Learning Resources

Abstract: Private higher education institutions are those entities owned and operated by the private sector, while public institutions are those established, supported, and controlled by a governmental agency, most often a state. Key differences exist between private and public institutions that affect budgeting in critical ways. Such differences include governance, governmental support, student tuition and fees, student financial aid, constituent support, and accounting regulations.However, when all is said and done, both public and private institutions must be careful to fulfill their fiduciary responsibilities because higher education overall is essential to the public interest.

Abstract: Current building projects on college and university campuses tend to be planned and funded according to commercial needs and opportunities. Often planning is done without faculty knowledge or advice. The result can be a distraction of the institution’s mission from its core values of service and community. Campus planners can avoid this distraction by making sure that faculty governance has its say before projects begin.

Abstract: The concept of shared governance is at the cornerstone of any planning process at American colleges and universities. Respecting this need for representation, however, has created an atmosphere in which participants in the planning process have come to view their role as that of oversight aimed at protecting a constituency more than insight intended to help move an institution forward. This article suggests a strategy that can address the criticism of higher education's inertia when it comes to moving from planning to decision making while maintaining the participative management style of shared governance.

Abstract: Examines the importance of intellectual capital, defined as the creative, scholarly and pedagogical capability of faculty and staff. Argues that the intense accumulation of such capital is the greatest asset of higher education institutions, thus requiring special planning efforts that acknowledge this importance and protect it. Analyzes various contemporary academic teaching, research, and governance elements that support and constrain intellectual capital.

Abstract: This article provides suggestions and examples for a systematic planning process to incorporate essential issues regarding the part-time faculty workforce in higher education. Major areas in the article include recruitment and hiring of part-time faculty, workload expectations, governance issues, job security, intergration and participation within the campus community, compensation and rewards, evaluation, and professional development. Administrators are encouraged to accept the challenge for intergrating part-time faculty, utilizing their talents, and providing them with critical insititutional support.

Abstract: Colleges and universities must respond and respond swiftly to the array of pressures and concerns, both internal and external, with which they are now faced. But who will carry out the necessary reforms? Contends that the greatest barrier to such reform is shared governance, and that campuses must return to "first principles" of higher education leadership, which recognize the president as chief transformational leader and the faculty as consultants, not equal players, in the management of an institution.

Abstract: Book review: Higher Education: On a Collision Course with New realities, by David Breneman. Association of Governing Boards (Washington, D.C.), 1994. 14 pages. Occassional Paper No. 22. The New Activism of Corporate Boards and the Implications for Campus Governance, by Richard Chait. Assocation of Governing bOards (Washington, D.C.), 1995. 24 pages. Occasional Paper No. 26.

Abstract: The financial and social context within which colleges and universities operate has changed, but how institutions function generally has not. Contends that shared governance must be reevaluated and streamlined, while preserving its underlying values. Also advocates that institutional leadership address not only campus issues but broad social policies. Promotes changes in three areas: presidential selection criteria, attitudes towards academic management, and faculty governance and reward systems.

Abstract: Book review: Four Multicampus Systems: Some Policies and Practices That Work, by Marian Gade. Association of Governing Boards, 1993. 70 pages. ISBN 0-926508-01-6. Shared Visions of Public Higher Education Governance: Structures and Leadership Styles That Work, by Edgar Schick, Richard Novack, James Norton, and Houston Elam. American Association of State Colleges and Universities, 1992. 179 pages. ISBN 0-88044-132-1.

Abstract: Subtitles: Allowing a voice; Creating the fundamentals; Pull quotes: "They are indispensable." "A substantial portion of student time is spent with non-ladder faculty." "The enhanced faculty should be represented too."