{ "document_id": 15112, "page": 115, "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": 27, "counts_by_type": { "figure": 1, "footer": 4, "form_field": 2, "header": 1, "heading": 1, "list": 1, "list_item": 2, "text": 15 }, "build_ms": 3, "items": [ { "id": "p115.1", "order": 1, "type": "header", "bbox": { "l": 141.6, "t": 703.2, "r": 465.12, "b": 686.16 }, "text": "1 What is the future role and value of higher education?", "attrs": { "block_label": "header" }, "level": 2 }, { "id": "p115.2", "order": 2, "type": "text", "bbox": { "l": 36.96, "t": 674.88, "r": 293.28, "b": 623.28 }, "text": "How will the public judge the value of a traditional undergraduate degree? Will a new financial model siphon off students from traditional four-year institutions as students and families consider alternative and more affordable providers and goals?" }, { "id": "p115.3", "order": 3, "type": "text", "bbox": { "l": 37.2, "t": 622.08, "r": 294.96, "b": 518.16 }, "text": "Governing boards, consisting of women and men who connect the institution they serve with external communities, should engage in a meaningful and strategic consideration of how higher education and the institution they serve fit into the needs and expectations of society. This is not an idle exercise, as the question of the value of higher education (“Is it worth it?”) continues to be among the concerns that prospective students and their families will be asking more fervently.\nSetting an institution’s future course will require a renewed and candid approach to conveying the purpose and impact of higher education across society, and consideration as to how any one institution meets that purpose. Institutions will need to determine how to balance their own value vis-a-vis other similar institutions that are also likely to be resetting their financial models. Such conversations will ensure that future strategic plans and direction-setting is based on pragmatic considerations as distinct from a presumptive return to past assumptions and practices that, for many, may be out of reach. Addressing the value proposition question should be a useful starting point for governing boards and institutional leadership to ask and answer." }, { "id": "p115.4", "order": 4, "type": "heading", "bbox": { "l": 85.2, "t": 502.8, "r": 402.72, "b": 486.72 }, "text": "2 What will our institution's financial model look like?", "attrs": { "block_label": "paragraph_title" }, "level": 3 }, { "id": "p115.5", "order": 5, "type": "figure", "bbox": { "l": 413.76, "t": 495.6, "r": 597.6, "b": 314.64 }, "text": "", "attrs": { "block_label": "image" } }, { "id": "p115.6", "order": 6, "type": "text", "bbox": { "l": 312, "t": 479.28, "r": 418.56, "b": 428.64 }, "text": "campaign goals? And how should those endowed assets that are unrestricted be allocated?" }, { "id": "p115.7", "order": 7, "type": "text", "bbox": { "l": 37.68, "t": 479.04, "r": 293.76, "b": 298.08 }, "text": "Higher education finances were a challenge prior to the onset of the pandemic for many public and private institutions. Between the difficult financial decisions made by all institutions since last spring, and the significant financial unknowns that lie ahead—perhaps without increased federal financial support, and uncertain state funding for public institutions over the next number of years—institution financial models will be part stress-testing of new and unclear models and part guesswork. The uncertainties may result in unpleasant and uncomfortable results for many institutions. And yet, crisis leadership is designed for such moments. Governing boards must understand how they influence the way forward, while having a high degree of confidence in the men and women who have been selected to lead their respective institutions." }, { "id": "p115.8", "order": 8, "type": "list", "bbox": { "l": 306.24, "t": 426.48, "r": 411.6, "b": 338.16 }, "text": "", "attrs": { "item_count": 2 }, "children": [ { "id": "p115.8.1", "order": 9, "type": "list_item", "bbox": { "l": 306.24, "t": 426.48, "r": 411.6, "b": 382.32 }, "text": "Should administrative costs be revisited in both overall staffing and compensation packages for senior administrators and others?", "marker": "□", "attrs": { "bbox_estimated": true }, "children": [ { "id": "p115.8.1.1", "order": 10, "type": "form_field", "bbox": { "l": 306.24, "t": 426.48, "r": 318.24, "b": 414.48 }, "text": "", "attrs": { "field_kind": "checkbox", "label": "Should administrative costs be revisited in both overall staffing and compensation packages for senior administrators and others?", "source": "glyph_estimate", "bbox_estimated": true, "label_source": "parent_text", "label_ref": "p115.8.1", "text_offset": 0, "text_span": 0 } } ] }, { "id": "p115.8.2", "order": 