This week on the show Howard Teibel sits down again with University of La Verne President Devorah Lieberman. Today, President Lieberman shares insights into the planning process with background on the University’s 2020 plan, forecasting 30-year career demand, and driving toward sustainability while maintaining agility.
Scott Carlson is an award winning senior writer for The Chronicle of Higher Education, where he has been contributing to our field since 1999 across a range of issues: college management and finance, the cost and value of higher ed, planning, sustainability and so much more.
Today, Scott joins us to talk about his feature, “Should Everyone Go to College,” published in the Chronicle of Higher Education May 1 which has sparked some valuable discussion challenging deeply held cultural beliefs around the value of the four-year degree, vocational education, and access to educational resources for all.
Scott shares some of the surprising reactions to the piece from educators and administrators that might just pave the way for a change in how we think about education for the next generation.
Links & Notes
Most new engagements begin with an idea. Leadership presents an objective and the team gets to work. Whether it’s a strategy retreat or a new team-building program, the most common march is one of people moving, celebrating activity, without a pause to ask the question: will this approach achieve the results we’re looking to achieve?
This week on the show, Howard Teibel shares a few common missteps in project management that can derail initiatives and offers three steps toward meeting collective buy-in and establishing momentum on your next project undertaking!
How do you get people to engage in a conversation around failure? According to our guest, “you can see in organizations where iteration and the failure that might come with it is accepted as something that can be positive, and something that can help us get to the destination we’re trying to get to.” Creating a culture of iteration, and adapting toward a state in which you see failure as growth is a challenge, but one worth taking. SVP of First American Education Finance Chad Wiedenhofer joins us today to talk about iteration and growth.
Within the context of academic structures, a robust discussion of risk today must include not just cooperation between academics and administration, but collaboration in preparing for risk scenarios. All this is on the table in this wide ranging conversation with our very special guest, Janice Abraham, president and CEO of United Educators.
This week on Navigating Change, Bryan Alexander joins us to address a question that eludes the most talented academic strategists: how do you transform academic structures and programs without diminishing the mission?
This week, we welcome Burck Smith to the show to introduce us to the StraighterLine approach to alternative credit pathways, and to outline why it’s a good fit in the broader higher education ecosystem. In our on-going conversation around the value of transfers, StraighterLine demonstrates an interesting and innovative approach to building capable students online.
This week on Navigating Change, we're talking about the 2-year to 4-year transfer system and the increasing impact on the 4-year colleges, and an increased sense of ownership by these schools that this is not a “Community College Problem” alone.
What does sustainability look like? That’s the question at hand on the show this week, as we navigate the waters of innovation and decision making through strategic use of data. Dr. Teresa Hardee, CFO and CBO at Delaware State University, joins us to share her institution’s story of breaking down silos, encouraging institution-wide participation, and creating a culture of transparency around the numbers.
One of the unique elements of this transformation is DSU’s Data Transformation Team. This team includes faculty and academic leadership, administration, finance, institutional research, marketing and a data scientist. Their role is to serve the institution as a resource in strategic decision making, and foundational support to back up the more creative initiatives they aim to achieve.
Links & Notes
About Dr. Teresa Hardee
Currently serving as Delaware State University’s Chief Operating Officer, Dr. Teresa Hardee brings over 20 years of accounting, auditing, budgeting, and managerial experience. Dr. Hardee holds a Bachelor of Science Degree in Business Administration (and a minor in Accounting) from Fayetteville State University, Master of Public Administration degree from North Carolina Central University, and an Ed.D. in Educational Leadership from the University of Pennsylvania. Dr. Hardee is also a Certified Public Accountant.
Since joining Delaware State University, Dr. Hardee’s leadership has produced unprecedented standards of improving financial oversight and manageability, business-process management and leveraging technological advancements to ensure effective and efficient processes. Prior to Delaware State University, Dr. Hardee served as Chief Financial Officer of Florida Agricultural and Mechanical University. Dr. Hardee’s transformational leadership has generated clean audits, performance improvements, strategic re-engineering, etc. She has been a member of the Executive Management Team for the last 10 years.
This week on the show, we talk about the levers and pulleys of financial sustainability — tools of financial officers to make change toward financial sustainability, enrollment, and growth.
