SlideShare une entreprise Scribd logo
1  sur  83
Télécharger pour lire hors ligne
Youngstown State University




                     Ellen Chaffee, Ph.D.
                     Ellen Chaffee, Ph D
                     November 17, 2009
Introductions
The Strategic Board of Trustees: What?
The Strategic Board of Trustees: Why?
  h                d f            h
Table talk, lunch
The Strategic Board of Trustees: How?
  h                d f
Action plan for YSU
Understand strategic finance and how it 
                       f
differs from traditional oversight
Appreciate the benefits of a strategic 
             h b     f     f
approach for YSU at this time
Define and prepare to pursue a specific action 
   f       d                         f
plan to move to a strategic finance approach
It’s your show
Everyone is equal
No relevant topic is excluded
       l                l d d
No discussion is ended
Respect each other and the time
             h h       d h
Have fun
Who owns Youngstown State University?
Who is their legal representative?
What is their (YOUR) primary responsibility –
  h      h                           bl
Represent what the people want? Ensure 
mission accomplishment? Prevent “bad”?
                l h                b d

Ensure mission accomplishment!
        i i          li h
You (and all other higher education trustees) 
have major new challenges to address
The university, your students, and the nation 
 h                      d        d h
need you and others to step up to the plate
Today is an opportunity to understand some 
   d                          d       d
of the challenges and tools you can use to 
address them.
 dd      h
You need an action plan.
State
Year            Support                             $60
FY 2001       $48,354,640                                                State Share of Instruction   Challenges
                                                    $50
FY 2002       $46,799,630
              $46 799 630
FY 2003       $43,828,103           $ in Millions
                                                    $40
FY 2004       $44,391,413                           $30
FY 2005       $43,439,709
                                                    $20
FY 2006       $42,168,147
FY 2007       $42,830,088                           $10
FY 2008       $45,694,496                           $0
FY 2009       $49,503,768
              $49 503 768
                                                            01

                                                                   02

                                                                          03

                                                                                 04

                                                                                        05

                                                                                               06

                                                                                                      07

                                                                                                             08

                                                                                                                    09

                                                                                                                           10
                                                          20

                                                                 20

                                                                        20

                                                                               20

                                                                                      20

                                                                                             20

                                                                                                    20

                                                                                                           20

                                                                                                                  20

                                                                                                                         20
FY 2010       $49,008,729
                                                     FY

                                                             FY

                                                                    FY

                                                                           FY

                                                                                  FY

                                                                                         FY

                                                                                                FY

                                                                                                       FY

                                                                                                              FY

                                                                                                                     FY
 Amounts include State Share of  Instruction, and Access and Success Challenge funding. YSU’s funding 
                                              ,                              g         g              g
 decreased from $48 million in FY2001 to $42 million in FY2006.  State support during the past four fiscal 
 years has increased to levels near that of FY2000.  Mandatory student tuition and fees were frozen during  
 FYs 2008 and 2009. 
                                                                                                                                *
Challenge: Revenue Source Trends
     70.0%

     65.0%
     65 0%

     60.0%
                                                                        Tuition and Fees
     55.0%

     50.0%

     45.0%

     40.0%
                                                                            State Support
     35.0%

     30.0%

     25.0%
              2000    2001    2002    2003    2004   2005    2006    2007     2008   2009


The proportion of revenue from state support  has declined from over 50% in FY2000 to under 
35% in FY2009,  while the proportion of revenue  from tuition and fees has increased  to over 
60% during the same period.                                                                    8

                                                                                                   *
% Change
               Cleveland State                         -4.6%
                                                        4 6%
               Kent State                              -5.3%
               Toledo                                 -12.9%
               Ohio State                             -13.0%
                                                      -13 0%
               Cincinnati                             -13.6%
               Miami                                  -13.8%
               Wright State(Median)                  -14.5%
                                                      14.5%
               Shawnee State                          -15.3%
               Ohio                                   -15.5%
               Bowling Green
                     g                                -15.6%
               Akron                                  -16.3%
               Youngstown State                       -16.5%
               Central State                          -17.5%
When adjusted for inflation SSI per FTE student has decreased 16.5% between FY2003 and 
FY2007.  This is the second greatest decrease among Ohio public universities.


