Renewed efforts will be needed in the days ahead to prepare the next generation of campus leaders. The average age of college and university presidents is about 60; a wave of retirements over the next five to 10 years is inevitable.
We thought at first it was the bounce book authors get when the timing is right for their titles, in our case, Turnaround: Leading Stressed Colleges and Universities to Excellence, (Johns Hopkins University Press, 2009).
The financial pressures on institutions and the scrutiny on spending continue. But campus administrative offices also continue to find new ways to change their practices for the better.
Summer is typically a time for relaxing—for most people. In higher education, no one rests for long. Running an institution is often just as time-consuming and intense as at any time of the year, and this summer seems to be more turbulent than ever.
So many choices, so many decisions. Campus HR professionals face decisions about how to enhance their technology systems to streamline business processes. Purchase new software or tweak existing HR modules? Help vendors build a compatible interface for a program or design it in-house?
Thanks to lecture capture, Julia Marty completed her junior year at Northeastern University (Mass.) this spring.
Smart, highly educated, experienced executives moving into a new role are expected to hit the ground running.
Last month's End Note featured a president who lived among students for an overnight. Here is the perspective of another president who has lived as a student for a day?and who allows a student to sit at his desk for that day.
As a reader of this magazine, you were probably not surprised--much less chagrined--by the 2009 publication of a three-volume set of books entitled, The Business of Higher Education (Praeger Publishers, 2009). Nor, I would wager, do you find University Business an unusual magazine title.
Just for a day I became a student again, and the opportunity to learn from that perspective about the University of Idaho was priceless.
Richard Cook spends much of his time listening to college and university presidents ask questions about sustainability. Can we afford this? What if my trustees balk? Is global climate change exaggerated? Is carbon neutrality even possible?
When colleges and universities start assessing their carbon footprint, the IT department is likely to come under fire by virtue of having oversight of much of the energy consumption on campus. Just how much energy do IT functions account for?