While issues of higher education access, opportunity, and impact are hotly debated on the floors of Congress and in state legislatures, it is the state’s higher education executive officer (SHEEO) who is expected to be an innovative policymaker, an astute political actor, an all-seeing fortune-teller, and a rapid problem-solver. These professionals must achieve a balancing act between political agendas and academic freedom while ensuring that the institutions they represent are maximizing their contribution to the larger public good and preparing students to become contributing citizens. In this volume, scholars and practitioners come together to explore the position of the SHEEO. Chapters present historical investigations, original research, and reflections and advice for current and aspiring SHEEOs, their agency staff and boards, state policy leaders, and students of state policymaking and higher education. Each chapter ends with recommendations for the continuing study of, and attention to, the important role of the SHEEO. Book Features: An entire volume solely dedicated to SHEEOs—the individuals responsible for state higher education policy coordination and leadership. Contributions from renowned scholars from higher education, public policy, political science, and public administration, as well as seasoned SHEEOs. Practical advice, high quality and original empirical investigations, and theoretical considerations related to state higher education leadership and governance. A new research agenda with ideas for potential projects outlined at the end of each chapter.

The severity of cuts and the unpredictability in state funding for higher education have garnered headlines across the nation since the turn of the present century. In this context, the authors in this new groundbreaking volume argue that too little attention is paid to the consequences of volatility in funding, as most discussions focus on levels of funding. Their research addresses an important blind spot in the academic literature since predictability matters—to institutions, students, families, and states. In addition, the risks of operating in an uncertain financial environment have led to behaviors that are not always in the best interests of states, institutions, faculty, students, or the public good.

Planning and Management for a Changing EnvironmentAn outstanding roster of higher education scholars and practitioners brings together the latest expertise on strategic and operational planning. In twenty-seven original chapters, contributors offer insight into the challenge of positioning higher education institutions to meet the demands of their rapidly changing environments. In this comprehensive resource, the authors emphasize the importance of contextual planning?that is, planning based in the unique circumstances and environment of each individual institution?as the only planning approach that will yield successful results.The contributors include: Paul T. Brinkman, Ellen Earle Chaffee, Burton R. Clark, David William Cohen, Eric L. Dey, David D. Dill, Elaine El-Khawas, Rhonda Martin Epper, Peter T. Ewell, Ira Fink, Dorothy E. Finnegan, Fred J. Galloway, Harvey A. Goldstein, William H. Graves, Patricia J. Gumport, Raymond M. Haas, Terry W. Hartle, Robert G. Henshaw, Richard B. Heydinger, Sylvia Hurtado, Sarah Williams Jacobson, Dennis P. Jones, George Keller, R. Sam Larson, Bruce A. Loessin, Michael I. Luger, Theodore J. Marchese, Lisa A. Mets, James R. Mingle, Anthony W. Morgan, James L. Morrison, Anna Neumann, John L. Oberlin, Anne S. Parker, Marvin W.Peterson, Brian Pusser, Frans van Vught, and Ian Wilson.