You have been asked to join the Board of Governors of a small (1,500 students) private university. You have landed on the Executive Committee. The University has a new President that begins June 1. It becomes clear to you that Critical Success Factors have never been developed for the retiring President. The current president earns a base salary and has use of a university owned home and automobile.

The stated mission of the university is to Build on our heritage of strong instruction and prepare our graduates for leadership, success, achievement, and service to local, national and international communities in our global society. The universitys core values are

Excellence

Learning

Accountability

Integrity

Diversity

Service

Responsibility

Approximately 80% of applicants are accepted. Of those selected, approximately 90% enroll. Those that are not accepted are usually denied for academic reasons. Tuition and fees are competitively priced with other private universities within 500 miles. Morale on campus for faculty, staff and students is generally good. Fundraising is a constant struggle, but seems to be organized and has a well developed strategy. Placement (jobs and graduate school) among recent graduates is improving after the 2008/2009 recession.

Given this scenario and considering the universitys mission and core values, develop 5-8 reasonable critical success factors that should be communicated and considered in future compensation discussions with the new university president.