The November/December 2010 issue of Trusteeship explores managing higher education governance in an age when change happens quickly, increasing the need for institutions to have a strong understanding of the challenges that can impact their current and future student body. In the cover story, Charles B. Reed explores the importance of collaborating with K-12 schools to cultivate a student body that is able to handle the academic challenges of college. Articles "Navigating the Complex World of Financial Aid" and "Students and Risk: Eight Critical Areas" further explore the safety and monetary dangers students face after enrollment. Looking to the future, "The Changing Demands of Presidential Leadership" and "On Track for the Future: A Case Study in Strategic Finance" present the ways governance has changed over time and how to prepare for a successful new year.
If institutions are to enroll college-ready students--and if our nation is to meet its higher-education goals-- it is crucial for them to collaborate with K-12 schools. Boards must lead the way.
Financial-aid policies and practices are under increasing public scrutiny. To ask the right questions, boards need to understand the basicas of how financial aid works and the impact it has on both students and their institutions.
Students are central to the mission of colleges and universities and can also present some of the greatest institutional risks. Putting in place the right policies can help keep studetns safe and satisfied and, in the process, also help the institution avoid legal claims.
With rapid advances in digital communication, a prolonged economic downturn, and other challenges, the role of the presidnt has evolved. The stakes of presidential leadership are higher, and the board's responsibility to nurture presidents has grown as well.
Scott R. Schulick and Cynthia E. Anderson
Creating a path to a successful future requires starting with an institutional target in mind; identifying realistic sources of financial support; aligning resources, activities, priorities, and decisions; and engagig all levels of the institution.
There can be little doubt that the most effective boards will have a broad mix of members who collectively provide the institution with the best support and direction possible.
Knowing in advance the ground rules of privilege can help reduce inadvertent disclosures. Attorney-client privilege does not arise from any particular law and has no exact definition.
The good news is that presidents and governing boards can take some positive steps to stabilize and incrementally improve their credit ratings.
Board engagement has been a hot topic lately because the job is tougher and more time consuming than it once was. Take advantage of these times to help your institution effectively and efficiently sustain its sound programs and become even stronger.
Some regulations currently under consideration raise a broader and more basic concern: They may change the fundamental relationship between the federal government and institutions.
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