Summer 2025

I was raised in Manhattan, KS. My father was a professor in grain science at K-State, and my mother taught second grade. I have one older brother who, as I like to say, inherited the lion’s share of the IQ between us. I was active in FFA, worked at the Hudson Ranch (some of you may remember the camels visible from I-70 outside Manhattan—tip: do not attempt to randomly ride one), spent several summers in Great Bend working at Western Auto for an uncle battling and ultimately succumbing to cancer, and spent much of my free time cutting firewood, fishing, reading and traveling throughout Kansas—primarily in SW Kansas counties—just meeting people. I loved it: the elbow room, the low humidity, the lack of light pollution revealing a massive highway in the night sky—the Milky Way—and the wind rustling through the cottonwoods.

After high school, I enrolled at K-State in agricultural economics. After a few turbulent years, I found my calling in kinesiology, now part of our college, and was captivated by the adaptability of the human body. I earned my bachelor’s and master’s degrees in Kinesiology, and my Ph.D. in Physiology—all from K-State.

From there, I went to Texas A&M University in College Station—a land, sea, and space-grant institution—for a NASA-funded postdoctoral fellowship. I then accepted a research associate position in cardiovascular physiology at the medical school at West Virginia University in Morgantown. In 2008, I began my first faculty role at the University of Florida in the College of Health and Human Performance. After nearly seven years at UF, I felt I had gained the knowledge and experience to return home—and I was increasingly drawn back to the Midwest. At the same time, my wife Maggie, a veterinarian, was pregnant with our first child, and we knew the Midwest offers an exceptional environment for raising a family. Serendipitously, a position opened at Kansas State University, and I jumped at the opportunity. I made the decision to leave a top-five public research institution because I believe deeply in K-State’s potential.

Over the past decade, I’ve worked to build relationships here and continue to be inspired by the dedication of our faculty, staff, alumni and our ever-expanding “purple family.” My goals as Dean are straightforward: 1) Rekindle and forge new relationships across the state and region, 2) Put the needs of Kansas and our students at the center of all decisions, 3) Eliminate unnecessary redundancies and bureaucratic barriers, and 4) Do everything possible to free up time so our faculty and staff can focus on the work they find most fulfilling.

I know that many of you may feel disconnected from the college. We’ve experienced multiple failed dean searches and four years of interim leadership. I assure you—our faculty and staff have felt this strain as well. And yet, they have remained steadfast in their commitment, continuing to educate and support thousands of students as they prepare for meaningful and successful careers.

I also understand that many alumni may not have been fully aware of these shifts and, as a result, may have felt that we moved away from the foundational values of our college. As you’ll see below, the reality is quite the opposite. In the sections that follow, I’ll share more about the current landscape of our college, followed by the college’s rich history, and the rationale behind the changes we’ve implemented over the past 5–6 years, specifically the College name change, reorganization of academic programs, and our “Next-Gen” strategic plan.

Current landscape of our College and Programmatic Continuity: Family, Health, and Economics

Today’s College of Health and Human Sciences continues to reflect its foundational focus—on meeting the basic human needs of individuals, families and communities. Our academic programs are organized around three core domains that echo this heritage

The Human Science domain includes academic programs such as Early Childhood Education; Couple and Family Therapy; Human Development and Family Science; Family and Consumer Sciences Education; Gerontology; Prevention Science; Conflict Resolution; Integrative Human Sciences; and Family and Community Services.

The Health Science area encompasses Public Health; Dietetics; Kinesiology; Communication Sciences and Disorders; the Physician Assistant Program; Athletic Training and Rehabilitation Sciences; Integrative Physiology; Sports Nutrition; and Nutrition and Health.

The Economics and Consumer Sciences focus is reflected in our Personal Financial Planning, Fashion Studies, Sustainable Fashion Business, Hospitality Management, Event Management, and Sensory Sciences programs.

Our undergraduate students all take a common core of coursework focused on well-being that integrates the disciplines represented in our college. These courses are taught by faculty experts and connect students to each other and who we are as Health and Human Sciences, our past, present and future.