                                                                                     *
FY2010
 $1.2 Million Reduction in SSI from FY 2010
 Budget
 $500,000 Reduction from FY 2009

FY 2011
 $4.9
 $4 9 Million Reduction in SSI from FY2010




                                              *
Challenge: Squeeze Plays
                                       FY2001        FY2004       FY2007
State Support per FTE Student              $5298       $4314         $4019
General Fund Budget per FTE              $10,863
                                         $10 863     $11,250
                                                     $11 250       $12,748
                                                                   $12 748
Student
Full Time Employees per 1000                  113         103           103
FTE Students


Since FY2001, State Support per FTE Student has decreased, while the 
General Fund Budget  per FTE Student has increased.  This  reflects the 
growing share of revenues from student tuition and fees.  During the same 
period the number of Full Time Employees per FTE student decreased by 10. 




                                                                              *
                                                                              11
Honor Commitments and Obligations
H     C   it   t   d Obli ti

Control Expenses
C t l E

Reallocate Resources
R ll t  R

Support Initiatives and Strategic Plan
S     t I iti ti   d St t i  Pl



                                         *
                                         12
•   Budget Development Actions
      Non-Faculty Vacancy Deferral
      25 Positions
         P iti
      $1.13 Million
     Major Expense Reductions
      $1.13 Million
     Reallocations
      $2.57 Million
     Funding for Academic Initiatives

                                        *
Challenge: New Funding Model

Factor                  Previous Model           Current Model
Enrollment       14th Day FTE Enrollment   Course Completions,
                                           excluding “F”
Degree
D                Not I l d d
                 N t Included;             Included, Success Ch ll
                                           I l d d S         Challenge
Attainment       Success Challenge         rolled into Model
Student         Not Included               Weights course completion
Economic Status                            and degree attainment by
                                           OIG students
Access Mission   Not Included; Access      Rolls Access Challenge into
                                                               g
                 Challenge                 Model
Stop Loss        100%                      99% 1st year and 98% 2nd
                                           y
                                           year.



                                                                         *
                                                                         14
What is the optimal enrollment for YSU?


Should YSU continue to focus on growth as the 
primary goal of enrollment management?


How should the mix of students evolve?




                                                 *
Board Workshop On Strategic Governance And Finance
What ?
Board Workshop On Strategic Governance And Finance
Ensure 
   E              • FIDUCIARY: Are we doing 
organization 
                                  pp
                    what we are supposed to 
  fulfills its 
   mission          do?

    Ensure 
organization’s  • STRATEGIC: Will we exist 
organization s 
  long‐term       and succeed “forever?”
   viability
           y
Where are THEY looking, much of the time??
Where are THEY looking  much of the time??
Vision         Results
Strategy       Long term
Concepts       Business plan
Resources      Customer  wants/needs
                                  d
Future         Evidence
Expertise
  p            Competition
                    p
Support        Quality
Readiness      Efficiency
Productivity   Brand, positioning
               Brand  positioning
How would this affect our long‐term viability?
                 ff
What is the tradeoff with other needs?
What would be the 5‐10 year impact?
 h        ld b h
How does this advance our strategy?
What are the key national trends?
 h        h k            l    d
Why?
U.S. goals and conditions
Ohio goals and conditions
YSU goals and conditions
        l    d    d
“By 2020, America will once again have the 
                                ll           h     h
             highest proportion of college graduates 
                          in the world”
                          i  h       ld”
                        ‐ President Obama, 2/24/09




slide 25
to increase the percentage of 
                p       g
Americans with high‐quality 
degrees and credentials to 60 
percent by the year 2025

         Currently: 39%
Economy requires more graduates
Incoming students have greater challenges
 Preparation
 Participation
 Affordability
Business model is becoming non‐viable
 All revenue sources are maxing out
 Revenue and expense trend lines are not 
                 p
 sustainable
State funding 3%
      f d              Expenditure per 
                            d
Tuition 3% above CPI   student 1‐2% above 
Student aid 4%         CPI
20 Years of Trends
 3




2.5


                           AFFORDABILITY GAP
 2
                            STATE FUNDS GAP


1.5


                            Tuition
 1
                            Expenditure/FTE
                            State approp
0.5
                            CPI
 0
Hitting Home, Reindl
In an “age of discontinuity,” as Drucker called 
              f
the current era, entrepreneurs could find 
significant opportunities to create or 
     f
transform organizations if they were willing 
to get ahead of societal changes. Drucker
        h d f           l h             k
said that the best way to predict the future is 
to invent it.


