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1. Clemson University Balances Growth with Focus (EJ806371)
Author(s):
Fain, Paul
Source:
Chronicle of Higher Education, v54 n46 pA1 Jul 2008
Pub Date:
2008-07-25
Pub Type(s):
Journal Articles; Reports - Descriptive
Peer-Reviewed:
No
Descriptors: Higher Education; Research Universities; Public Colleges; College Administration; School Culture; Organizational Change
Abstract: Colleges are fond of issuing proclamations filled with ambitious goals. So Clemson University was hardly charting new territory in 2001 when its Board of Trustees endorsed 27 goals to make it a top-20 public research university. Less than two years later, Clemson achieved one of those benchmarks by exceeding $100-million per year in research sponsored by outside sources. Then something strange happened. Instead of giddily setting another, bigger research target, the university considered slowing down. While $200-million in annual research was achievable, the board and James F. Barker, Clemson's president, decided on $150-million. Clemson's cautious approach is certainly rare, and maybe even provocative, given higher education's fever for unchecked growth. In this article, the author discusses how Clemson bucks the trend among big universities to expand in any direction in search of more revenue, instead staying true to its agricultural roots. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
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2. Why Colleges Can't Shake the Feds (EJ805407)
Chronicle of Higher Education, v54 n13 pA3 Jul 2008
2008-07-04
Descriptors: Endowment Funds; Tuition; Educational Finance; Higher Education; Legislators; Politics of Education
Abstract: This article reports that Congress is cranky about how colleges spend money. Over the last three years, regulation-minded lawmakers have investigated university endowments, intercollegiate athletics, and presidential pay, but that grilling has largely ceased. A presidential election has dulled legislative ambitions, and Congress has its hands full trying to renew the Higher Education Act. Senator Max S. Baucus, a Montana Democrat who is the Finance Committee's chairman, has publicly supported Senator Charles E. Grassley's efforts, and other Democrats have gotten into the action as well. Rep. Peter Welch, a Vermont Democrat, introduced a successful amendment to the Higher Education Act that would require colleges to report on how much of their endowments are spent each year on student aid. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
3. College Presidents Take on 21 (EJ812076)
Chronicle of Higher Education, v55 n2 pA4 Sep 2008
2008-09-05
Descriptors: Drinking; News Reporting; College Presidents; Age; Criticism; Laws; Administrator Attitudes
Abstract: College presidents have long gotten flak for refusing to take controversial stands on national issues. A large group of presidents opened an emotionally charged national debate on the drinking age. In doing so, they triggered an avalanche of news-media coverage and a fierce backlash. While the criticism may sting, the prime-time fracas may help elevate the role of college presidents as public figures. This article reports that the uproar began when 100 college chief executives, including those at several prominent institutions, joined a "rethink the drinking age" campaign. The nascent effort, dubbed the Amethyst Initiative, seeks an "informed and dispassionate" debate over the effects of setting the legal drinking age at 21, a minimum that the presidents say can contribute to binge drinking. The response has hardly been dispassionate. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
4. Voluntary Cuts: New Tactic to Preserve State Support (EJ815930)
Chronicle of Higher Education, v55 n8 pA25 Oct 2008
2008-10-17
Descriptors: State Aid; State Universities; Educational Finance; Retrenchment; Budgeting; Government School Relationship; Efficiency; College Faculty; Productivity; College Administration
Abstract: Budget seasons have been less uncertain at the University System of Maryland, where leaders have taken a different approach: voluntarily paring back costs. Their efforts are paying off, in more ways than one. The cost-savings plan, dubbed the Effectiveness and Efficiency Initiative, begun in 2004, has saved $94-million so far at the 11-campus system, which includes two research institutes and two regional branches. More important, it has also bought the university a heap of good will in Annapolis, the state capital. Before the plan was adopted, says State Sen. Edward J. Kasemeyer, many of his colleagues were skeptical that the university was doing enough to constrain spending. But the grumbling has been replaced by trust and a sense of teamwork, he says. In return, lawmakers have been generous with the system, consistently ponying up for higher costs attributed to enrollment increases. The university has been able to freeze tuition for three years, which has led to backslapping news conferences of university leaders and politicians. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
5. How Colleges Can Keep Strategic Plans on Course in a Stormy Economy (EJ819028)
Chronicle of Higher Education, v55 n9 pA16 Oct 2008
2008-10-24
Descriptors: Strategic Planning; Change Strategies; Institutional Survival; Retrenchment; Higher Education
Abstract: This article provides suggestions on how colleges can keep strategic plans on course in a stormy economy. These are: (1) Move quickly; (2) Develop contingencies; (3) Be flexible; (4) Make hard choices; and (5) Recognize opportunities.
