Discusses how governing boards can help their institutions weather the "double-whammy" of doing more with less: identify the institution's short-term and long-term challenges; refocus the institution's mission, planning, and programming; assess and integrate the institution's tuition, aid, and outreach strategies; redouble the…

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…

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)

Offers guidance for a college or university's investment committee on management of endowment funds. Considers traits of a good committee, the importance of long-term planning, the role of consultants, the important role of the committee chair, and the need to monitor professional managers' performance. (DB)

Urges college and university boards of trustees to plan carefully for major fund raising campaigns and offers a "Campaign Readiness Profile" which encourages evaluation of such factors as: giving by board members, the top 10 gifts, validity of the campaign's purpose, the institution's fund- raising history, the urgency of the appeal, fiscal…

Describes how to perform a strategic financial assessment to enable the board to understand the fundamental internal and external challenges and opportunities confronting the institution when decision making and strategic capital planning. (EV)

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…

Ten questions for college and university trustees to ask when considering policy concerning campus information technology are presented. They address short- and long-term planning for academic and administrative computing, continuity of funding, integration of existing information resources, faculty computer literacy, campus wiring, access to…

Discussion of endowment management for colleges and universities focuses on common endowment problems and common investment mistakes. Recommendations for boards of trustees include development or revision of written rules governing the structure of the investment committee; hiring or expanding investment staff and specialized consultants; and…

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…

In a campus crisis, while administrators address immediate needs, trustees must find a balance between involvement and oversight. Trustees should respond by developing a worst-case strategy; establishing early warning systems; defining "due diligence"; emphasizing candor and honesty; picking one spokesperson; protecting institutional privacy;…

Colleges and university administrations must recognize and accommodate change more quickly and efficiently if the institutions are to remain competitive. Trustees must examine the policies they create from this perspective, also keeping in focus the institution's mission, strategic direction, and future. Institutions need periodic professional…

College leaders make powerful statements about institutional values by the characteristics they measure and the activities they support. Trustees and presidents can focus on liberal arts goals by making sure students and parents understand what a liberal arts education represents; setting high academic standards; emphasizing teaching, learning,…

Fifteen reasons are offered for limiting the length of college trustees' terms. They focus on safeguarding integrity, fairness, enhancement of productivity and performance, increasing diversity of trustee qualifications and perspectives, limiting personal relationships between board members and staff, promotion of renewal and continuing trustee…

As distance learning brings changes to traditional higher-education institutions and creates new educational providers, the college or university governing board must reexamine issues of institutional purpose, quality, and finance. Outlines questions for boards to ask, and cites a study of current institutional response to trends in distance…