On September 28th the NACUBO 2015 Planning and Budgeting Forum kicks off in Austin, Texas and today Sue Menditto — NAUCBO’s director of accounting policy — joins us to help us gear up for the conference with a discussion about crafting the organization you really want.
Being in the middle of a major school merger, Mike Gower knows the importance of clear and concise strategic plan. As SVP for finance and treasurer at Rutgers, Mike has an active role in leading change as these institutions come together, aligning resources and data in service of delivering top tier education for their students.
This week, Mike joins Howard Teibel in Nashville, TN, as they take a few minutes out of their busy NACUBO Annual Meeting schedule to share thoughts on leadership and change in the spirit of the gathered community of finance leaders.
This week on the show, Howard Teibel and Pete Wright reflect on Sweet Briar, and the questions and challenges that arise from their move to close after this academic year.
This week on Navigating Change, Howard Teibel and Pete Wright offer insights and experience in moving toward a shared services model from the administrative and faculty perspectives. It’s a conversation on the wide ranging implications of shared services from better hiring, greater cost management, and building strength in capturing and using data more efficiently.
Over the past month, we've talked with university presidents, trustees, and faculty, cultivating a dialog around building strong relationships between institutional leadership. In the face of strained board-president relationships, diffused shared governance practices, challenging financial and regulatory environment, stresses on the balance of leadership abound.
In light of the search for this careful balance of accountability, authority, and responsibility at the top, our conversation today focuses on the role of the board in helping the institution improve its decision-making prowess, provide leadership and vision at the strategic level, and above all else, to be consequential in the ongoing development and growth of the institution. What does it take to build a consequential board? What should we expect of the board of 2020? And what sort of impact does the board need to have in higher education?
This week we welcome Richard Chait to Navigating Change. Dr. Chait is Professor Emeritus of Higher Education at the Harvard Graduate School of Education, and co-author of “Consequential Boards: Adding Value Where It Matters Most” published by AGB.
Links & Notes
About Richard Chait
Richard Chait (Ph.D., University of Wisconsin), Professor Emeritus at the Harvard Graduate School of Education and Chair of COACHE's National Advisory Council, studies the management and governance of colleges and universities. Chait has expertise on terms and conditions of faculty employment, including promotion and tenure procedures, academic freedom, and faculty evaluation. He also studies the roles, responsibilities, and performance of boards of trustees, and has written on faculty work life. For over 20 years, Chait has taught in HGSE's summer institute programs for executives in higher education. He has been a professor at the University of Maryland and at Case Western Reserve University, and was formerly associate provost at Pennsylvania State University. In 2001, Chait was selected by the Fulbright New Zealand Board of Directors as a Fulbright U.S. Distinguished American Scholar. In 2005, Chait received the Council of Independent Colleges (CIC) Academic Leadership Award and a Research Writing Award from the Council for Advancement and Support of Education (CASE). His recent books include Governance as Leadership (with W. Ryan and B. Taylor) (2004) and The Questions of Tenure, ed. (2002).
Do you know your institutional research team? If not, you should. This question of data, and how we use it most appropriately and effectively is becoming an ever-increasing tool in driving change. But what comes with data is complexity.
Today on the show, we welcome Terra Schehr, Assistant Vice President of Institutional Research and Effectiveness at Loyola University Maryland. Terra shares her experience leading the IR team in demonstrating and serving the institution through data. Terra is being asked to collect and report new kinds of data — and reflects on some of her practices in benchmarking and longitudinal data around lifelong student experience. It’s a fascinating conversation on an incredibly powerful set of tools in service of institutional growth and change.
When navigating complex change initiatives, there may come a time when your team will face the challenge of calling on outside support for expertise, guidance, and potentially even leadership as you cruise uncertain institutional waters. How do you engage the right support, at the right time, in the right capacity?
This week on Navigating Change, Howard Teibel shares his experience in building outstanding relationships with external consultants as a consultant himself. From setting clear boundaries for communication, to taking on key strategic responsibilities, Howard’s insights offer a keen view into what makes a consultative partnership valuable in achieving the strategic goals of the institution.
There are two fundamental considerations when communicating complex information from the business office. First, do you have the right data for your audience. Second, are you communicating that data using the right tools. Our special guest Nicole Trufant has been polishing her communications practice from the business office as Vice President for Fiscal Affairs at University of New England Next month, Nicole will join Howard Teibel on stage at the EACUBO 2014 Annual Meeting in Orlando as presenting, “Communicating Strategically to Make and Impact.”
