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Strategic Planning at Public and Independent Institutions | Tom Longin

According to Tom Longin, former provost of Ithaca college, the differences between public and independent institutions in terms of strategic planning have primarily to do with whether the planning is taking place at the system level (as with many publics) or on the campus. But the essential principles of planning are the same. More about:
Society for College and University Planning (SCUP)'s insight:

Tom is a former SCUP president, and former executive editor of Planning for Higher Education. He played a developmental role in the planning of AGB University, AGBU. All of AGBU's contents are on line and viewable by anyone.

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Who's writing the higher ed board of trustees member algorithm?

Who's writing the higher ed board of trustees member algorithm? | SCUP Links | Scoop.it

"The program (algorithm) will be the sixth member of DKV's board."


[T]he program, called VITAL, can make investment recommendations about life sciences firms by poring over large amounts of data.


Just like other members of the board, the algorithm gets to vote on whether the firm makes an investment in a specific company or not. The program will be the sixth member of DKV's board."

Society for College and University Planning (SCUP)'s insight:

So ... who's writing the higher ed board of trustees member algorithm?   :D  @AGBtweets #SCUP would like to recommend an integrative approach to environmental scanning and planning through change.

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Corporate Governance, Shared Governance, and Higher Ed | 'Administrators are not the enemy if ... .'

Society for College and University Planning (SCUP)'s insight:

"Until recently, there wasn’t really an alternative to the old model, which is probably why it lasted so long.   But now there is.  Whether StraighterLine or someone else does it is beside the point; the point is that interesting and intelligent alternatives are springing up almost weekly.  

Administrators are the enemy if we think of institutions as total.  But they aren’t total.  They’re porous, and they’re fragile.  The alternative isn’t blank checks written by grateful students; it’s digital adjuncting.  We’ve seen this movie.  We can change how it ends."

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Do tell, 'ACTA’s view of the proper role of trustees is much more muscular than the AGB’s'

Do tell, 'ACTA’s view of the proper role of trustees is much more muscular than the AGB’s' | SCUP Links | Scoop.it

"Nonetheless, one element of the higher ed establishment wasted no time in condemning the ACTA report as reckless and wrong-headed.  On August 21 the blog of the Association of Governing Boards of Universities and Colleges (AGB) described the report as calling for “unilateral trustee action” and “activism,” and the “dismantl[ing]” of shared governance. As a matter of fact, the ACTA committee did tip its collective hat to the idea of shared governance in the preface to its report:


Effective board leadership involves not only listening, but also includes acting after due deliberation, even when not everyone agrees.  This does not mean that trustees unilaterally impose their will over the institution.  Rather, trustees need to listen carefully to faculty concerns and become knowledgeable so that they can make highly informed decisions.  When their decisions depart from faculty wishes, they must be able to articulate why that is appropriate.

Even with this caveat, it is clear that ACTA’s view of the proper role of trustees is much more muscular than the AGB’s.  As the catch phrase ACTA is using to promote the study puts the point: “Trustees must have the last word.”  Given the seriousness of the challenges that colleges and universities face, here’s hoping that ACTA’s reform model prevails over the business-as-usual attitude exemplified by the AGB blog post.

Society for College and University Planning (SCUP)'s insight:

The ACTA "tipped its hat" to shared governance in its preface. Bottom line, though: "Trustees must have the last word.”

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Survey Results: What Surprised People When They First Started Working in Higher Ed | Inside Higher Ed

Survey Results: What Surprised People When They First Started Working in Higher Ed | Inside Higher Ed | SCUP Links | Scoop.it

The most common response was shock around the politics.  Here are a few responses:


  • From an administrator: “The politics. You hear about it, but when it is seen and affects you for the first time, there is no way to be ready for it.”
  • From someone who teaches and is an administrator: “I was surprised at first by the complexity and subtlety of institutional politics, both inside the faculty and between faculty and administration.”
  • From someone in a business role: “POLITICS.”
  • From someone who classified themselves as “other:” “The amount of office politics and territorial defensiveness.”
Society for College and University Planning (SCUP)'s insight:

Not unsurprising—an arrow aimed right at the heart of what some see as the cause of higher ed's inability to be nimble—its complex governance.

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