We’ve outlined three differentiated mental health crisis response models for college and universities, along with their respective benefits and challenges.
At EAB, we’ve deployed hundreds of campaigns to help our partners convert admits to enrollments. Here are three proven tactics we’ve learned along the way.
Today’s guests discuss reasons for the recent drop in community college enrollment and explore innovations happening across the two-year space.
As colleges and universities prepare for Spring semester, they must plan to continue employing the measures they diligently implemented in the Fall (e.g., enforcing masks, frequent testing, manual contact tracing) and work to strengthen their COVID-19 containment strategy in any way possible. Exposure notification apps – mobile apps that notify users of their exposure to other users who have tested positive for COVID-19 – can prove a valuable addition to any institution’s COVID-19 containment strategy.
Here are five recommendations on how to create urgency around FAFSA application submissions.
Some campus leaders are reframing the campus safety conversation around community needs in order to take a more holistic campus safety approach.
See three principles to consider when developing new programs or reformatting existing programs to appeal to today’s professionals.
With vaccines in distribution in 2021, however, leaders can now revisit transformed international partnership opportunities to expand their research portfolio and grow globally. Here are three early impacts COVID-19 has had on research partnerships—and what universities can do now to be among the first to take advantage of new arrangements.
Just a couple weeks ago, we introduced the enhancements we’re making to position your enrollment team for sustained success—regardless of what the next year holds. Here are just some of the innovations we’re bringing to our Enrollment Services partners in 2021.
While interest in M&A has spiked, many leaders remain uncertain about how it might fit into their institutional strategy. Part of this stems from stakeholder misconceptions of M&A in higher ed: Board members, for example, may have experience with M&A in other industries but fail to recognize regulatory and cultural factors that make it difficult to apply corporate best practices in a higher education context. Meanwhile, other institutional stakeholders may misinterpret media narratives around M&As in higher ed, leading to overstated expectations around the ease, likelihood, or impact of a potential transaction