HHS is currently located in eight separate buildings across campus. A building-to-building walk spans approximately 3.9 miles—roughly the length of the second-longest trail at the Konza Prairie. This geographical spread presents real challenges to fostering a unified college identity. Yet we remain intentional in how we cluster faculty and programs to preserve collaboration, student-centered support, and interdisciplinary learning. With over 3,000 students, HHS consistently ranks as the second or third-largest college at K-State in terms of student credit hour production. We are proud to be home to 12 licensure-granting accredited academic programs from 14 accrediting agencies—accounting for more than one-third of all such programs at K-State and nearly double that of any other college. In terms of student support, we provide over $1.5 million per year in scholarships and grant funding for our students, which facilitates a ~ 90% retention rate.

We also maintain a strong statewide and regional presence. At the K-State Olathe campus, we serve working professionals and community needs through academic and outreach initiatives. In southwest Kansas, a new partnership with Garden City creates pathways to bachelor’s degrees in high-demand fields.

We have significantly enhanced grant and research support within the college by adding a dedicated grants administrator and appointing an Associate Dean of Research focused on assisting faculty through all stages of the grant process. These efforts are further supported by a highly engaged Vice President for Research in Central Administration. As a result, faculty research productivity is at an all-time high, with a record number of proposals submitted in both volume and total funding requested over the past few years.

In alignment with the K-State Student Success Playbook, we centralized academic advising within the college by co-locating professional advisors. This strategic move created a one-stop shop for student support—streamlining access to guidance, resources, and focused advising. As a result, our students graduate, on average, within 4 to 4.5 years—significantly faster than the national average. This accelerated timeline allows them to enter the workforce sooner, reduce student debt, and experience positive financial ripple effects throughout their lives.

Living the Land-Grant Mission

Our college faculty with formal Extension appointments engage communities across Kansas with research-based solutions that improve quality of life; e.g., Elaine Johannes, faculty in HHS, is the Kansas Health Foundation Distinguished professor in Community Health.

As part of our strategic plan to address the rural health and wellness crisis, HHS led the formation of a university-wide partnership with Stormont Vail Health to build the healthcare workforce and improve health outcomes across Kansas.

We’ve also received support from Ascension Via Christi to host a summer health program for high school students from around the globe. Similarly, our Farm-to-Fashion Camp links agriculture, design and industry for youth.

Our Center on Aging supports more than 100 assisted living facilities across the state of Kansas. Additionally, we are home to the state adviser for Family, Career and Community Leaders of America, FCCLA, Shandi Andres. We are home to Kansas Child Care Training Opportunities, Inc., KCCTO, a statewide training office dedicated to providing high-quality, accessible professional development for family childcare providers, childcare center staff, and other early childhood education professionals. KCCTO’s outreach extends to all 105 counties across Kansas.

The Historic Costume and Textile Museum, located in Justin Hall and curated by Marla Day, houses more than 15,000 artifacts. In addition to maintaining the collection, Marla brings museum exhibits to audiences across the state, region, and country. With the assistance of students, the collection has been digitized and is now accessible to both researchers and the public.

Our physical spaces have also been upgraded to reflect the strength of our academic offerings. Although we lost the use of the Natatorium, gymnasium, and Stone House due to deterioration, recent enhancements to our spaces include the modernization of instructional kitchens in Justin Hall, updated fashion design labs and sewing facilities, and applied learning spaces in Lafene Hall to support our athletic training program. Ice Hall has undergone extensive renovations to accommodate our growing Physician Assistant studies program and to expand research laboratory space. Additionally, in collaboration with Dean Debbie Mercer from the College of Education in Bluemont Hall, we have initiated landscaping projects that promote mental health and wellness by leveraging the restorative benefits of nature.

Built on the solid foundation of home economics

In short, we have not left behind Home Economics, Domestic Sciences, or Human Ecology—looking ahead, we have evolved them to meet contemporary needs while honoring their enduring principles. Future directions include the development of mobile classrooms and clinics that bring expertise directly into communities, a Rural Faculty Fellows program to embed faculty in Kansas communities and expanded statewide partnerships and academic pipelines in high-demand fields of health, education, consumer and human services.

Founding and Early History (1855–1879)

The town of Manhattan, Kansas, originated in 1855 as a settlement known as "New Boston." It was renamed "Manhattan" shortly after the arrival of citizens from the Cincinnati-Manhattan Company. In 1858, Bluemont Central College was established—an institution that would later become Kansas State University (K-State). Following President Abraham Lincoln's signing of the Morrill Act in 1862, the foundation for land-grant universities was laid. Kansas accepted the Morrill Act in February 1863 and designated Bluemont College as its land-grant institution, renaming it Kansas State Agricultural College (KSAC). Kansas was the first state to formally establish a land-grant college, making K-State the nation’s first official land-grant institution.

