How should the civic work of institutions be measured and related expenses justified? And what does productivity mean when applied to a concept like the public good?
Higher Education Leadership
Time devoted to producing measurable products that reflect a return on public investment often becomes the most salient factor in assessments of academic productivity and efficiency.
To deliver a quality education in a budget-constrained environment, academic and financial decision makers must understand the activities, costs and margins associated with teaching at the course level.
Data sources in higher education are now more comprehensive than ever, enabling researchers and policymakers to conduct carefully considered performance assessments.
Policymakers should be at least as interested in analyzing productivity in terms of student characteristics and geography as they are in the productivity of institutions relative to one another and over time.
Perhaps because their daily work involves so much planning, many college and university presidents under-plan for the retirement phase of their lives.
Leaders of America’s private liberal arts colleges are facing the future with optimism and a willingness to try innovative approaches while still preserving the essential missions of their institutions.
Given the many challenges higher education faces today, visionary leadership in the sector has never been more imperative. Yet little has been done to define and develop the competencies public university presidents need.
Although the privatization of the public university is a much discussed phenomenon, less appreciated is the opposite but equally significant trend in the United States—the “publicization” of private universities.