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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.
On December 21, 2020, Congress finalized a new stimulus package and federal budget in the Consolidated Appropriations Act of 2021 to provide another round of relief to the US economy. While this latest relief package is far smaller and later than many of us would have hoped for, higher education leaders can expect some additional federal assistance to start 2021.
Learn how your campus’s complicated technology infrastructure may be holding back strategic analytics efforts.
Use this toolkit to better understand the benefits and drawbacks of various models of joint- and multi-campus academic programs and identify strategies to overcome challenges in developing new programs.
Get communication strategies to socialize campus stakeholders to costs and operations, answering: Why do Facilities services cost so much?
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.