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Without buy-in and engagement from each department, your campus-wide student success initiatives can't reach their full potential.
It's up to college presidents to educate the public on the realities of campus spending and funding.
The Higher Education Strategy Forum hosted five virtual working sessions for presidential chiefs of staff and other strategic deputies representing 45 institutions across the United States and Canada. These working sessions gave us unique insight into what’s on the minds of presidents, cabinets, and boards as the COVID-19 crisis has unfolded.
No matter a higher education institution’s objective, inevitably it’s silos that seem to get in the way of strategic thinking and planning. In the brief, you will find five silo threats outlined, as well as representative prompts and questions for executive team reflection and cabinet conversation.
While federal financial assistance provides some welcomed relief, CARES funds alone will not eliminate the need to reduce costs. EAB will continue to monitor this space closely to keep college and university leaders informed on federal actions that may affect higher education.
Congress passed the Coronavirus Aid, Relief, and Economic Security Act, or “CARES Act,” a relief bill to support businesses and individuals affected by the COVID-19 pandemic. Join a panel of EAB experts as we unpack the CARES Act’s impact on higher education.
We conducted research interviews with many of the leaders involved with Northern Virginia’s winning bid for Amazon HQ2 and walked away with these three lessons for higher ed strategy leaders.
CBOs are struggling to make revenue assumptions for FY21. Here’s what we learned from a group of them.
Universities are struggling to create and adapt budgets for the upcoming fiscal year because of the uncertainty caused by COVID-19. Read the key takeaways from our conversations with CBOs on this topic.
At a time when large scale, and potentially disruptive, changes are needed for higher education’s COVID-19 response and strategy, it’s especially critical that leaders are able to avoid these psychological pitfalls to make the right decisions. Here’s how you can identify and redirect three common crisis thinking patterns that can obstruct effective recovery and response.