ONE-MINUTE COMMENTARY
I once visited two seminaries just before the beginning of fall semester. At both places, the lawns were neat, the mix of newer and older buildings seemed well cared for, and the presidents with whom I spoke exuded quiet optimism and confidence. Of course there were differences. The first seminary was in a better place financially. Heavily dependent on student fees, the school had seen attendance increase in the last few years. A presidential transition was accomplished smoothly. And there were plans for new programs and new buildings. The second seminary was struggling a little bit. A previous president had departed unexpectedly. Student matriculation was down -- not good news because the school needed the tuition dollars. The board and faculty had clashed about course requirements, and the school's home denomination was riven with conflict. And yet I left the second school feeling very hopeful. The interim president had a keen eye for what was wrong, and he knew how to right the ship -- including a visit from one of In Trust's Governance Mentors. He didn't pretend that everything was OK when it wasn't. "Our last two presidents haven't worked out very well," he told me. "We have done almost no student recruiting in the last few years, so we're putting new effort into that. And we need to define the responsibilities of board and faculty so that they are not stepping on each other's toes." Obviously, that doesn't mean he was posting their problems on their Web site or in the student catalog. But neither was he trying to hide anything or paint an unduly rosy picture. I felt I could trust him. If theological school boards are to make wise decisions on behalf of their schools, they need relevant dashboard indicators with up-to-date information about enrollment, endowment, giving, expenses, and more. But they also need to have confidence that the president is being honest with them and with himself -- especially when things are not working out as well as they ought. Most boards know that they don't want a "dog and pony show" from the administration when they attend the board meeting. And yet for some of us, it's second nature to put a positive spin on not-so-good news. But all of us can learn from bad news if we are willing to do so. A mature president will carefully share bad news and the lessons that can be learned from it. A mature board will insist on good dashboard indicators. Dogs and ponies, no matter how well behaved, should be left at home. -- Jay Blossom
Editor, In Trust Now MEET OUR MENTORS
Our Governance Mentors can work with your board and president by telephone, on a campus visit, or through a board education event or retreat. Our mentors, acknowledged experts in the field of seminary governance, draw from their own extensive experience and In Trust's governance tools to apply best practices to your school's unique situation. For more information or to request a Governance Mentor to work with your board, contact In Trust President Dr. Christa Klein by telephone at our toll-free number (877-234-3895) or by e-mail at crklein@intrust.org.
NEW ISSUE OF IN TRUST MAGAZINE NOW ONLINE
Everyone is talking about sustainability these days. The Summer 2007 issue of In Trust explores what theological schools are doing to save money, care for the environment, and plan for the future.
Go right to the table of contents or start with one of our feature articles: Sustainability and theological education
Concern for sustainability is more than ecological trendiness or even good stewardship -- it's planning for the future, and that's part of the board's purview.
by Jay Blossom Demonstrating good stewardship, seminaries go green
Duke Divinity School, The General Theological Seminary, Saint Meinrad School of Theology, Associated Mennonite Biblical Seminary, and Regent College -- all have exciting new projects that showcase green innovations.
by Heather Grennan Gary A way up, a way out, a way forward
Denver, Bangor, and Midwestern Seminaries sell real estate, focus on mission
When faced with the monumental decision of whether to sell campus real estate, what questions does the board need to ask?
by Matt Forster Partnering with seminaries
Congregational development program expands to include leadership opportunities for seminarians in field education
Partners for Sacred Places is launching a new program to help seminaries connect with congregations.
by Jay Blossom IN TRUST RECEIVES KERN FOUNDATION GRANT
In July, the Kern Family Foundation awarded In Trust Inc. a $600,000 grant to strengthen its Governance Mentor service. The grant will enable In Trust to enhance the coordination, content, delivery, marketing, evaluation, and effectiveness of the Mentors. Read more ... CHANGING SCENES NOW
News items you may have missed. FOUNDATIONS FIND BENEFITS IN FACING UP TO FAILURES
Among the reports on a coffee table in the Carnegie Corporation's reception area is one on the foundation's efforts to help Zimbabwe overhaul its Constitution and government. It gets straight to the point: "This is the anatomy of a grant that failed." Today many of the nation's largest foundations regard disclosing and analyzing their failures as bordering on a moral obligation. Read more from the New York Times ... ONLINE COURSE BURNOUT
Teaching online courses can be frustrating for professors and may ultimately bring them to experience "a high degree of burnout," according to a study by R. Lance Hogan and Mark A. McKnight. In their study, they found that online-course instructors exhibited the three main symptoms of burnout. Read more from the Chronicle of Higher Education ... BOARD STORIES INVOLVING HUMANS
In what ways do nonprofits need to elevate the thinking about the development of their boards? Do we focus on the wrong stuff? This article suggests that we do and presents a series of stories that focuses the reader on critical but neglected aspects of board development. Read more from the Nonprofit Quarterly ... ENGAGEMENT GOVERNANCE FOR SYSTEM-WIDE DECISION MAKING
Increasingly nonprofits have come to recognize that traditional governance models are inadequate to respond effectively to organizational challenges. This article argues that the structure of most boards of directors prevents nonprofits from being effective and causes them to lose their connection and accountability to those they serve. Read more from the Nonprofit Quarterly ... STABLE OUTLOOK FOR PRIVATE HIGHER EDUCATION
Stable or positive trends were found in nearly all key 2006 indicators, including student demand, financial reserves, debt and capital spending, and operational performance. Capital spending remains high, however growth in debt levels continues to be offset by growth in reserves and revenues. For more than 40 percent of the institutions, debt levels were more than double annual depreciation. Read more from the National Association of College and University Business Officers... SEMINARY CAMPUS SOLD FOR $1.65M
Bangor Theological Seminary confirmed Monday that it has officially sold the campus it called home for 186 years to a pair of Bangor and Portland developers for $1.65 million. Read more from the Bangor Daily News ... THE FINE PRINT FEEDBACK
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