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…

A Dartmouth University professor puts the tasks that all organizations must perform into three boxes: (1) a box containing those things an institution does to make its core business as excellent as possible; (2) a box of "selective forgetting" for eliminating activities no longer productive or useful; and (3) a box of innovation for selective…

Recent political and economic trends pose a challenge to developing effective leadership capacity to guide public universities to the achievement of statewide goals. However, the increasingly complex political and economic contexts across the nation are making it difficult to develop such leadership capacity. The authors argue that it is important…

The strategic plan represents an institution's top priorities. Yet colleges commonly set aside financial resources to pursue them only after investing in maintaining the status quo. When building a budget, boards should focus on putting institutional assets at the center of the process and aligning fiscal decisions with their college's mission and…

Many small colleges are struggling and should remember that denial is not prevention. Technology is providing new ways for students to get degrees without being a resident on a campus, accrediting agencies are increasing their demands for evidence that students are learning, and the costs for operating an institution (such as utilities and…

What should boards be concerned about in 2012? What new issues--or old aspects of new issues--are on the horizon that boards should be addressing? What crucial topics should be on their agendas? Nine people who have years of broad and varied experience in higher education and its governance were asked for their views. As members of the AGB…

Service on a college or university board of trustees has always been an honor, and still is. It has always entailed significant responsibilities, and still does. At a time of rising expectations and diminishing resources, of profound demographic and cultural change, of global opportunities and global competition, trustees are called to think…

Public-private partnerships aren't new in higher education. But, in 2012, some especially compelling financial reasons accelerated development of public-private partnerships between public universities and private entities in their communities. Public institutions have never been under more pressure to find alternative sources of revenue to help…

Presidents and boards deal with great uncertainty all the time. Today, however, many of them also face a troubling certainty: Business as usual is the road to failure. The trend lines of revenue and expense, once aided by marginal income from growing enrollments, once amenable to marginal annual balancing tweaks, and once cushioned by reserves,…

With all the trials and tribulations, the job of a university president is one of the most rewarding. Yet, like every other aspect of society, the academic presidency has changed over the last several decades. A surprise turn of events gave the author an opportunity to reflect on the "then and now" question. Having served as president of…

When the author became president of Wheelock College in Boston in 2004, she asked the trustees and the entire campus community to engage in an innovative strategic planning and visioning process. The goal was to achieve consensus on a strategic vision for the future of Wheelock College by the end of her first year. This article discusses how…

Colleges must manage all types of risks on their campuses every day, and none should be of greater concern than those involving students. With students at the core of their mission, higher-education institutions should minimize any risks related to student safety and satisfaction, and governing boards should establish effective policies to support…

As the United States moves toward becoming a "minority-majority" country, what more can--and should--college presidents and governing boards do to provide low-income students and students of color with a pipeline to high-quality education? Ongoing discourse about shifting demographics locally and nationally must be built into…

Describes development and implementation of a four- page strategic plan at Colby-Sawyer College (New Hampshire). Notes initial small group meetings of faculty and staff to identify strengths, weaknesses, opportunities, and threats. Explains the resulting plan's format which is organized around eight critical areas, three institutional goals, and…

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…