Dormitories, student centers, lecture halls, laboratories, athletic facilities, quads--just try to imagine a residential campus without them. Impossible. They are among its most important assets. As fiduciaries, boards must ensure that those assets are protected and enhanced over time. But how to do so effectively when growing internal and…

Five college and university board chairs discuss briefly the two most important strategic goals they have set for their institutions, and how they ensure that the board addresses issues and priorities in the context of those goals. Institutions represented include Alma College (Michigan), the Montana University system, Maricopa Community College…

College and university fund raising must be need-driven rather than donor-driven, capable of providing operating budget relief, and integrated with the institution's vision. Priority needs must be developed into a concise list of gift opportunities that, when funded, will clearly advance the institutional plan. Need-driven investments, not…

Before college and university leaders rush to capitalize on distance education, they should be aware that the boom may not last. Although distance education is an attractive option in light of demographic shifts, it is costly and demands may change substantially. An institution's overall technology plan should include a business plan, curriculum…

Three former senior academic officers, all later to become college presidents, offer best practices for governing board members and chief academic officers (CAOs) on participatory governance, strategic resource planning, and relationships among the CAO, the trustees, and the president. Topics addressed include an effective institutional governance…

The history and strategy behind the Muskingum College (Ohio) decision to reduce tuition by one-third are explained. The policy was adopted as part of a strategic plan to increase enrollment, improve entering students' test scores, boost student diversity, and slow the increase in the percentage of institutional budget earmarked for student…

Governing boards should ask seven questions when a plan fails: where did the plan break down? who was responsible for the plan? were adequate resources available? were goals clear and specific? was the solution appropriate and adequate? were barriers allowed to derail the plan? were key players involved in planning? (MSE)

College/university trustees must constantly remind themselves that each resource decision, either near or long term, is connected directly to institutional mission. Annual measures cover too short a time period, and a balanced budget is irrelevant if institutional leaders do not understand mission and future needs. Changing demographics, public…

Many colleges address complex problems with a single "silver bullet" strategy. Because value shifts according to the consumer's situation or goal, private colleges should become more aware of their "situational value" and exploit it. This requires an understanding of how students choose colleges. In contrast, popular silver bullets target…

A college governing board can become more directive without resorting to micromanagement. This requires a strategic plan providing focus and direction, a disciplined monitoring of the plan, a close working relationship between trustee committee chairs and administrative counterparts, and an atmosphere encouraging trustees to ask the right…

Cost control in higher education is hampered by the failure of governing boards to focus on the value and quality of academic programs, and barriers to board priority-setting are significant. However, boards must understand the need for reform, identify responsible administrative leadership, reaffirm institutional mission, define what constitutes…

Promotional marketing can deliver significant benefits to colleges and universities willing to modify traditional practices to build awareness and recruit students. Emerging college marketing practices focus on service, rely on friends to disseminate information, maximize technology, simplify the message, and are based on knowledge of the…

Presents an approach for governing boards to take in choosing a new college president. Focuses on the administrative and leadership competencies a president needs to perform the job well. Describes specific characteristics and abilities. A step-by-step competency-based method for selecting a president is outlined, and a format for assessing a…

Community colleges should carefully assess their role in the nation's economic development and consider redefining their missions to reflect labor force development needs faced by society. Joining forces with business and industry and working more closely with government-driven training programs may provide new resources to support the entire…

Despite a trend in successful endowment investment, college governing boards must carefully monitor the institution's endowment spending rate and not treat the endowment as a rainy-day fund. Shrinking endowments leave institutions financially vulnerable; administrators must be required to demonstrate how short-term excess draws on endowment will…