Oversight vs. Strategic Engagement: The Competing Roles of Public University Trustees
Release of Oversight vs. Strategic Engagement: The Competing Roles of Public University Trustees
The Center is proud to announce the release of Oversight vs. Strategic Engagement: The Competing Roles of Public University Trustees. This report covers the second of three phases of the research on newly appointed Michigan public university trustees. The report was co-authored by Michael J. Zeig, Ph.D., Roger G. Baldwin, Ph.D., and Kathleen, M. Wilbur, Ph.D. student, HALE.
The first report, Great Expectations: A Longitudinal Study of New University Trustees was released in 2014. Both the 2014 and 2015 reports are provided below as attachments.
About the authors:
Michael J. Zeig, Ph.D. (firstname.lastname@example.org) works in the Office of Planning and Budgets at Michigan State University. He was previously employed in the Michigan Governor’s Office (2008-10) where he worked with university trustee appointments.
Roger G. Baldwin, Ph.D. (email@example.com) is a professor of higher, adult, and lifelong education at Michigan State University. Additionally, he is a trustee at Hiram College, serving since 1994.
Kathleen M. Wilbur (firstname.lastname@example.org) is the vice president of development and external relations at Central Michigan University and a graduate student in the higher, adult, and lifelong education program at Michigan State University. She previously served on the Michigan State University Board of Trustees from 1985 to 1991.
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