Developed by the CASE Commission on Communications & Marketing, this CEO Transition Checklist walks advancement shops through the process of bringing in a new executive under both optimal and non-optimal conditions.

As a growing number of women lead America's HBCUs their presence is forcing conversations related to gender equality in academia.

The CASE Library has developed this collection for members who are interested in planning for employment transitions, including resources on succession planning and knowledge retention. 

Women HBCU Presidents Forge a New Path

Whether it's dangling from a precarious crevice atop one of the world's tallest mountains or pushing through mile 25 of a marathon, 69-year-old James Doti gets his best ideas off campus. Since Doti became president of California's Chapman University in 1991, the institution has risen to third in a U.S. News & World Report ranking of student selectivity, and its endowment has increased from $25 million to $300 million.

CASE Director of Volunteer Stewardship, Sean Schindl interviews accomplished CASE volunteers Ann-Marie Thornton, Emilie Henry, and Simon Fairbanks, who share their experiences and lessons learnt, as well as why they choose to be passionate CASE advocates. 

The landscape of interim leaders is varied, but there are some commonalities across the position such as the increasing likelihood that interims will be expected to act as change agents for the institution.   

No longer can the college or university president be simply a learned extension of the academic enterprise itself; today’s president has to be chief fundraiser, spokesperson, alumni cajoler, and enrollment advocate. Today’s president, before everything else, is an advancement officer.
 

Understanding the people and places that make up an institution's community is a challenge for any new college president. Here's the story of how one newly minted college president cultivated campus relationships and made his new institution home.

Turnover can be costly. When a donor’s key contact leaves—whether it’s the president or development officer—the donor’s relationship with the institution is disrupted. The result? Delayed or decreased giving.