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Institutional Knowledge in Higher Education: Ensuring Data Integrity During Leadership Transitions

by Anna Schlia on
Fund Management Nonprofit Strategy Advancement Operations Nonprofit Best Practices
 

"Oh no, I think that scholarship should go to a sophomore, but it’s not in our notes. Barb used to manage this fund but she left a few months ago." I muttered, my voice tinged with frustration and disbelief. The Excel spreadsheet in front of me looked like it had been through a war, with misaligned cells and confusing color codes that only increased my anxiety. This wasn’t an isolated incident—it was a symptom of a larger issue plaguing higher education: the frequent turnover of staff paired with shadow databases.    

Leadership turnover in higher education is a familiar story. Presidents, deans, and advancement staff come and go, leaving behind a legacy of both achievements and unfinished business. Amidst these changes, maintaining data integrity becomes a Herculean task. When key players leave, they often take with them invaluable institutional knowledge, leading to disrupted workflows and, in some cases, lost information. 

The tumultuous past few years has exacerbated these challenges. As leaders and staff members depart, institutions face an urgent need to adapt and find solutions that provide consistency, stability, and support. How can colleges and universities weather these transitions without sacrificing the integrity of their data and the continuity of their operations? 

Navigating Turnover with Partner and Team Support 

The key to navigating turnover lies in robust partners and reliable systems and processes. By fostering strong relationships with partners such as FundMiner, institutions can leverage external expertise to maintain data integrity and operational stability. These partnerships provide a safety net, ensuring that critical information is preserved and accessible, even as personnel change. 

Internally, building a resilient team culture is crucial. Encouraging collaboration and cross-training among staff can mitigate the impact of turnover. When everyone on the team, from fundraisers to financial aid staff, understands the broader picture and can step into different roles as needed, the departure of one individual is less likely to cause a ripple effect of confusion and lost data. 

The Consequences of Turnover 

When turnover occurs, the immediate consequences can be daunting. Disrupted workflows, miscommunication, and gaps in institutional knowledge can all lead to mistakes and inefficiencies. However, with the right tools and resources, these challenges can be managed effectively. 

The turnover rate for college presidents has increased to 18.1% in 2022, up from 14.5% in 2021 (Seltzer, 2022). This high rate of turnover at the top level can lead to instability and loss of institutional knowledge. 

Generally, turnover in advancement and external affairs is high, with 56.6% of staff reporting they are somewhat likely, likely, or very likely to look for other employment in the next twelve months (Lippincott, 2023). This frequent turnover in advancement staff, both fundraisers and operations, can disrupt donor relationships and impact an institution's financial stability. 

The "Great Resignation" has hit higher education particularly hard. A 2023 CUPA-HR survey found that 36% of higher education supervisors were considering new employment opportunities within the next year (CUPA-HR, 2023). This high potential for turnover among mid-level leaders threatens to further erode institutional knowledge and continuity. 

Turnover rates for full-time, non-exempt staff in higher education have risen dramatically, increasing from 9.4% in 2020 to 15.2% in 2022 (CUPA-HR, 2023). This loss of front-line staff can significantly impact day-to-day operations and student services. 

The costs associated with leadership turnover in higher education are substantial. Estimates suggest that replacing a senior leader can cost between 100% to 200% of their annual salary (Bichsel et al., 2017). These financial burdens can strain already tight institutional budgets. 

Increased Workloads 

High turnover rates have led to increased workloads for remaining staff. The CUPA-HR survey found that 89% of area supervisors and 76% of other supervisors work longer hours than what is considered full-time at their institutions (CUPA-HR, 2023). This increased burden can lead to burnout and further turnover. 

Presidential Turnover 

The American Council on Education's (ACE) latest survey of college and university presidents found that: 

  • The average tenure of college presidents in their current job was 5.9 years, down from 6.5 years in 2016 and 8.5 years in 2006. 
  • 55% of presidents surveyed said they planned to step down from their current role within the next 5 years. 
  • 25% of presidents surveyed said they planned to leave their current role in the next 1-2 years, up from 22% in 2018. 
  • Only 39% of those planning to leave within 5 years said they plan to retire. The rest are looking at options like consulting, nonprofit work, or returning to faculty roles. 

The statistics from the American Council on Education's (ACE) latest survey on college and university presidents underscore how frequent leadership changes disrupt the continuity of institutional goals, particularly in fundraising and donor relations.  Frequent leadership changes can disrupt long-term fundraising plans and donor relationships, requiring Advancement to be agile and maintain strong communication channels with donors to ensure continuity. For more insights on maintaining donor trust during leadership transitions, read our article on Honoring Donor Intent. 

Turning Transition into Opportunity 

While turnover can initially seem like a setback, it also presents an opportunity for improvement. New team members bring fresh perspectives and innovative ideas. Their "new eyes" can identify outdated processes and suggest more efficient ways of operating. Embracing this potential for growth requires an open-minded approach and a willingness to adapt.  

Investing in comprehensive onboarding programs for new hires is essential. These programs should not only cover job-specific tasks but also provide a deep understanding of the institution's mission, values, and data management practices. Tools such as FundMiner can facilitate this process by offering centralized, easy-to-access information, ensuring that new team members hit the ground running 

Building a Future-Proof System 

To truly future-proof against the challenges of leadership turnover, institutions must invest in systems and practices that prioritize data integrity. This includes: 

  1. Centralized Data Management: Implementing platforms that centralize data storage and management, ensuring that information is not siloed within individual departments. 
  2. Regular Audits and Updates: Conducting regular audits of data practices and updating protocols to reflect the latest best practices in data security and management. 
  3. Continuous Training: Providing ongoing training for staff at all levels to ensure they are equipped with the skills and knowledge needed to maintain data integrity. 
  4. Documenting Processes: Ensuring that all critical processes are well-documented and easily accessible can help in the seamless transition of responsibilities. 
  5. Establishing Redundancies: Creating backup roles and cross-training staff can prevent the loss of knowledge and expertise when a key individual leaves. 

Embracing Technological Solutions 

In the digital age, technological solutions play a pivotal role in safeguarding institutional knowledge. Platforms like FundMiner provide comprehensive solutions that integrate data management with user-friendly interfaces, making it easier for new and existing staff to access and manage information. 

The Role of Leadership 

Effective leadership is critical in managing transitions. Leaders must prioritize communication, ensuring that all stakeholders are aware of changes and internally, understand their roles in maintaining data integrity. Transparent leadership can foster a culture of trust and collaboration, which is essential during periods of transition. 

Transition Management and Outgoing Presidents' Roles 

  • Transition Management: Advancement should be involved in succession planning to ensure that new leaders understand the current fundraising landscape and resources needed to grow the advancement operation. 
  • Outgoing Presidents' Roles: With only 39% planning to retire and others considering consulting or nonprofit work, outgoing presidents may remain influential within the higher education or philanthropic community. Advancement can leverage their ongoing influence and relationships to benefit the institution. 

Conclusion 

Leadership transitions in higher education are inevitable, but their impact on data integrity doesn't have to be detrimental. By fostering strong partnerships, building resilient teams, and investing in robust systems, institutions can navigate these changes with confidence. Embracing the opportunities that come with new team members and continuously striving for improvement will ensure that higher education maintains stability, even in times of change. 

Sources 

 

Also see: McClure, K. (2022). Turnover, burnout and demoralization in higher ed. Inside Higher Ed. Retrieved from Inside Higher Ed

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