Since Fall 2014, the number of students attending private school in Massachusetts has decreased from 150,000 students per year to just 120,000 students in 2019. This number is projected to continue to decrease due to many challenges independent schools are facing in the 21st century. This decrease in enrollment has led to a crisis for private…

This study provides the first systematic analysis of the composition of charter school governing boards. We assemble a dataset of charter school boards in Massachusetts from 2001 to 2013 and investigate the consequences of donor and founder representation on governing boards. We find that the presence of donors on the charter school boards is…

State policymakers and the public at large have a vested interest in the successful governance of their higher education institutions. The citizens who are appointed or elected to serve as board members of a state's colleges and universities oversee valuable public assets that they hold in trust for the state and for current and future…

In just the last 18 months, Massachusetts has seen the closure of small private liberal arts colleges Mount Ida and Newbury Colleges. The pressures on these types of institutions include technological disruption, changing student demands, and ever-escalating costs. To address this, the Massachusetts Board of Higher Education (BHE) and Department…

State laws and charter authorizing standards have not kept up with the explosive growth of charter schools in the last two decades. Annenberg Institute for School Reform's (AISR's) 2014 report "Public Accountability for Charter Schools: Standards and Policy Recommendations for Effective Oversight," offers seven standards, each with a set…

This article is part of a Bridgespan Group research project that focuses on a new wave of district-led "innovation zones" that holds promise to overcome the challenges of turning around failing schools and deliver significant improvements in student outcomes. This new wave provides a subset of district schools with control over staffing,…

It is widely understood that school districts face significant barriers to designing and implementing sustained improvements in chronically underperforming schools. In particular, the size and complexity of urban districts pose daunting challenges to advance significant reform efforts, despite glaring need. A new wave of district-led…

Face-to-face instruction has been held as the gold standard of a quality academic program. But using information technology to redesign traditional courses can actually improve the quality of teaching, cut costs, and improve access and success. A strong redesign often involves active learning opportunities; individualized, on-demand assistance; a…

Many institutions develop specific measures or indicators--often called "dashboards"--to inform boards and top administrators about the college or university's current situation and performance and assist them in moving the institution ahead strategically. And, increasingly, institutions are using metrics not only to assess internal…

In settings across the United States, governing boards, state officials, and campus leaders are intensely examining, refining, and reprioritizing post-secondary education missions and spending to optimize value-added economic and social returns. In this article, the authors discuss the nation's changing research and innovation context, the…

On January 26, 2009, the Brandeis University Board of Trustees voted unanimously to close the Rose Art Museum (Waltham, Massachusetts). The proceeds from the subsequent auction were to be reinvested in the university to ensure its long-term financial health. The reaction to the decision by campus constituencies provides a case study to show the…

Boston University (BU) has had a history of contentious relations between administrators and faculty. John Silber, who ran the university from the early 1970s through the late 1990s, gave faculty little say in university governance, and an "us versus them" atmosphere soon developed. In 2004, however, major changes in the board of…

This article investigates the convergent institutional logics driving decision making at an activist governing board in higher education. Through a case study of policymaking by a state-level coordinating board in Massachusetts, the article identifies four primary logics of action: mission differentiation, student opportunity, managerialism, and…

Each year, many community college leaders find themselves, either methodically or haphazardly, making decisions about intercollegiate athletics. There have, however, been few empirical studies on how and why community colleges initiate, expand, or terminate athletic programs. Two studies investigating leaders' perceptions of intercollegiate…

The counterintuitive approach of the world's greatest value investor, Warren Buffett, may be the best hope for colleges and universities during this recession. Buffett's time-tested philosophy of seeking value and investing for the long term remains a sound approach, even if his short-term returns have declined along with those of the rest of the…