                 Rosabeth Moss Kanter, HBR
Thus, a company like GM could not survive  
Th                lik  GM     ld  t     i
simply by doing the old things with redoubled 
efficiency and lower costs. The company 
efficiency and lower costs  The company 
needed to dramatically rethink its entire 
organizational model and related 
assumptions…. Sometimes there is no going 
back, because industry conditions and 
                       y
societal needs have forever shifted, requiring 
an organization to do things in fundamentally 
new ways.
      
                 Rosabeth Moss Kanter, HBR
20th Century was one of 
   h

technological innovation

21st C t  
     Century must be one of 
                  t b      f 
institutional innovation


                  David Wiley, BYU, http://davidwiley.org/
Graduating more students
Keeping graduates in Ohio
    p gg
Attracting more talent to Ohio
http://measuringup2008.highereducation.org/
Board Workshop On Strategic Governance And Finance
Associate   Bachelor’s
                              Graduate


Ages 25‐64




Ages 25‐34




                                         USO Strategic Plan
MHEC Measuring Up
Board Workshop On Strategic Governance And Finance
Board Workshop On Strategic Governance And Finance
Board Workshop On Strategic Governance And Finance
Applies to YSU
Board Workshop On Strategic Governance And Finance
Board Workshop On Strategic Governance And Finance
Board Workshop On Strategic Governance And Finance
How?
Federal
                                                                     Government
Economy                    Available
                        State and Local
                          Govt. Funds


                                                                      •   K-12
                                                                      •   Corrections
                               Higher                                 •   Health Care
                              Education                               •   Other G t
                                                                          Oth Govt.



              Student Aid                    Appropriations/Grants



                               Tuition
          Students                                Institutions
                            Scholarships &
                               Waivers


                                                                                        *
Overview of the YSU Budget
          FY2009




                             *
                             48
Source: Don Boyd (Rockefeller Institute of Government), 2009   *
Increase efficiency
          ff
Increase administrative productivity
Leverage stimulus money
                l

APLU survey just out: “The survey results 
                          h               l
indicate that "universities are striving to 
protect the core education mission of their 
         h        d                    f h
institutions.”
Growth
Quality improvement
Progress to strategic goals
                         l
Development of a sustainable business model
Academic productivity
   d          d
Innovation
Strategic Financial Management
Budget Only                          Strategic Approach
  Set fixed targets                     Scorecard
  Establish financial expectations
                         p              Business plans
  Manage costs                          Cost‐benefit analyses
  Prioritize & allocate resources       Rolling financial forecasts
  Fixed budget incentive targets
             g               g          Trending, benchmarking
                                                g,               g
                                        Dynamic resource allocation
FROM
Analysis of results looking back
TO/AND
Looking forward and expecting improvement
L ki  f       d  d        i  i
Greater cost containment
Greater productivity
Clear expectations
  l
Innovation

LEADERSHIP
Strategic    Strategic 
 Finance      Goals


                                            Strategic 
                                           Indicators
                                             d
                 Communication
                 Information
 Actions         Analysis
                 Course Correction

                                     BOT and University Personnel
                                     University Personnel
57   *
Costs = spending, not prices
     Costs = spending  not prices
     Focus on Education &Related, not total 
     spending
     Measure cost per student and cost per 
     degree/completion
     Look at patterns over time


58                                             *
Productivity 
     Cost reductions =       improvements =
                               p
                              Increase in output 
 Permanent structural     (learning, research, jobs), 
                          (       g,         , j ),
reductions in spending 
  d ti  i         di          without changing 
                            admissions or spending




59                                                       *
Reduce high cost/low demand programs  
     R d  hi h         /l  d       d 
     Address retirement eligibility
     Reduce growth in health care
     Consolidate administrative functions
     Reduce spending on non revenue producing 
     Reduce spending on non‐revenue producing 
     athletics
     Restructure debt 
     Restructure faculty compensation and 
     rewards (use turnover to substitute teaching 
     faculty for research faculty)
     f l f               hf l
60                                                   *
Increase in student retention and graduation 
     Reduce excess credits for the degree
     Increase credit‐by‐exam 
                  d b
     Increase distance‐based learning programs
     Increase proportion of graduates who meet 
                             f    d      h
     goals for critical learning 
     Increase proportion of students who remain –
                             f d       h
     and are employed – in state

