Tools and Toolkits

To aid boards and other administrators who want to look more closely at ways to move forward on diversity and equity issues, some sample case studies have been drafted to look at actions possible in particular campus or foundation situations. …

To aid boards and other administrators who want to look more closely at ways to move forward on diversity and equity issues, some sample case studies have been drafted to look at actions possible in particular campus or foundation situations. …

The AGB Board Performance Survey provides a standard question set that you can distribute to your board and collect on your own. AGB recommends using the Board Performance Survey annually for a basic understanding of board alignment around your strategic …

A new or future foundation CEO may be responsible for oversight of a wide range of functions including fundraising, alumni relations, endowment management, real estate initiatives, public-private partnerships, and marketing and communications.

A new CEO brings new leadership and management styles that can generate discomfort or anxiety for employees and institution partners. A new leadership role can be particularly challenging for foundation CEOs who often rely on the support of institution as …

The idea of the “first 100 days” as a critical period in laying the foundation for a new leader’s tenure dates back to Franklin D. Roosevelt, who conducted a radio address at the end of the third month of his …

AGB Board of Directors’ Statement on Conflict of Interest with Guidelines on Compelling Benefit AGB This statement, drafted with input from higher education leaders, recommended 12 principles to inform board decisions and discussion on conflict of interest. The companion “Guidelines on Compelling …

While seasoned advancement professionals are likely familiar with working with a president or other CEO, they may never have reported to a board or been responsible for supporting a board in fulfilling its fiduciary and oversight responsibilities. They also may …

To serve as effective fiduciaries, governing board members must put the best interests of the institution first, to ensure its mission fulfillment and long-term sustainability. While they must be open and listen to a wide range of viewpoints and approaches …

Appointing qualified, informed board members who understand and embrace fiduciary duties and governance leading practices is imperative. This checklist, adapted from the Minnesota Regents Candidate Advisory Council, outlines the capabilities and accountabilities appointees should embody.