DRIVING INNOVATION

Excellence in Leadership,
Science and Education

Great things are done by a series of small things.

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Ricardo Azziz has held numerous executive positions in higher education and led the merger that resulted in Georgia Regents University, now Augusta University. He is principal at Strategic Partnerships in Higher Education Consulting Group.

This op-ed series offers insight from an expert who’s led a college merger and specializes in higher education partnerships.

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Dr. Ricardo Azziz is an internationally recognized physician, scientist, and executive. Dr. Azziz’s biomedical research focuses on the study of androgen excess disorders. He has published over 500 original peer-reviewed articles, book chapters, and reviews. He serves as Chief Science and Strategy Officer for The Lundquist Institute for Biomedical Innovation at Harbor-UCLA Medical Center.

He previously served as Deputy Director, Clinical & Translational Sciences Institute and Assistant Dean, Clinical and Translational Sciences at UCLA; Director, Center for Androgen-Related Disorders at Cedars-Sinai Medical Center, Los Angeles; and founder and Executive Director/Senior Executive Director, Androgen Excess & PCOS Society.

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When Covid-19 first tore through the nation, hundreds of college presidents sent students home, looked across their empty campuses and wondered how they were going to pay their bills.

Northeastern University President Joseph Aoun saw an opportunity. On May 15, 2020, he called six senior managers to his office. “Colleges and universities will be challenged,” he told his cabinet, he recalls. “This may be the time to start looking at mergers and partnerships.”

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Recent data on the viability of colleges is sobering. A September 2015 Moody’s Investor Service report highlights a persistent inability among small colleges to increase revenue, which could lead to as many as 15 institutions closing for good by 2017, well up from the usual rate of five annually. The main threat for many small colleges, defined by Moody’s as private colleges with operating revenue below $100 million and public colleges below $200 million, is declining enrollment. In fact, 72 institutions have shut down since 2007, 86% with enrollments less than 1,000.


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Recent data on the viability of colleges is sobering. A September 2015 Moody’s Investor Service report highlights a persistent inability among small colleges to increase revenue, which could lead to as many as 15 institutions closing for good by 2017, well up from the usual rate of five annually. The main threat for many small colleges, defined by Moody’s as private colleges with operating revenue below $100 million and public colleges below $200 million, is declining enrollment. In fact, 72 institutions have shut down since 2007, 86% with enrollments less than 1,000.


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Philanthropy and community service are integral parts of metro Birmingham’s business community.

The region’s numerous charitable organizations and foundations play a major role in the local economy – working on issues like health care, education, workforce development and other initiatives that have a significant connection to the quality of life in Birmingham.

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