The Beginnings of Our College

In 1873, John Anderson was appointed President of Kansas State Agricultural College (KSAC). Under his leadership, the foundation for what is now the College of Health and Human Sciences began with the introduction of a “Women’s Course.” At a time when most institutions excluded women entirely, Kansas State established a six-year program specifically for women, focused on the stewardship of family life, health, and economic responsibility. KSAC offered three such courses: the Farmers Course, the Women’s Course, and the Mechanics Course. The Women’s Course emphasized family health, moral instruction, and practical skills, with subjects such as domestic economy, industrial drawing, bookkeeping, and a strong focus on nutrition, hygiene, and sanitation. Collectively, these programs reflected a guiding philosophy: that human development is not isolated from daily life, but deeply embedded within it.

Evolution Through the Decades

Over the past 150 years, our college demonstrated unparalleled leadership in innovation, adaptation, and growth—arguably more so than any other college at Kansas State University. Our faculty were recognized as leaders nationally and internationally and our College was seen as an exemplar for what a College of (then) Domestic Science or Home Economics should be. Throughout its history, the college has undergone numerous transformations, including the addition and discontinuation of programs, departmental reorganizations, College (and unit) name changes (from Home Economics to Human Ecology), building renovations and demolitions, the integration of Extension faculty, and responses to natural disasters.

As times have changed, we have changed. These developments are chronicled in History of a College: From Woman’s Course to Home Economics to Human Ecology (1988) by former Dean Ruth Hoeflin, which documents more than 150 milestones and changes between 1872 and 1988. We are currently working to update this record with the assistance of alumni, as well as current and retired faculty and administrators.

College Name Change: 2013–2018

In the summer of 2013, John Buckwalter was appointed Dean of the College of Human Ecology. That same year, one of the university’s largest programs—Kinesiology—officially joined the College. This marked a significant integration, bringing together a strong and long-standing partner of many Human Ecology programs and faculty, and further strengthening the college’s focus on health and human-centered disciplines. With this addition, an opportunity to re-vision and re-think who we are, and how we present ourselves to the public was created. It became clear that the term “Human Ecology” had grown obscure—absent from student searches, misunderstood by the public, disconnected from national trends. While we maintained our commitment to scientific and humanistic inquiry reflected in the term “human ecology”, other institutions had reoriented, often adopting titles like Health and Human Sciences or Health and Human Services, reflecting clearer missions and more resonant language. Those that had not reoriented were often dismantled or absorbed. During that same period, our college added multiple accredited and health-aligned programs, launched experiential platforms such as Lacy’s Fresh Fare and Catering and developed new minors. We initiated the development of the Physician Assistant Studies program and began work on bachelor's degrees in Integrative Physiology and Public Health. In substance, we had evolved—but in name, we had not.

Yet institutional change is rarely without opposition. When the Faculty Advisory Council—a representative body of college faculty and staff that fosters two-way communication between college leadership and employees—first raised the idea of a college name change with then-Provost April Mason, the response was cautious. The primary concern? Alumni resistance. The underlying implication? That our legacy was fixed, immovable, and sacrosanct. But Dean John Buckwalter and the Faculty Advisory Council believed otherwise. They knew history is not a chain but a thread—one that can be woven into new patterns without losing its original fibers. Our alumni, they believed, were not brittle relics of the past but thoughtful stewards of the future. With reasoned explanation and compelling data, they would see that a strong college—articulately named—is not a betrayal of tradition but its continuation under modern terms. And given prior political threats of closure, such strength was not optional. It was existential.

In August 2017, the Faculty Advisory Council convened an all-college forum—an act of shared governance in its truest form. From this event came a series of roundtables, dialogues, and debates. Across all forums, two words kept rising: Health and Human Sciences. They were not imposed. They emerged—organically, repeatedly, undeniably—as the best distillation of who we are and what we do. And, in July 2018, the faculty- and staff voted—81.8% were in favor of change our name to Health & Human Sciences—a landslide in academic terms. The College Alumni Board and all three living former deans—Barbara Stowe, Carol Kellett, and Virginia Moxley—endorsed the change without reservation.

