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We identified three main ways higher ed job descriptions fall short compared to out-of-sector competitors.
A public university has two major operating revenues, if one of them doesn’t increase over time……well you get it. Budgets have been, and always will be in my experience, “tight.” It makes it difficult to gain approval of expenditures that are perceived to not be in the “here and now.” With this knowledge and having worked the duration of my career in my university’s finance division, naturally one of my first thoughts when evaluating a project of any kind is value proposition……does it work financially?
The 18 fellows in the 2020 Rising Higher Education Leaders Fellowship cohort tackled a wide range of issues in their capstone projects, reflecting the diversity of institutions and professional experiences of the participants. Several fellows deeply examined student success at their institutions, specifically focusing on equity issues. Others made recommendations for improving campus sustainability, building stronger online programs, and adjusting graduate tuition rates.
Impact of Biden’s “Made in All of America” plan on higher education economic recovery and development efforts
One of President-elect Biden’s most prominent campaign platforms was his “Made in All of America” plan—an economic plan that restores the emphasis on manufacturing while better incorporating new high-tech and advanced processes...Within each line of effort is a signal of opportunity for higher education institutions to better position themselves to receive federal funding. But to achieve this, institutions will have to rethink, sharpen, and execute on their economic recovery and development efforts.
Certificates, badges, stackable master’s degrees, and other short-format credentials appear to be a big countercyclical enrollment opportunity for universities. We've outlined six insights on the market realities and challenges of launching certificate programs.
Advancement leaders have honed the skills necessary to attract top talent and close transformative principal gifts. Today, they can leverage those strengths to create a more diverse, equitable division and marshal resources for DEIJ on campus.
Higher education finance leaders must prepare their institutions to effectively respond to external threats and market pressures. EAB has identified five characteristics—or hallmarks—of higher education’s most strategic finance functions.
In order to demonstrate the value of shared services and identify areas for improvement, administrative leaders must continually monitor shared services performance. However, institutions historically lack mechanisms for selecting and tracking core performance metrics, and often they are unsure how to begin organizing and evaluating data, even when it does exist.
Administrative staff who remain in units and those who transition to the shared services center may feel equally anxious about stepping into the unknown. Uncertainty about changing roles and responsibilities can minimize buy-in and spark damaging rumors about what is waiting at the other side of implementation.
Engage shared services customers in the conversation around service expectations and ongoing performance
Faculty often equate physical proximity of support staff with service quality. Consequently, they fear that “distant” shared services will prioritize central projects, controls, and costs over academic unit needs.