Pivoting resources to respond to change, such as the COVID-19 pandemic, is essential for today’s higher education institutions. Not only must your institution shift funding quickly, but it must also continue to plan and allocate resources for the future.

Below, we share a few considerations as your institution reevaluates resources to meet the needs to students and faculty during this challenging time.

The COVID-19 pandemic has palpably reshaped lives and businesses. Higher education, in particular, has found itself pivoting rapidly to ensure safety, adjust myriad processes, maintain academic rigor, drive administrative productivity, and keep institutions on mission.

Developing or updating a strategic plan for an institution of higher education is a substantial endeavor. Engaging colleagues in committee and subcommittee meetings, discussing the future direction of the institution, and coming to a consensus on goals to guide the institution for the life of the plan: these considerations are at the heart of the collaborative process that is strategic planning in higher education.

In our last post, we talked about what the seven accreditation regions in the U.S. have in common in terms of their standards regarding institutional effectiveness. Now let’s talk about the differences in how the regions address institutional effectiveness.

I had the opportunity to present a webinar to the members of OCAIR (Overseas Chinese Association for Institutional Research, https://ocair.org/). The topic was “Institutional Effectiveness in Higher Education: A Nationwide Perspective”. In the webinar, I compared and contrasted how institutional effectiveness is discussed in the standards and principles of the seven regional accrediting agencies in the United States.