This was not a rebranding. This was a reclaiming of clarity. A reassertion of mission. A continuation of our history, with a new name to articulate who we are, and what we stand for more precisely. We joined institutions like Purdue, Baylor, and Colorado State—not in mimicry, but in alignment of who are discipline is today.

College Reorganization: 2022–2025

On February 4, 2022, K-State appointed a new president, Richard Linton, who brought fresh vision and energy to the university. He challenged each college to become a leader of change in order to meet the evolving demands of higher education. At the same time, the leadership of the College recognized that while the name had changed, the underlying organizational structures had not. Silos remained. Interdisciplinary collaboration was more an aspiration than a reality; it was time to do something different. A survey of faculty and staff was conducted and reorganizing academic units emerged as a top priority.

To help with the process of undertaking a reorganization at this level, an external consultant, Emergent Method, was hired to conduct a rigorous assessment—benchmarking peer institutions, gathering input, and facilitating honest conversation. The groundwork was laid in August and September 2023. A core team was formed. Departments and units were engaged directly. Listening sessions provided multiple opportunities for every faculty/staff member of the college to get their voices heard. These sessions revealed encouraging signs of progress, but also underscored the psychological toll of silos—the frustration, confusion, and lost potential they create. A college-wide survey further clarified areas where alignment was needed, as well as those where it was already beginning to take shape.

In November, Emergent Method synthesized this information into a set of viable models. These were not abstract visions—they were concrete frameworks aimed at making the College more coherent, more efficient, and more capable of fulfilling its mission. By December 2023, the College selected the new structure. It was approved by the Kansas Board of Regents in June 2024, for an official start date of July 1, 2025.

This reorganization aimed to reduce silos, enhance interdisciplinary collaboration, and better align with the college’s land-grant mission. It promotes financial efficiency by reducing administrative appointments and improves communication and decision-making. The logic was simple but profound: align the college’s internal order with the complexity of the world it seeks to address. That’s how you prepare students—not just to get jobs, but to take responsibility, to lead, and to build resilient communities.

School of Consumer Sciences

Mission: To transform lives through education, scholarship, and community engagement in consumer-focused business disciplines. We prepare learners for meaningful lives that have a sustainable impact on the well-being of individuals, families, and communities.

School of Human Sciences

Mission: To enhance quality of life through rigorous interdisciplinary research, evidence-based teaching, strategic community partnerships, and targeted prevention and intervention programs that address real-world challenges

School of Health Sciences

Mission: Empowering future health professionals, discovering new knowledge, and positively impacting lives.

A Strategic Planning Steering Committee was formed. Its mandate: to ground the College in reality—to listen, to learn, and to act. Desk research, market data, and direct feedback from students (our “learners,” in the language of today) helped surface key insights about the educational experience we offer. Listening sessions followed—organized by the newly established three-school structure. Voices from across the College, external stakeholders and alumni were not only heard but integrated into the process.

Leadership participated in a strategic planning retreat, not as a performative gesture, but as a genuine attempt to wrestle with the difficult questions: Who are we? What do we value? What will we become? Between April and August 2024, a draft plan was built—not haphazardly, but methodically—around clear priorities, measurable goals, and defined success metrics. It was reviewed thoroughly by the Steering Committee, CCOP, College leadership, and the University’s central administration. HHS was the first college to submit a polished plan. It was accepted without revision. Why? Because it was rigorous. It was grounded in our mission and oriented toward the future.

The result is more than a strategic plan—it is a call to purpose. It calls us to reclaim the best of our land-grant heritage, to educate the whole person, and to equip the next generation not merely with knowledge, but with character. That is what it means to be a next-generation college within a next-generation land-grant university.

Health and Human Sciences Strategic Initiatives

Priority #1: Operational Excellence

Marketing and branding
Position and equip people for success
Prioritize coordination and efficient resource utilization

Priority #2: External Engagement

Expand engagement with industry
Broaden the scope and depth of community engagement and outreach

Priority #3: Research and Scholarship

Maximize research productivity and impact through efficient processes
Support interdisciplinary research and scholarship
Invest in physical research environments, infrastructure and systems
Expand support and scale of learner research opportunities
Improve research visibility

Priority #4: Learner Success and Support

Expand educational access
Intentionally coordinate learner recruitment
Equip learners for success

Priority #5: Infrastructure

Improve current utilization of space and infrastructure
Initiate process for expanding available space