continue to work to understand the practical and cultural barriers to leadership and drive to overcome them, learning together as we go. A theme that has consistently emerged throughout the programme is gaining a better knowledge of HE, and its systemic complexities and barriers.

    Mentoring programmes like ours create space and connections to make sense of personal experience and explore shared challenges. Participants report feeling a greater sense of empowerment and increased confidence. And tangible impacts on mentees include promotions, collaborations across universities, joint research bids, and even funded PhDs happening as a result of their participation in the scheme.

    Future-proofing

    Career progression and leadership opportunities were identified as key issues from the outset, so it seems appropriate that the programme is supported by Minerva, an executive search and recruitment firm specialising in education. As headhunters responsible for significant appointments, Minerva is in a position of influence to shape the composition of senior university leadership and their boards.

    The programme ensures that a diverse talent pool is in the Minerva team’s line of sight, and can understand more about the challenges global majority colleagues face in moving up the ladder. Minerva also runs yearly masterclass for participants to demystify the executive search process – providing insights into a world that is largely unknown to many of them. This includes a breakdown of recruitment, explanations of things such as the “informal coffee” interview stage, tips on negotiating, conveying a personal brand and profile raising.

    We also tailored a leadership development programme alongside the University of Westminster and Blue Whistle Learning that has been taken up internationally, in countries like the Philippines and South Africa.

    It is my hope that the initiatives like this are viewed not as political footballs or shiny nice-to-haves, but for what they are – interventions based on robust evidence that meet local and sectoral needs and broaden opportunities for collaboration.

    Higher education, especially in London, does not exist in a bubble. It is critical that universities continue to position themselves as integral to driving wider policy change in service of society. A more diverse sector does not mean a watered-down one – it means one that is informed by more voices and perspectives, and therefore better equipped to succeed in tackling the challenges laid out before it.

    This article is one of four exploring London Higher’s Global Majority Mentoring Programme – you can find the others here

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