6. 2 University Chiefs Caught up in a Wall Street Meltdown (EJ820733)
Chronicle of Higher Education, v55 n11 pA17 Nov 2008
2008-11-07
Descriptors: Organizational Change; Court Litigation; College Presidents; Governing Boards; Banking; Audits (Verification)
Abstract: This article reports that a pair of university presidents is among the people feeling the heat from the collapse of the investment bank Bear Stearns. Henry S. Bienen, president of Northwestern University, and the Rev. Donald J. Harrington, president of St. John's University, in New York, were among the 12 members of the Bear Stearns Companies' Board of Directors. The fall of the bank has led to some of the first repercussions over the credit crisis, including shareholder lawsuits, criminal proceedings, and Congressional scrutiny. While the Bear Stearns board has not been officially accused of mismanagement, directors are likely to be named in lawsuits. And if the aftermath follows the course of other high-profile corporate implosions, they may also be summoned to testify on Capitol Hill. The two university presidents' relationship with Bear Stearns is a cautionary tale of the risks of serving on a corporate board. While board seats offer college leaders fund-raising opportunities, prestige, and substantial supplemental income, they also can lead to litigation and unwelcome attention for presidents and their institutions. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
7. After 50 Years, Suffolk University's President Has a Big Pay Day (EJ825465)
Chronicle of Higher Education, v55 n13 pB5 Nov 2008
2008-11-21
Descriptors: College Presidents; Compensation (Remuneration); National Surveys; Profiles; Educational Finance
Abstract: This article reports that the nation's highest-compensated college chief is David J. Sargent, Suffolk University's veteran president, according to The Chronicle's latest survey of executive pay. Mr. Sargent's total compensation of $2,800,461 in 2006-2007 topped that of 784 presidents of public and private universities, as well as of 64 community colleges. Officials at Suffolk say the figures, which are the most recent available, include $436,000 in base pay and a $436,000 longevity bonus. His benefits included a $1,190,000 deferred sabbatical bonus, $555,667 in deferred compensation, a performance bonus of $87,200, and $56,262 in health, dental, and other retirement benefits. Two other large numbers help put Mr. Sargent's compensation in context, however. Mr. Sargent, who is 77, has been an employee at the university for 52 years, including two decades as president. His compensation is largely consistent with that of a long-serving private college president's severance pay at retirement. In this case, Mr. Sargent remains on the job. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
8. Corporate Boards Provide Big Benefits to Presidents but Also Carry Big Risks (EJ825477)
Chronicle of Higher Education, v55 n13 pA4 Nov 2008
Descriptors: Federal Legislation; Governing Boards; College Presidents; Presidents; College Administration; Trustees; Role Conflict; Integrity
Abstract: University presidents are attractive candidates for corporate boards. Their credentials and their university's name lend an air of academic prestige to the companies they oversee. Presidents are typically well compensated for their service on boards of directors, earning at least six figures each year in cash fees and stock awards. The role can also pay off for universities through corporate partnerships and access to wealthy donors. However, the benefits come at a price. Presidents already put in long hours in their day jobs, and board meetings are time away from work. As a result, some university governing boards have begun to restrict the corporate-board service of their presidents. Some higher-education experts recommend that college chiefs take on no more than two directorships. In addition, governance experts say college presidents should be wary of corporate boards, in part because the stakes have gone up in the wake of the accounting scandals from earlier this decade. Subsequent federal legislation has given directors more responsibility as fiduciaries. They can be held accountable for management problems and could face fines after a corporate meltdown, while also bringing the university's name into a controversy. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
9. West Virginia U. Violated Procedures, Panel Says (EJ794175)
Chronicle of Higher Education, v54 n34 pA17 May 2008
2008-05-02
Descriptors: Degree Requirements; Graduate Students; Research Committees; Research Reports; Audits (Verification); Universities; Position Papers; Credibility
Abstract: Administrators at West Virginia University violated procedures and displayed poor judgment in their "seriously flawed" response to an inquiry about a high-profile academic transcript, according to a report issued last week by an independent panel. The harshly worded report found that when the "Pittsburgh Post-Gazette" raised questions last October about apparent incomplete course work for an M.B.A. claimed by Heather M. Bresch, the daughter of West Virginia's governor, university officials moved quickly to retroactively grant a degree she had not earned. The panel's report did not call for disciplinary action against any university administrator, including Michael S. Garrison, the university's president. The panel released a list of recommendations, including calls for the university to review its academic-record policies, to base graduation checks on official university documents, and to fully describe the requirements and distinctive features of the executive M.B.A. program. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
10. California Lassos a Lone Star as Its Savior (EJ791975)
Chronicle of Higher Education, v54 n30 pA1 Apr 2008
2008-04-04
Descriptors: Higher Education; Campuses; Universities; Personnel Selection; Governing Boards; College Presidents; Power Structure; Educational Administration
Abstract: For at least four decades, the University of California has been the international gold standard in public higher education. The system's 10 campuses are magnets for top-notch faculty members and students. With an annual budget of $18-billion, the university includes five medical centers and three national laboratories. And one of every 10 members of the prestigious Association of American Universities is a UC campus. But the university has had a rough few years. Mark G. Yudof, who was expected to be named last week as the system's new president, inherits an institution that faces shrinking state-budget contributions, the lingering sting of a far-reaching compensation scandal, and the growing belief that it is run by an overwhelmed, bloated bureaucracy. The consensus in California and beyond is that if anyone can fix the system's problems, it may well be Mr. Yudof, whom colleagues describe as bold and savvy. That skill will come in handy in the country's most populous state, where many people feel that the university system is suffering an identity crisis. The university's Board of Regents is wrestling with the redistribution of power among itself, the 1,700-employee president's office, and the campuses. How Mr. Yudof balances the competing interests will be key to his success. Note:The following two links are not-applicable for text-based browsers or screen-reading software. Show Hide Full Abstract
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