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Articles: Leadership

When we think of “media,” images of the press spring to mind. Instances of “fake news” wreaked havoc throughout the 2016 presidential election, and subsequent accusations of the same levied against news organizations from top officials have dominated news narratives ever since.

My primary goal as a journalism professor is to encourage students to be “media literate.” But as a professional communicator, I understand media literacy doesn’t end with being able to decipher whether a news story is true or false.

Over the summer, we visited Clarkson University in Potsdam, New York, a bucolic campus surrounded by the splendid isolation of the Adirondack Mountains and blue necklace of lakes and rivers.

In a higher education landscape marked by a shrinking student population and increasing uncertainty, institutional longevity—if not short term survival—is top of mind for most. What many at-risk institutions fail to see, however, is that a primary focus on competition is a precarious survival strategy that more often than not, backfires. Cooperation, not competition is the way out.

Nick Mance is president of Southwestern Illinois College, Community College District #522.

Nick Mance resigned recently as chair of the board of trustees at Southwestern Illinois College, Community College District #522, and has become president of the college.

The public’s call for more transparency in all segments of higher education administration has brought particular scrutiny to the admissions process. The fairness of race is again under question.

In its report “Navigating The New Normal: Financial Imperatives For MSI Effectiveness and Avoiding Financial Exigency,” the Southern Education Foundation suggests that trustees could better understand their institutions’ financial health with answers to these questions.

1. What is the discount rate for entering freshmen versus for continuing students?

2. What is the blended discount rate?

George Birnbaum is New York-based attorney specializing in the academic, finance and media sectors.

In our experience, there are important differences between the contractual arrangements offered to a presidential candidate who will be serving a first term at a particular institution, and those which can be negotiated for a sitting president whose value and worth has already been tested.

In 2013, Glenda Baskin Glover became president of Tennessee State, the same historically black university that she graduated from in 1974.

Following are three key questions campus leaders must consider when offering financial training to the board of trustees.

Sheila Gestring is the 18th president at the University of South Dakota.

Sheila Gestring, chief financial officer and vice president of the University of South Dakota, took the helm as its 18th president in late June.

Gestring faces numerous challenges, such as finding ways to increase access for high-performing students who cannot afford tuition and easing budget constraints at the university’s law school.

Gestring started at the university in 2006 as a finance director and transitioned to assistant vice president of finance and administration.

Richard L. Riccardi is senior associate provost and dean of libraries at Rider University.

In this era of increased accountability, diminishing resources and fierce competition, institutions have begun to see a culture of data-informed decision-making as a necessity instead of a luxury.

Institutional resiliency is a daunting challenge for smaller, tuition-dependent, change-resistant institutions. Indeed, the most vulnerable of these fragile colleges and universities may soon face extinction.

Astrid Tuminez will become president of Utah Valley University, effective this fall.

Astrid Tuminez will leave Microsoft to hold her first executive-level higher ed leadership position when she becomes president of Utah Valley University, effective this fall.

Developing and maintaining a strong customer service ethos sometimes brings IT managers into unexpected territory. Following are tips on how to handle four such scenarios.

1. Tackle issues head-on and promptly.

This may be especially important for tech staff who ignore policies, fail to carry their load or can’t seem to get along with co-workers.

“Don’t let the bad behavior of a few poison those who want to work,” says CIO Yvette Brown Koottungal at Barry University in Florida. She is also vice president for technology at the university, where she manages a team of 63.

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