This is Part 2 of Dr. Leroy Nunery’s blog series, a Q&A discussion on Higher Education. You can read Part 1 by clicking here. ESI is using April to highlight our work with higher education institutions. We value and take great pride in our work with colleges and universities. We are currently doing studies for schools in California, Georgia, Illinois, Louisiana, New Jersey, Pennsylvania, South Carolina, Tennessee, and Wisconsin. Stay tuned and keep checking back on our website and social media for updates! To learn more about our capabilities with colleges and universities, please click here.
How should institutions think about a China strategy?
LN: I wrote for ESI’s blog back in July 2018 entitled, “ A Close Look At China’s National Education Strategy”. In short, China’s higher educational strategy is anchored on developing multiple “world-class” institutions that will turn out professionals, technicians, and scholars to meet the demand of the government and the Party. Just like the “One Silk Road” initiatives for transportation and commerce, I found an intentional and policy-driven approach which we lack in the United States, highlighted by establishing kindergarten-Adult feeder systems which identify which skills and knowledge is essential to the country’s forward strategy. Partnerships like those between University of Pennsylvania’s Graduate School of Education and Beijing University’ School of Education will continue to be productive, and those institutions which have articulation agreements like Penn’s should enjoy long-term benefits, such as the exchange of faculty and students. Imagine if U.S. institutions were to collaborate to build out similar pathways?
What are some good examples of institutions that are participating in or even leading the effort to make their regions more competitive and equitable?
LN: For the last several years, Washington University in St. Louis has been playing a dominant role in the resurgence of St. Louis as a regional hub. It’s hard to imagine any serious conversation about the city’s transformation without the University being directly involved. As a member of the university’s National Council of Gephardt Institute Of Civic and Community Engagement, I am in regular conversation about how the institution’s level of engagement—particularly in real estate, retail development, research, civic matters—can be a fulcrum for change.
LN: Here are some great examples from David Maurrasse, Ph.D., Founder& President of Marga Incorporated. Dr. Maurrasse leads a group of “Anchor Institutions” which regularly examines these issues:
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- Public libraries as anchor institutions in smart communities: Current practices and future development
- Defining University Anchor Institution Strategies: Comparing Theory to Practice
- Tenants’ Right to Counsel on the Move, Next Stop Newark
- New initiative to boost middle class in Dane County announces finalists
- Modernizing Procurement with a Reliable Team at the University of Saskatchewan
- Gown, Town, and Neighborhood Change: An Examination of Urban Neighborhoods with University Revitalization Efforts
- Community Benefit – Making The Most of Community Benefit Dollars
- Philadelphia Launches Push to Get Hospitals and Universities to Buy Local
- Opportunities for Transformative Placemaking
- The Opportunity Zone Firehouse
- What CEOs Can Learn from University Presidents
- From Transactions to Transformation: How Cities Can Maximize Opportunity Zones
What’s a wonky thing that plagues universities in terms of financial management, institutional operations, or organizational structure, that you want to identify and elaborate on?
LN: When I worked at Penn (1999 – 2005, Vice President of Business Services), I was in the thick of contracts, privatization, etc. and it always amazed me how long it took to get anything done. As one professor told me, “Lee, you think in terms of minutes, and we (faculty) think in terms of eons”. That one statement stuck with me, highlighting how challenging it would be to make any type of meaningful change, relegating an administrator to be reactive and not proactive. The decision-making processes often lead to inherent inefficiencies and incoherencies within the higher educational ecosystem, which of course, ultimately results in higher costs. Will this ever be resolved? I guess we’ll know in a few eons.
Dr. Leroy D. Nunery II is a senior advisor with Econsult Solutions and is Founder and Principal of PlūsUltré LLC, a boutique advisory and consulting company started in 2007 whose mantra of “Inspiration, Imagination, and Innovation” reflects its approach to enhancing the strategic and operational capacities of educational, non-profit, and entrepreneurial entities. Dr. Nunery is an Adjunct Instructor for Fels Institute of Government at the University of Pennsylvania.