61                                                   *
Managerial actions such as
  Reduce administrative costs
  Tackle ‘automatic’ cost increases
     kl
  Reengineer curricula
  Reengineer course delivery
                     d l
  Eliminate or consolidate high cost/low 
  demand programs
  d      d


slide 62                                    *
Academic leadership actions such as:
     d     l d h                 h
   Students come to college fully prepared (no 
   remediation)
   Accelerated learning
   Minimize “rework” and reduce credits to degree 
                                               g
   Improve rates of course completion
   Encourage use of assessment/”test out” options
   Learning in the workplace/credit for experience



slide 63                                             *
Commit to average undergraduate tuition growth 
                             d      d                  h
     no more than CPI accompanied by increased need‐
     based aid
     Allow differential tuitions for high cost/demand 
     p g
     programs
     Experiment with low priced options 
     Greater on‐campus employment opportunities for 
     students
     Reduce time to degree


64                                                         *
Support change in approach to budget 
     building 
      Examining old habits and conventional wisdoms 
      about costs
      Focus on big picture, and progress on the goals 
      and the strategies to achieve them 
      Fulfill both fiduciary and strategic roles 
        lf ll b h f d          d             l



65                                                       *
Public accountability for results consistent 
     with goals
     Transparent metrics
     Public outreach and continuous 
     communication




66                                                   *
Are state and university strategic goals
           Clearly stated?
           Clearly – and frequently – communicated? 
           Accompanied by performance metrics?
           Measured and widely reported at least annually?
      Is performance considered in the resource allocation 
      process – are resources targeted to priorities/highest 
      payoff relative to goal achievement?
      Are metrics for productivity in place?
      A   t i  f   d ti it  i   l ?
           SCH/FTE faculty
           Students/administrator

slide 67                                                        *
p
      Is there evidence of improvement?
      Is faculty time being allocated to highest priorities?
      Is institutional aid being effectively used to help meet 
      goals?
      Are there some things the institution shouldn’t be doing?
      A  h                hi   h  i i i   h ld ’  b  d i ?
      Where would collaboration yield better results at less 
      cost?
      Are investments being made in
           Restructuring curricula
           Reengineering courses
           Improving business processes
           I      i  b i        
           Enhancing support services
           Innovative approaches


slide 68                                                          *
Strategic    Strategic 
 Finance      Goals


                           Strategic 
                          Indicators
                            d
 Actions
Select the most important from:
                          f
 USO accountability measures
 YSU academic strategic plan
 YSU institutional strategic plan
Student retention rates
Student graduation rates, incl. 1st generation, 
Black, Hispanic
 l k
Number of adult enrollees
Percent of S/S+ facilities
          f     f l

TREND LINES
BENCHMARKS, PEER COMPARISONS
Cost per student, by key categories
Faculty/SCH and staff/student ratios
 Overall
 By area
Deferred maintenance  

TREND LINES
BENCHMARKS, PEER COMPARISONS
Be an advocate for strategic goals
                   f
Insist on seeing the data behind the decisions
Focus on what the numbers are saying
             h h          b
Have the courage to ask the hard questions
Regularly review the mission and market 
      l l            h           d    k
return from new initiatives
Develop joint board committee meetings and 
      l         b d                          d
activities – e.g., Finance and Academic 
Support rotation between board committees
                     b       b d
                                               *
“It is not necessary to change. 
Survival is not mandatory.
Survival is not mandatory ”