11, "type": "list_item", "bbox": { "l": 306.24, "t": 382.32, "r": 411.6, "b": 338.16 }, "text": "Are we appropriately factoring our institution's outlays for intercollegiate sports and amenity-driven student recruitment", "marker": "□", "attrs": { "bbox_estimated": true }, "children": [ { "id": "p115.8.2.1", "order": 12, "type": "form_field", "bbox": { "l": 306.24, "t": 382.32, "r": 318.24, "b": 370.32 }, "text": "", "attrs": { "field_kind": "checkbox", "label": "Are we appropriately factoring our institution's outlays for intercollegiate sports and amenity-driven student recruitment", "source": "glyph_estimate", "bbox_estimated": true, "label_source": "parent_text", "label_ref": "p115.8.2", "text_offset": 0, "text_span": 0 } } ] } ] }, { "id": "p115.9", "order": 13, "type": "text", "bbox": { "l": 38.16, "t": 296.64, "r": 283.44, "b": 259.2 }, "text": "Some strategic concerns that need to be considered by governing boards as institutions are the following:" }, { "id": "p115.10", "order": 14, "type": "text", "bbox": { "l": 313.44, "t": 284.4, "r": 532.08, "b": 272.64 }, "text": "investments into overall and long-term budget realities?" }, { "id": "p115.11", "order": 15, "type": "text", "bbox": { "l": 307.2, "t": 270.96, "r": 566.16, "b": 220.32 }, "text": "Will it become necessary to ask sustainability-related questions, recognizing that not all institutions will remain viable and may need to explore collaborative or merger arrangements in order to protect their mission and legacy?" }, { "id": "p115.12", "order": 16, "type": "text", "bbox": { "l": 39.12, "t": 257.76, "r": 290.4, "b": 219.84 }, "text": "Should our institution shift to a more permanent online/virtual teaching model as prospective students reconsider their education options and financial needs?" }, { "id": "p115.13", "order": 17, "type": "text", "bbox": { "l": 318.96, "t": 219.6, "r": 561.84, "b": 168.48 }, "text": "Should collaborative multi-institution purchasing collaboratives be expanded to establish annual spending efficiencies? Could institutions in the same region share more courses and other activities?" }, { "id": "p115.14", "order": 18, "type": "text", "bbox": { "l": 39.12, "t": 218.64, "r": 282.96, "b": 181.2 }, "text": "Will we (and should we) be able to maintain the breadth of academic programs that so many institutions currently make available?" }, { "id": "p115.15", "order": 19, "type": "text", "bbox": { "l": 39.12, "t": 179.52, "r": 291.36, "b": 141.6 }, "text": "How will those decisions impact faculty recruitment and retention, research pressures, and long-term financial commitments such as tenure policy?" }, { "id": "p115.16", "order": 20, "type": "text", "bbox": { "l": 306.24, "t": 167.28, "r": 562.08, "b": 117.12 }, "text": "And how will the institution demonstrate a clear-eyed readiness to address issues related to social and racial justice issues, diversity in leadership, and ensuring a campus culture that values diversity and inclusion for all?" }, { "id": "p115.17", "order": 21, "type": "text", "bbox": { "l": 39.36, "t": 140.4, "r": 294.96, "b": 102.96 }, "text": "Might institutions consider sharing faculty, especially in a public system structure or regional college consortia? How might those changes impact faculty culture and commitment?" }, { "id": "p115.18", "order": 22, "type": "text", "bbox": { "l": 306.24, "t": 115.68, "r": 552.96, "b": 63.84 }, "text": "The answers to these and other financial and policy considerations will require input from all institution stakeholders; yet ultimately the decisions will be dependent upon effective board governance." }, { "id": "p115.19", "order": 23, "type": "text", "bbox": { "l": 39.6, "t": 101.76, "r": 293.28, "b": 63.12 }, "text": "Will fundraising strategies shift to more operational (budgetary) support while moving away from the larger and more transformational gifts that have defined higher education's larger campaign goals? And how should those endowed assets that are unrestricted be allocated?" }, { "id": "p115.20", "order": 24, "type": "footer", "bbox": { "l": 42, "t": 39.36, "r": 99.6, "b": 31.44 }, "text": "SHUTTERSTOCK/TULPAHN", "attrs": { "block_label": "footer" } }, { "id": "p115.21", "order": 25, "type": "footer", "bbox": { "l": 258.72, "t": 47.52, "r": 352.8, "b": 36.96 }, "text": "Page 115 of 649", "attrs": { "block_label": "number" } }, { "id": "p115.22", "order": 26, "type": "footer", "bbox": { "l": 446.4, "t": 43.2, "r": 553.92, "b": 32.64 }, "text": "JAN·FEB·2021 TRUSTEESHIP", "attrs": { "block_label": "footer" } }, { "id": "p115.23", "order": 27, "type": "footer", "bbox": { "l": 557.28, "t": 42.24, "r": 568.08, "b": 33.12 }, "text": "19", "attrs": { "block_label": "number" } } ], "excluded_furniture": { "first": [], "last": [] } }