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Today’s K-12 students experiencing "coronavirus slide” are tomorrow’s rising college students, who will require more support to be successful once they arrive on college campuses or log in to their first virtual orientation session. While the education sector’s disjointed ecosystem has long created roadblocks for students, COVID-19 and its impact on learning loss highlights an urgent need to reform developmental education now to best support learning for incoming students and improve equity in student success.

The drumbeat of US vs. China sentiment in Washington DC has grown stronger, giving way to new policies and positions that will negatively impact US research universities. Some of these dustups make national news, but given the whirlwind of information related to COVID, it is easy to lose track of what is happening on a global scale. This write up summarizes stories relevant to university research leaders monitoring how the federal government is responding to foreign interference and global research partnerships.

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Research offices today must address unpredictable funding shifts, complex regulations, and increased competition from other schools for grant funding. These challenges expand and diversify the scope of a research office’s work. To tackle these diverse challenges and improve university research functionality, leaders often look to optimize the organizational structure of their office. A smart organizational structure will help offices streamline processes, improve communication, and designate activity ownership.

As university leaders strive to build organisations with greater technological dexterity, many have taken the critical first step of creating a digital strategy. A digital strategy should be a dynamic document, evolving over time and prompting the adoption of new tools and ways of working in responding to student and staff needs. Of course, that’s often easier said than done. To ensure your entire campus community is involved in and guided by your digital strategy, you must build a common framework for understanding digital tools and concepts—also known as digital literacy.

Eighteen months. Forty-seven committee meetings. Three and a half years. When we ask partners how long it takes to create a strategic plan on campus, the responses typically converge on a single theme: too long. And yet chances are, it took a mere matter of weeks for the COVID-19 pandemic to throw a major wrench in these carefully laid plans. And with uncertainty only growing around the future of the sector, the relevance of our pre-COVID plans is fast fading. However, we can’t afford to wait another year before finalizing and implementing bold strategic moves. In fact, revisiting and revising institutional strategy now is perhaps the most important step in ensuring long-term sustainability for our institutions.

Given the complexity of de-densifying campus, complying with health regulations, and reducing the risk of infections, SFOs continue to play a critical role in the university’s response. However, Facilities leaders are struggling to communicate key messages about repopulating campus to other leaders. To support repopulation conversations, this article captures five messages every Facilities leader needs the rest of campus to understand.

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