Institutionalization Myth vs Reality

(A. Solano)

What does it mean to institutionalize? That word gets thrown around extensively in higher education. For example, Title V Hispanic-Serving Institutions grants were my jam for years. I've helped colleges secure tens of millions of dollars in these “Strengthening Institutions” grants. There's a section of the grant dedicated to how the college will commit to institutionalization. Yet, I've only known two, again two, colleges that truly institutionalized activities post-grant. I’d like to focus on Guided Pathways because there’s been much talk about institutionalization of the framework, especially in California where the state provided comprehensive funding for five years (2018-2022).

While this may not be the case at all campuses, the image below represents the true nature and timeline of Guided Pathways "institutionalization" at a multitude of colleges in California and throughout the country where states provided significant funding.

The top row is a myth at many campuses. The bottom row represents reality. Years 1-3 were wasted in talk at so many campuses. Lots of talk. Zero or minimal action-oriented work. In many cases, it took an entire three years for a small group at the college to finally be able to begin meaningful work despite the obstacles and sabotage time and again fueled by fear. Often, this work was done under the radar. If leadership finally began to provide direction and support the work during year four, the college truly can't begin to think about “institutionalization” until probably year eight. Yes, year eight! Colleges have to be realistic because they need to subtract three years or more for time wasted and obstruction. Leadership includes the academic senate president and influential faculty and classified professionals. While the college president is key, it’s worth noting that the word “leadership” doesn’t automatically mean the college president. I've coached college presidents who were effectively paralyzed by a highly dysfunctional and politically charged committee structure.* 

So, what does institutionalization mean? It means creative and courageous leadership within a participatory governance structure using the general fund to continue meaningful work that's improving the campus culture (which includes college personnel morale), and the student experience with equity intentionality. It means taking the time to perform a return-on-investment analysis. Too often leadership shrugs their shoulders and essentially give up and say, “we no longer have funding,” yet they don’t think about how by cutting activities they’re also often reducing significant revenue-producing practices. Without this analysis, creativity, and courage, institutionalization talk is empty.

Depending on the college, institutionalization may include:

- A dedicated person to shepherd the Guided Pathways work. I've seen time and time again that the standard academic or student services deans and vice presidents struggle mightily to shoulder the work. It’s not fair to them. They simply don't have the bandwidth. Guided Pathways is a continuous improvement framework. The work never ends to improve the student experience. Some colleges dedicate a highly effective faculty coordinator or Dean of Guided Pathways to work with the broader campus to ensure relentless clarity, coherence, and consensus. Their work to improve student persistence more than pays for itself.

- Dedicated funding to update program maps and other tech-related Guided Pathways innovations.

- For colleges that established “success coaches” or “guides,” build them in as part of the college budget. If a success coaching program is implemented well, it tends to more than pay for itself. With high-touch strategies, these personnel help to improve student persistence, especially among disproportionately impacted populations. I’ve been saying for years that student persistence is an enrollment strategy (i.e., increase revenue).

- For colleges that established teams of faculty per career & academic pathway (i.e., meta-major) that produce positive culture change and improve course success rates and reduce equity gaps, ensure that the institution offers college service and/or professional development hours opportunities to continue this meaningful work.

Think creatively. Be courageous. True institutionalization requires it.

(Side note: I'm often frank or use humor to make a point in my pieces, but I do it with kindness in my heart. If we can't be candid about reality, we continue to ignore the obvious. Change begins with an honest recognition of the problem.)

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*It hasn't helped that some external university equity researchers consistently poisoned the well with their Guided Pathways misinformation rhetoric, influencing campus personnel to obstruct the much needed work to improve practices and the student experience. Not to mention the occasional micro-managing Board or Chancellor, and all of the personnel issues, including law suits, that land on a president's lap. It's one of the reasons presidents need a strong vice president bench. Without a strong bench, presidents have difficulty optimizing their effectiveness. Lastly, my three month rule: the typical campus only has about three months in a year to get major priority work done. 

Also visit: Guided Pathways Resources | Transformational Change: Challenges & Opportunities