Kylie Rowe

This week, the Open Educational Resource Unit in the Division of Educational Ventures is celebrating Open Education Week. This new Oregon State survey shows exactly why affordability needs to stay at the center of our work. In a survey of 690 Oregon State students, 69% said they were worried about affording their course materials. That’s a striking number. We also asked students about the strategies they use when costs become a barrier. Their responses tell an important story about access, equity and the impact of rising costs. I encourage you to explore the survey findings: https://lnkd.in/g5VP-cac #OER #Affordability #HigherEducation

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Effective grant management requires clear tracking, accurate reporting, and timely documentation. This tutorial provides structured, step-by-step guidance for subgrantees on navigating the Accountability Lab’s Grants Management System (GMS) to support efficient subgrant implementation and compliance with reporting requirements. The tutorial covers: • Accessing and navigating the GMS dashboard • Reviewing grant and program details • Tracking deliverables and milestones • Submitting financial and monitoring reports • Managing grant-related files and templates This resource supports standardized reporting, strengthened monitoring processes, and improved grant management practices throughout the project lifecycle.

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Change Levers #5: Here is the fifth installment of my posts on change levers from the Change Leadership Toolkit. One of the largest buckets of change levers includes Fiscal, Physical and Technological Resources that you have at your institution. Not only is it the largest, but it is also one of the most strategic as it gets right to the heart of systemic change - the infrastsructure and systems that make a university run. This group of levers also reminds me of the Structural Frame in Bolman and Deal's Reframing Organizations (2013). Love the four frames! It is potentially very powerful, but can also be the source of much change angst if not wielded strategically. For example, if you mount a huge change initiative without any resources, it will likely fail and create a great deal of anxiety, mistrust and stress that you will have to overcome in future efforts. Of course, money is the most obvious lever in this group. And, lately, it seems like everyone is trying to deal with a budget deficit so it is also a driver for change. Yet, it takes resources to make change happen and, probably most importantly, to institutionalize and sustain the change over the long term. Here are some ways you can more strategically use money to create change in a tight budget environment: audit current spending to find pockets of underutlilized resources, reallocate existing resources from low priority programs or initiatives, use a phased implementation plan to spread costs over multiple years, identify ways units can share costs for common processes. Of course external funding is always helpful, however that is less and less of an option these days, so looking inward may be the best place (and most difficult) to find the resources you need. Space analyses to indentify underutilized spaces, buildings or even properties that you can leverage is also helpful. For example, find a confernece room you can turn into a change team room to post timelines on the walls, hold team meetings, and track progress. And, technology should be on the top of your lever list. How might you use the technology platforms you already have or how might you use AI in helping you build change plans, think through implementation strategies, incorporiate stakeholder input and make adjustments needed for success. There is alot more to this category of levers, but I hope you will explore it more by reading the CLT and spending some time with colleagues thinking through the options you have at your disposal! https://lnkd.in/gFDms3UY

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Leadership starts earlier than we think. This is such a powerful reminder that civic engagement, and confidence are built young. If we want stronger leaders tomorrow, we have to invest in them today. ✨

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"The Deliverable Deadlock: How to Create Collaborative Consulting Engagements" tackles a familiar scenario in higher ed: hiring consultants who deliver impressive reports that ultimately collect dust on shelves, with little transformative impact. Brian's research uncovers why this happens: institutions and consultants get trapped in transactional relationships instead of moving toward integrative or transformational collaboration. The article offers practical solutions for both sides: For higher ed leaders: * Build internal structures like transformation teams * Choose partners committed to co-creation For consultants: * Offer flexible engagement models * Lead with collaborative methodologies * Position as thought partners, not just service providers If you've ever experienced the frustration of consulting engagements that fail to create sustainable change, this is a must-read for breaking free from the "deliverable deadlock." Check it out here: https://lnkd.in/eAcs3CZw #HigherEducation #Consulting #Collaboration #HigherEdTransformation #EDUCAUSE Brian Fleming, Ed.D

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