                 W. Edwards Deming
                 W  Edwards Deming



           David Wiley, BYU, http://davidwiley.org/
Decisions
D i i
 Commitment to strategic role
 Agreement on key elements of that role (e.g., 
 strategic goals, strategic financial goals, strategic 
 indicators)
Ensure clear Board/staff roles and relationships
Ac & Stu Rels: access, quality indicators
Ext Rels: economic indicators
Fin & Fac: quality, affordability indicators
               l      ff d b l      d
Internal Affairs: indicator development, 
information resources, transparency
  f
Executive and/or Trusteeship: board 
education and overall decision process
  d           d        ll d
GOAL   INDICATOR
TO DO, WHO   BY WHEN
TO DO, WHO   BY WHEN
Presentations from Midwest Higher Education Compact Summit 11/6/09  
P      t ti  f      Mid    t Hi h  Ed ti  C            t S     it  /6/
http://www.mhec.org/index.asp?pageID=23
HITTING HOME: Quality, Cost, and Access Challenges Confronting Higher 
Education Today, Travis Reindl, www.makingopportunityaffordable.org
               y,             ,             g pp       y               g
“What would Peter say?” Rosabeth Moss Kanter, Harvard Business Review, 
November 2009.
“The Board and its Financial Responsibilities,” Tom Longin and Rick Staisloff, AGB 
1009 National Conference
* Slides obtained from YSU staff 
* Strategies for Tough Times, Dennis Jones and 
        g           g       ,
  Jane Wellman, November 19, 2009
* “The Board and its Financial Responsibilities,”  
   The Board and its Financial Responsibilities,
  Tom Longin and Rick Staisloff, AGB 1009 
  National Conference

Some minor edits from the originals
Youngstown State University provides open 
access to high‐quality education through a 
broad range of affordable certificate, 
b d           f ff d bl        f
associate, baccalaureate, and graduate 
programs. 
g                       y                                f
Youngstown State University will become a national model for student‐
centered comprehensive urban universities, transforming its students 
into successful professionals, scholars, citizens, and leaders. 
Building upon its tradition of developing the body, mind, and spirit, YSU 
Building upon its tradition of developing the body  mind  and spirit  YSU 
will provide a full range of services and amenities to meet the needs of 
residential, commuter, and offsite students. 
In partnership with schools and the corporate, public, and non‐profit 
            h       h h l        d h                bl     d           f
communities, YSU will promote diversity and excellence in teaching, 
research, and service to increase the educational attainment, economic 
         ,                                                       ,
prosperity, and environmental vitality of the region. 
The University will be a center for intellectual and cultural activity and 
a catalyst for public engagement. 
a catalyst for public engagement  

Contenu connexe

Similaire à Board Workshop On Strategic Governance And Finance

International AIDS Assistance 2011
International AIDS Assistance 2011International AIDS Assistance 2011
International AIDS Assistance 2011KFF
 
Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...
Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...
Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...Business Intelligence Research
 
Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010
Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010
Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010Burton Lee
 
Nokia Lifeblogging and theBlogging Phenomenon
Nokia Lifeblogging and theBlogging PhenomenonNokia Lifeblogging and theBlogging Phenomenon
Nokia Lifeblogging and theBlogging PhenomenonBSI
 
EdSocialMedia Keynote
EdSocialMedia KeynoteEdSocialMedia Keynote
EdSocialMedia KeynoteWhippleHill
 
NAIS Building School Websites Around Participation
NAIS Building School Websites Around ParticipationNAIS Building School Websites Around Participation
NAIS Building School Websites Around ParticipationWhippleHill
 
.monsanto 01-03-08
.monsanto 01-03-08.monsanto 01-03-08
.monsanto 01-03-08finance28
 
Monsanto Q1 2008 Financial Results
Monsanto Q1 2008 Financial ResultsMonsanto Q1 2008 Financial Results
Monsanto Q1 2008 Financial Resultsearningsreport
 
monsanto 01-03-08
monsanto 01-03-08monsanto 01-03-08
monsanto 01-03-08finance28
 
Raytheon Reports 2003 Third Quarter Results
	Raytheon Reports 2003 Third Quarter Results	Raytheon Reports 2003 Third Quarter Results
Raytheon Reports 2003 Third Quarter Resultsfinance12
 
The North American Intermodal Marketplace @ YE2009
The North American Intermodal Marketplace @ YE2009The North American Intermodal Marketplace @ YE2009
The North American Intermodal Marketplace @ YE2009Thom A. Williams
 
Wellness & Consumer Driven Health Care
Wellness & Consumer Driven Health CareWellness & Consumer Driven Health Care
Wellness & Consumer Driven Health Careguest00dbec2
 
Wellness & Consumer Driven Health Care
Wellness & Consumer Driven Health CareWellness & Consumer Driven Health Care
Wellness & Consumer Driven Health Careguest00dbec2
 

Similaire à Board Workshop On Strategic Governance And Finance (20)

International AIDS Assistance 2011
International AIDS Assistance 2011International AIDS Assistance 2011
International AIDS Assistance 2011
 
