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Trusteeship: the Greatest Hits

Trusteeship: the Greatest Hits

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Who doesn't like a best-of-the-best list?  Here are our most popular Trusteeship articles in the past year—but not all from 2014-2015! Make sure you don't miss these classics.

The Changing Academic Workforce (May/June 2013)
Among the many pressing challenges facing colleges and universities that demand the attention of their boards, one set of issues often is overlooked: those involving employment of non-tenure-track faculty members and the policies and practices shaping their work. There are a number of compelling reasons, however, why boards not only should become knowledgeable about the relevant policies and practices, but also should take a leadership role in collective efforts to determine how they affect the attainment of the institution’s and its students’ goals.

How to Make Shared Governance Work: Some Best Practices (March/April 2014)
Effective and responsive governance is vitally important during times of change in higher education. Sharing governance in the face of sweeping and transformative change can help shift the thinking of boards, faculty, and staff from protecting yesterday’s parochial interests to aligning efforts to address tomorrow’s realities. When efforts are aligned, solutions are often more thoughtful and implementation time is faster.

Higher Education and the American Workforce (May/June 2012)
Without college-level learning, American workers simply won’t have the knowledge and skills they need to succeed in today’s global economy. Our country’s long-term economic recovery will rely on getting a greater number of high-quality degrees into the hands of a larger, more diverse pool of graduates. College and university governing boards that not only focus on traditional fiduciary responsibilities, but also drive for major improvements in higher education, will lead the way in a movement the nation cannot afford to postpone.

The 10 Habits of Highly Effective Boards (March/April 2014)
Most boards of colleges and universities don't reach their fullest potential for effective governance. In fact, many may suffer from boardroom dysfunctions that might not be fully apparent. Yet now, more than ever, boards need to strive toward a higher level of performance. Today’s challenges and expectations demand nothing less.

Cultivating a Culture of Philanthropy: New Approaches to New Realities (July/August 2014)
A board today must ask not only how much money has been raised for its institution but also, “What is the state of our culture of philanthropy, and how might we better create the institutional conditions to make it stronger?”
 

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