This week on the show, Nicole joins Howard and Pete Wright to discuss how the role and responsibility of the business officer has changed in the last decade, and shares insights into her daily work to support her president, administration, faculty, students and parents across the institution.
Join the Teibel Team at the EACUBO 2014 Annual Meeting! We'll be recording live at the Cheers Reception on Monday evening, October 20. Come by and join the conversation, share your insights with Howard and Pete, and have a few well-earned laughs at the end of a long day of learning!
About Nicole L. Labbe-Trufant
Nicole Trufant serves as the Vice President for Fiscal Affairs at the University of New England (UNE). UNE was named as the 9th fastest Master's growing institution in the country by the Chronicle of Higher Education. Nicole leads all functional areas of finance and general accounting, resource planning and budget, human resources, legal affairs, student financial services and information technology services. Nicole is a CPA. She holds a BS in Accounting and BA in Sociology from the University of Southern Maine, an MSM in Management from New England College and is a graduate of Harvard University’s Graduate School of Education Institute of Executive Management.
Last week, Canisius College President John Hurley welcomed faculty, students, and staff to the 2014-15 academic year at the school’s convocation event. In his speech, he outlined a vision for college success by way of three key areas: Redefinition — understanding what it means to be a student-centered institution; Revitalization — embracing new approaches to the academic model; and Innovation — evolving the business model to support a more agile institution.
This week on Navigating Change, President Hurley joins Howard Teibel and Pete Wright to reflect on his role as he begins his fifth year of service. He shares his approach to building trust in times of challenge, the critical importance of communication, and building support and understanding across a diverse body of students, faculty, and staff.
President Hurley offers candid insight into his role and it’s many opportunities and challenges.
About John Hurley
John J. Hurley has been the President at Canisius College since July 1, 2010. Mr. Hurley served as Executive Vice President and Vice President of College Relations at Canisius College since 2007 and 1997 respectively.
Prior to Canisius, Mr. Hurley practiced law for 16 years. He concentrated his practice in the areas of secured lending, bankruptcy and insolvency, creditors’ rights and acquisitions of troubled companies. He is also chair the Bishop’s Council on the Laity for Bishop Kmiec. Mr. Hurley is a past member of the city of Buffalo’s Charter Revision Commission and past president of the St. Joseph’s Collegiate Institue Board of Trustees. He also serves as a Trustee at Canisius College.
He is the recipient of the 2002 Canisius College Distinguished Alumnus Award, which recognizes alumni who have distinguished themselves in their chosen careers. Mr. Hurley is also a recipient of the college’s LaSalle Medal (1996), the highest honor conferred upon an alumna/us for service to alma mater, and was inducted into the Signum Fidei Society of St. Joseph’s Collegiate Institute (1998). He is a 1978 alumnus of Canisius College.
A native of Buffalo, Mr. Hurley graduated from St. Joseph's Collegiate Institute in Kenmore and earned a bachelor of arts degree, summa cum laude, in English and history from Canisius College. He was awarded a full scholarship to the University of Notre Dame School of Law, where he earned a juris doctor degree in 1981.
University of Washington has become a beacon for organizational effectiveness in higher education. The work of building strength through communication and collaboration across the institution has helped to drive capacity for new projects and greater effectiveness in existing operations.
This week on the show, UW’s Ruth Johnston joins us to share insights on developing a best-in-class program around organizational excellence. Her team is behind the upcoming workshop, Effective Group Decision-Making & Communicating Strategically. Led by our own Howard Teibel, this workshop is designed for UW deans, senior administrators, and staff involved in organizational change.
Listen in for a unique perspective on driving change in higher education from a recognized leader the field.
- Workshop Details: Effective Group Decision-Making & Communicating Strategically
- University of Washington Organizational Excellence Program
Ruth Johnston, Ph.D
Ruth Johnston has spent her career studying organizational development and higher education. As Associate Vice Provost, Organizational Excellence at University of Washington, she works across the university leading and facilitating strategic planning, process improvements (using Lean and other technologies), developing leaders and staff, creating metrics and measuring performance, and helping to manage change.