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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.

Universities across the globe have collaborated for decades to increase student mobility, expand research impact, and solve global challenges. However, as the number and complexity of these collaborations have increased, so have the number of parties involved. This often this leads to a proliferation of MOU’s with little coordination or strategic oversight. Institutions are unaware of the full scope of collaborations, potential risks, and opportunities for growth. To help minimize risk and maximize the impact of their global partnerships, institutions are increasingly turning to a centralized, international strategy champion to advance their collaborations.

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On May 11th, the US Department of Education (ED) published their long-awaited funding allocations and guidance around the $39.6B allocated to the Higher Education Emergency Relief Fund (HEERF III) in the American Rescue Plan. ED’s new guidance builds upon their March 19th updated interpretation for HEERF II uses and lost revenue reimbursement.

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.

Universities across the globe have collaborated for decades to increase student mobility, expand research impact, and solve global challenges. However, as the number and complexity of these collaborations have increased, so have the number of parties involved. This often this leads to a proliferation of MOU’s with little coordination or strategic oversight. Institutions are unaware of the full scope of collaborations, potential risks, and opportunities for growth. To help minimize risk and maximize the impact of their global partnerships, institutions are increasingly turning to a centralized, international strategy champion to advance their collaborations.

To discuss this changing role and offer a look at one chief of staff’s practitioner experience, EAB hosted a working session on “The Chief of Staff’s Role in Government Relations and Strategic Partnerships” featuring an interview and Q&A with Ryan DeBoef, Chief of Staff and Assistant to the President for Governmental Relations at Missouri State University.

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