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Today, nearly a decade later, the role of trustees has changed dramatically for Handfi eld and his 35-member board at Bethune-Cookman University. The same can be said for the thousands around the country who volunteer as trustees at various colleges and universities.
“You can’t just sit back and put fi res out,” says Handfield, a 1978 graduate of Bethune-Cookman who began his term as chairman of the school’s board of trustees in July. “You (trustees) have to set policies, make sure they are implemented and set checks and balances,” Handfield says.
In this troubled economy, trustees are also expected to help find dollars to replace those lost from shrinking tuition and investment income and declining support from cash-strapped corporations, foundations and individuals.
“It’s now become more of a responsibility of the board to step up to the plate,” Handfield says.
Handfield’s assessment of the new landscape facing boards of trustees is similar to the sentiments widely held by trustees at other universities, higher education analysts and consultants, and trade groups. They say a combination of factors have converged this decade to force trustees into a greater level of engagement and accountability. The factors range from more frequent turnover of school presidents to increased government and accrediting oversight requirements and, now, the economy. “
