Tuesday, April 10, 3:45-5 p.m.
In the face of a rapidly shifting operating environment we must reflect carefully on the ways in which we organize, govern, and operate our institutions. Are there features of our governance structures that inhibit creativity and refreshed thinking about liberal arts education and scholarship? If so, can we offer incentives to change these structures? What are the conditions for a more effective and encouraging governance environment? During a time in which transparency and accountability are standard requirements of governance, how does a board and administration ensure the meeting of these standards? The roles of the faculty, the board, and the administration are all changing, but it will be essential to maintain a commitment to shared governance even as we identify new ways of achieving visionary leadership and efficient decision making.
Principal, Susan Frost Consulting
After 13 years in the Emory University administration, most recently as vice president for strategic development, Susan Frost consults with college and university leaders, helping them form and execute a strategic agenda, strengthen faculty development, or improve academic advising programs. In recent years, she has traveled extensively to China, India, and the Middle East, all in the name of forging closer connections between top universities in those countries and the United States. [more]
Shelly Weiss Storbeck
Managing Partner, Storbeck/Pimentel & Associates LLC
Shelly Weiss Storbeck previously was the managing director of the education practice of A.T. Kearney, Inc., an international search and consulting firm. She has conducted more than 400 searches for public and private universities, colleges and schools, and not-for-profit associations and organizations. Before joining A.T. Kearney, she was a senior associate and administrative officer for the education practice at Korn/Ferry International. [more]