More_with_Less? IPC Panel Discussion
More_with_Less? IPC Panel DiscussionMore_with_Less? IPC Panel Discussion
More_with_Less? IPC Panel Discussion
 
268 ssp slides robert ubell
268 ssp slides robert ubell268 ssp slides robert ubell
268 ssp slides robert ubell
 
Sigma
SigmaSigma
Sigma
 
NGAUS Members Brief to Idaho
NGAUS Members Brief to IdahoNGAUS Members Brief to Idaho
NGAUS Members Brief to Idaho
 
AEFI Dhamija
AEFI DhamijaAEFI Dhamija
AEFI Dhamija
 
NAMM Presentation 2008
NAMM Presentation 2008NAMM Presentation 2008
NAMM Presentation 2008
 
Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...
Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...
Nationwide Insurance - Building an Effective Finance Control and Fast Book Cl...
 
Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010
Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010
Estonia Overview - Andrus Viirg - Stanford - Jan 25 2010
 
Nokia Lifeblogging and theBlogging Phenomenon
Nokia Lifeblogging and theBlogging PhenomenonNokia Lifeblogging and theBlogging Phenomenon
Nokia Lifeblogging and theBlogging Phenomenon
 
Q1 2009 Earning Report of Meadwestvaco Corp.
Q1 2009 Earning Report of Meadwestvaco Corp.Q1 2009 Earning Report of Meadwestvaco Corp.
Q1 2009 Earning Report of Meadwestvaco Corp.
 
EdSocialMedia Keynote
EdSocialMedia KeynoteEdSocialMedia Keynote
EdSocialMedia Keynote
 
NAIS Building School Websites Around Participation
NAIS Building School Websites Around ParticipationNAIS Building School Websites Around Participation
NAIS Building School Websites Around Participation
 
.monsanto 01-03-08
.monsanto 01-03-08.monsanto 01-03-08
.monsanto 01-03-08
 
Monsanto Q1 2008 Financial Results
Monsanto Q1 2008 Financial ResultsMonsanto Q1 2008 Financial Results
Monsanto Q1 2008 Financial Results
 
monsanto 01-03-08
monsanto 01-03-08monsanto 01-03-08
monsanto 01-03-08
 
Raytheon Reports 2003 Third Quarter Results
	Raytheon Reports 2003 Third Quarter Results	Raytheon Reports 2003 Third Quarter Results
Raytheon Reports 2003 Third Quarter Results
 
The North American Intermodal Marketplace @ YE2009
The North American Intermodal Marketplace @ YE2009The North American Intermodal Marketplace @ YE2009
The North American Intermodal Marketplace @ YE2009
 
Wellness & Consumer Driven Health Care
Wellness & Consumer Driven Health CareWellness & Consumer Driven Health Care
Wellness & Consumer Driven Health Care
 
Wellness & Consumer Driven Health Care
Wellness & Consumer Driven Health CareWellness & Consumer Driven Health Care
Wellness & Consumer Driven Health Care
 

Plus de Ellen Chaffee

University governing board roles and responsibilities
University governing board roles and responsibilitiesUniversity governing board roles and responsibilities
University governing board roles and responsibilitiesEllen Chaffee
 
Higher Education's Dilemma
Higher Education's DilemmaHigher Education's Dilemma
Higher Education's DilemmaEllen Chaffee
 
Coping with the lost decade: How boards and presidents can lead through change
Coping with the lost decade: How boards and presidents can lead through changeCoping with the lost decade: How boards and presidents can lead through change
Coping with the lost decade: How boards and presidents can lead through changeEllen Chaffee
 
Board roles in meeting financial challenges
Board roles in meeting financial challengesBoard roles in meeting financial challenges
Board roles in meeting financial challengesEllen Chaffee
 
Better cheaper faster board-ceo partnership for change
Better cheaper faster   board-ceo partnership for changeBetter cheaper faster   board-ceo partnership for change
Better cheaper faster board-ceo partnership for changeEllen Chaffee
 
Strategic Finance For A University System
Strategic Finance For A University SystemStrategic Finance For A University System
Strategic Finance For A University SystemEllen Chaffee
 
Intro To Balanced Scorecard
Intro To Balanced ScorecardIntro To Balanced Scorecard
Intro To Balanced ScorecardEllen Chaffee
 
