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President turnover is a major problem for higher ed leadership, with the average tenure of leaders serving in this capacity at one institution declining sharply from 10 years to a shocking 3.7 Meanwhile, big-time intercollegiate athletic programs are forcing presidents to cobble together money to keep these expensive enterprises afloat.
In 2002, she joined the TFA staff as Vice President of New Site Development, growing the organization’s presence in Miami and Philadelphia, and doubling its presence in New York City. In 2005, she became the Chief People Officer, overseeing staff growth from 200 to over 2500 staff members.
The implications of the work she does are far-reaching, delivering the best outcomes for citizens across education, health, human services, defense, transport and infrastructure, and central agencies. But of course, there’s also the pieces around data analytics that can be applied to the way the universities run themselves.
This advice is critical, regardless of whether you’ve been a president or chancellor before. This is probably one of, if not the most critical, relationship a universitypresident can have. Both institutions are part of the City University of New York. Every campus is different.
Inclusive Excellence in Our Universities As the leader of a highly regarded public research university, President Sheares Ashby recognizes her role as a pathfinder for higher education: "Trying to help define and move forward inclusive excellence is everything for me. That's the core value, I think."
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