Colleges and universities, like corporations and other nonprofit organizations, are subject to periodic fluctuations in the economy and public support. Thus, the question is not whether they will confront financial problems but rather when and how. This article describes how institutions and boards can detect budgets in crisis, provides principles…

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…

Encourages college and university boards of trustees to plan for a recession despite the current flourishing economy and positive campus finances. Analyzes effects of recessions on tuition and discusses the need for each state to address its long-term structural deficits. Urges the creation of reserves and moderation of spending growth. (DB)

Traditionally, new board members have taken up roles that were established and well-defined long ago. But globalization swiftly and utterly changed that mindset. Institutions now are directly affected by events occurring thousands of miles away, and it is no longer possible to rely solely on long-standing, accepted board practices to provide good…

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…

As campuses grow, they have become more confusing, unwieldy, and expensive. Colleges may have to forfeit a physical face and space for every function of the institution. A unique planning challenge is the interface between physical and virtual realms. As institutions go increasingly online, physical space can be freed for collegial encounters and…

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…

Offers contrasting views on whether the federal government's scheduled repeal of the estate tax will crimp charitable giving to higher education. (EV)

Suggests that proposed legislation to completely eliminate inheritance taxes is a radical idea that would have major negative effects on endowments of the nation's cultural institutions, including colleges/universities, hospitals, libraries, research centers, performing arts institutions, and major foundations. Urges maintaining inheritance taxes…

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…

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…

An individual describes and discusses seven stages of giving through which he and his wife have passed, and two additional stages they are contemplating. They include: minimal response; involvement and interest; as much as possible; maximum allowable; beyond the maximum; percentage of wealth; capping wealth; reducing the cap; and bequests. (MSE)

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…