Governance For NRECA
Governance For NRECAGovernance For NRECA
Governance For NRECAEllen Chaffee
 
Fiduciary, Strategic, And Interpretive Roles Of The Board
Fiduciary, Strategic, And Interpretive Roles Of The BoardFiduciary, Strategic, And Interpretive Roles Of The Board
Fiduciary, Strategic, And Interpretive Roles Of The BoardEllen Chaffee
 
2009 Webinar On Strategic Change
2009 Webinar On Strategic Change2009 Webinar On Strategic Change
2009 Webinar On Strategic ChangeEllen Chaffee
 

Plus de Ellen Chaffee (11)

University governing board roles and responsibilities
University governing board roles and responsibilitiesUniversity governing board roles and responsibilities
University governing board roles and responsibilities
 
Higher Education's Dilemma
Higher Education's DilemmaHigher Education's Dilemma
Higher Education's Dilemma
 
Coping with the lost decade: How boards and presidents can lead through change
Coping with the lost decade: How boards and presidents can lead through changeCoping with the lost decade: How boards and presidents can lead through change
Coping with the lost decade: How boards and presidents can lead through change
 
Board roles in meeting financial challenges
Board roles in meeting financial challengesBoard roles in meeting financial challenges
Board roles in meeting financial challenges
 
Better cheaper faster board-ceo partnership for change
Better cheaper faster   board-ceo partnership for changeBetter cheaper faster   board-ceo partnership for change
Better cheaper faster board-ceo partnership for change
 
Strategic Finance For A University System
Strategic Finance For A University SystemStrategic Finance For A University System
Strategic Finance For A University System
 
Strategic Change
Strategic ChangeStrategic Change
Strategic Change
 
Intro To Balanced Scorecard
Intro To Balanced ScorecardIntro To Balanced Scorecard
Intro To Balanced Scorecard
 
Governance For NRECA
Governance For NRECAGovernance For NRECA
Governance For NRECA
 
Fiduciary, Strategic, And Interpretive Roles Of The Board
Fiduciary, Strategic, And Interpretive Roles Of The BoardFiduciary, Strategic, And Interpretive Roles Of The Board
Fiduciary, Strategic, And Interpretive Roles Of The Board
 
2009 Webinar On Strategic Change
2009 Webinar On Strategic Change2009 Webinar On Strategic Change
2009 Webinar On Strategic Change
 

Dernier

The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxJemalSeid25
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsWristbands Ireland
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato pptElizangelaSoaresdaCo
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfAnhNguyen97152
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfHajeJanKamps
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessAPCO
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...Brian Solis
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyHanna Klim
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfJohnCarloValencia4
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBBPMedia1
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinAnton Skornyakov
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 

Dernier (20)

The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Introduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptxIntroduction to The overview of GAAP LO 1-5.pptx
Introduction to The overview of GAAP LO 1-5.pptx
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
Fabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and FestivalsFabric RFID Wristbands in Ireland for Events and Festivals
Fabric RFID Wristbands in Ireland for Events and Festivals
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
Plano de marketing- inglês em formato ppt
Plano de marketing- inglês  em formato pptPlano de marketing- inglês  em formato ppt
Plano de marketing- inglês em formato ppt
 
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdfGraham and Doddsville - Issue 1 - Winter 2006 (1).pdf
Graham and Doddsville - Issue 1 - Winter 2006 (1).pdf
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdfPDT 89 - $1.4M - Seed - Plantee Innovations.pdf
PDT 89 - $1.4M - Seed - Plantee Innovations.pdf
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for BusinessQ2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
Q2 2024 APCO Geopolitical Radar - The Global Operating Environment for Business
 
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
The End of Business as Usual: Rewire the Way You Work to Succeed in the Consu...
 
Anyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agencyAnyhr.io | Presentation HR&Recruiting agency
Anyhr.io | Presentation HR&Recruiting agency
 
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdfAMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
AMAZON SELLER VIRTUAL ASSISTANT PRODUCT RESEARCH .pdf
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John MeulemansBCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
BCE24 | Virtual Brand Ambassadors: Making Brands Personal - John Meulemans
 
Slicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup BerlinSlicing Work on Business Agility Meetup Berlin
Slicing Work on Business Agility Meetup Berlin
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 

Board Workshop On Strategic Governance And Finance