{ "document_id": 15112, "page": 114, "width_pt": 612, "height_pt": 792, "rotation": 270, "pipeline_version": "paddleocr-vl-1.6+paul-48", "engine": "paddleocr_vl", "source_run_id": 15242, "item_count": 16, "counts_by_type": { "figure": 1, "footer": 4, "text": 10, "title": 1 }, "build_ms": 2, "items": [ { "id": "p114.1", "order": 1, "type": "title", "bbox": { "l": 42.48, "t": 744.72, "r": 139.68, "b": 731.52 }, "text": "TAKEAWAYS", "attrs": { "block_label": "doc_title" }, "level": 2 }, { "id": "p114.2", "order": 2, "type": "text", "bbox": { "l": 32.88, "t": 715.2, "r": 168.72, "b": 558.48 }, "text": "The COVID-19 pandemic uprooted much of higher education's financial model nearly overnight. Colleges and universities must act boldly to ensure the sector effectively addresses current and anticipated challenges. Collaborative leadership, among institution and system chief executives and governing boards and faculty, will be essential to reset the sector going forward." }, { "id": "p114.3", "order": 3, "type": "text", "bbox": { "l": 36.24, "t": 549.84, "r": 169.44, "b": 503.76 }, "text": "■ Governing boards will remain essential voices in advocating on behalf of higher education's value proposition." }, { "id": "p114.4", "order": 4, "type": "text", "bbox": { "l": 36.72, "t": 494.64, "r": 175.92, "b": 393.6 }, "text": "Board governance will grow more complex and board members must step up to the plate by applying sound judgement and a culture of innovation to their work. Diverse, inclusive boards will ensure that the duties of loyalty, care, and obedience are fulfilled." }, { "id": "p114.5", "order": 5, "type": "text", "bbox": { "l": 36.96, "t": 384.48, "r": 176.16, "b": 262.08 }, "text": "The reset of higher education will deeply impact board governance. As the duties of governing boards grow more complex, trustees must step up to the plate by applying sound judgement and innovative ideas to every facet of their work. Diverse, inclusive boards will ensure the duties of loyalty, care, and obedience are fulfilled.\nAfter struggling through an initial wave of tough decisions for the spring and fall 2020 semesters, institution and system chief executives and their governing boards are now addressing the next set of challenges, including operational plans for spring 2021 and beyond. Practical policy and financial decisions for the immediate future cannot be set without considering longer-term implications, most specifically questions related to the business and financial model of each institution and the delivery of academic programs." }, { "id": "p114.6", "order": 6, "type": "figure", "bbox": { "l": 302.4, "t": 729.12, "r": 490.08, "b": 545.76 }, "text": "", "attrs": { "block_label": "image" } }, { "id": "p114.7", "order": 7, "type": "text", "bbox": { "l": 476.4, "t": 701.04, "r": 572.16, "b": 535.92 }, "text": "institutions—primarily elite and highly selective institutions that might be able to fend off substantial change in their financial model—they may well be able to revert to their previous model. Yet it unlikely that the higher on sector as a whole will is unlikely that the higher education sector as a whole will" }, { "id": "p114.8", "order": 8, "type": "text", "bbox": { "l": 401.76, "t": 531.6, "r": 568.32, "b": 480.96 }, "text": "not be significantly affected—needing to address some higher hurdles while also seeking opportunities embedded in pandemic-driven changes." }, { "id": "p114.9", "order": 9, "type": "text", "bbox": { "l": 402.96, "t": 479.52, "r": 575.04, "b": 91.92 }, "text": "Collaborative leadership, among institution and system chief executives and governing boards and faculty, will be essential in order to reclaim and shape higher education's future value. Boards will need to balance the scope of their engagement in a way that is supportive of visionary leadership while committing to a culture of innovation for the future. Governing boards will need to recognize the breadth of their responsibility as essential partners during the challenging and uncertain period ahead. Through their support of fresh strategic planning processes, working from board and committee agendas that focus on value-added issues, and scheduling regular board retreats and special meetings to address fundamental questions about the future, engaged governing bodies are an asset that will be needed during these stressful times for the institution each serve. Board members should balance their expectations between the urgency of immediate action and the requisite patience associated with the implementation of change. Course corrections require care and hard work. How higher education progresses through this period of transformation should be tracked so as to serve the broader interests of the sector over time." }, { "id": "p114.10", "order": 10, "type": "text", "bbox": { "l": 223.68, "t": 438.72, "r": 395.04, "b": 153.84 }, "text": "Higher education has been urged to consider meaningful change and transformation for the better part of 20 years. Whether due to necessity or opportunity, and as we contemplate a higher education enterprise that emphasizes the “new” rather than the “normal,” it strikes us as an appropriate moment to ask and address a new set of strategic questions at the leadership level as higher education looks to meet the future. The reset may well involve more online/virtual teaching and learning, with the presumed benefits of the residential campus perhaps diminishing and fewer students choosing the traditional model of education. There will likely be an even greater reliance on two-year colleges as well as other online providers for many students’ first years of a higher education experience because for much of higher education the future will look distinctly different from the recent past." }, { "id": "p114.11", "order": 11, "type": "text", "bbox": { "l": 224.88, "t": 153.12, "r": 394.8, "b": 62.64 }, "text": "Perhaps those institutions with the largest endowments and with impressive domestic and international reputations will be able to get through this period with little changed from the past, although all of higher education will likely need to address some fundamental questions. For those" }, { "id": "p114.12", "order": 12, "type": "text", "bbox": { "l": 404.88, "t": 89.76, "r": 570, "b": 63.84 }, "text": "The following represent some essential questions that boards should be asking:" }, { "id": "p114.13", "order": 13, "type": "footer", "bbox": { "l": 49.2, "t": 38.4, "r": 59.28, "b": 29.04 }, "text": "18", "attrs": { "block_label": "number" } }, { "id": "p114.14", "order": 14, "type": "footer", "bbox": { "l": 60, "t": 39.6, "r": 168.96, "b": 29.04 }, "text": "TRUSTEESHIP JAN·FEB·2021", "attrs": { "block_label": "footer" } }, { "id": "p114.15", "order": 15, "type": "footer", "bbox": { "l": 258.72, "t": 47.28, "r": 352.32, "b": 36.96 }, "text": "Page 114 of 649", "attrs": { "block_label": "number" } }, { "id": "p114.16", "order": 16, "type": "footer", "bbox": { "l": 512.4, "t": 41.52, "r": 575.28, "b": 33.36 }, "text": "SHUTTERSTOCK/YASNA TEN", "attrs": { "block_label": "footer" } } ], "excluded_furniture": { "first": [], "last": [] } }