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In 1994, Henry Cisneros, Secretary of Housing and Urban Development, created the Office of University Partnerships (OUP) to streamline resources and serve as a hub for universities to share best practices for addressing external needs of their communities. The creation of OUP was a direct result of what was occurring in urban cities across the country. As crime, poverty, and infrastructure deterioration increased in urban communities from the mid-1970s through the early 1990s, anchor institutions, specifically institutions of higher learning, developed strategic partnerships to fulfill their core missions, beyond the campus proper. Today, these higher education anchor institutions are committed to improving the quality of life by working together on health and wellness, access to education, poverty in urban cities, reduced crime, affordable housing, and access to food and basic needs. Additionally, historically Black colleges and universities (HBCUs) are aligning efforts with elected officials to strengthen, or in some cases implement, sustainable infrastructure and economic development projects. The author provides a cursory look at how HBCUs and their leadership can aid in resolving community-wide issues as anchor institutions.

In order to survive beyond 2020, historically black colleges and universities (HBCUs) will need to strengthen their financial standing. Compared to predominately white institutions, HBCUs have substantially weaker financial resources. Without strong fundraising and effective financial management, HBCUs are doomed beyond 2020. The importance of hiring astute financial managers at HBCUs cannot be overstated. History, tradition, and reputation are irrelevant at an institution if the finances are not optimally managed. Moreover, state and federal higher education policies can damage the financial standing of HBCUs, as seen in the 2013 PLUS loan crisis. This chapter will be divided into two sections. The first section will provide a historical and contemporary perspective on financing HBCUs, including how state higher education policies impact HBCUs. The second section of the chapter will provide an overview of budget management at HBCUs.

Historically black colleges and universities (HBCUs) possess an advantage in preparing students of color for the science, technology, engineering, and mathematics (STEM) workforce (Gasman & Nguyen, 2014; Upton & Tannenbaum, 2014). It has been suggested that implementing additional strategies to increase the availability, dissemination, and quality of information related to successful HBCU outcomes will allow HBCUs to sustain themselves into the future (Gasman & Nguyen, 2016). We discuss the use and benefits of a novel framework THRIVE Index tool (Byrd & Mason, 2020). THRIVE uses seven dimensions (e.g., Type, History, Research, Inclusion, Identity, Voice, and Expectation) to illustrate best practices of academic pipeline programs and increase the availability of HBCU success outcomes in a comparable format. Academic pipeline programs come in several varieties, but their goal is to propel individuals from one level of the academy to another and into the workforce. Using a common framework like THRIVE also allows for the creation of a clearinghouse of what successfully works for us at HBCUs from the perspective of HBCU pipeline program directors. We describe strategies for how this option for knowledge transfer to stakeholders (e.g. parents, corporations, educational institutions, etc.) can aid in long-term sustainability efforts like recruitment strategies and partnership efforts.

Nearly 45 years ago, the Combahee River Collective, a group of Black feminists, released their statement, which served as a call to action to address gaps in contemporary Black feminism by engaging in antiracist and antisexist identity politics. In 1983, Jacqueline Fleming explored the making of matriarchs at historically Black colleges and universities (HBCUs) and predominantly white institutions (PWIs). Since then, there have been few explorations into the construction of Black womanhood at HBCUs (Njoku, 2017). Educational research across contexts that explores the construction of gender among African-American women has also been limited. This demonstrates a need to speak truth to power, challenging existing power structures throughout the academy. The inadequacy of educational narratives from Sistas at HBCUs, and across all institutional contexts, has yielded a single story of resilience that is used to validate the need for research on Black men, yet ignore Black women. As we look upon the survival of HBCUs beyond 2020, we must reconsider the ways that HBCUs contribute to the idea of identity politics and the existing challenges to these identity politics within HBCUs. In this chapter, we argue the importance for HBCU leaders to engage the Combahee River Collective's call by intentionally investing in Black women and amplifying narratives that give depth and debunk the myths and ignorance of Black women's college experiences. Truth-telling in this case harnesses the voices of African-American women at HBCUs “in the specific goal of confronting existing power relations”. We provide an updated response to the Combahee River Collective Statement in which we delve into the ways HBCUs contribute to identity politics and the challenges to identity politics at HBCUs. This chapter challenges power relations not only within the context that the narratives occurred but also within an academy that has failed to excavate them, until now.

Historically black colleges and universities (HBCUs) constitute a vibrant sector within the American system of higher education – one with a unique and vital mission. Moreover, this sector comprises many diverse segments, each with their own particular characteristics, challenges, and opportunities. To be successful in our present postsecondary context and beyond, HBCU leaders must understand their institutions' positions within the larger sector and actively manage key dimensions of institutional performance. In support of these twin imperatives, this chapter will begin by offering an overview of the HBCU sector, its mission, and the characteristics of its institutions. The chapter will next present trend data for four critical areas of postsecondary organizational management: institutional resources, market demand, access, and affordability. The chapter will conclude by considering the implications of the trend data for the future and articulating various strategies campus leaders should pursue to ensure long-term institutional survival and success.

Historically black colleges and universities (HBCUs) are facing changes in the twenty-first century driven in part by a change in the societal demands on the educational system. Organizational adaptation to changing environment is discussed in the business and management literature, which now includes organizational adaptation in higher education (Brown, 2012; Cameron, 1984; Drew, 2010; Rogers, 2013; Sporn, 1999). The focus of this research is organizational adaptation in four HBCUs. Although HBCUs have long histories and just over 100 of them currently exist, the researchers have focused on four of these institutions and the factors that have enabled them to adapt to change. These changes are forcing colleges and universities to reexamine their organizational strategy to adapt to changes in the educational environment.

The purpose of this research was to examine enabling factors of four HBCUs to adapt to the changing environment. Drawing from historical and archival material, the researcher examined four HBCUs – Bluefield State College, Bowie State University, Hampton University, and Spelman College, and how each adapted to the changing environment. A multiple case study designed was selected to understand the adaptation phenomenon within and across institutions. A review of the literature on organizational adaptation and change, along with a case study analysis of four HBCUs identified the factors that enhanced their adaptive strategies and ability to adapt successfully to the changing environment. The four factors were leadership, culture, structure, and business strategy that influenced each university's ability to adapt successfully to change. Chaffee's (1984, 1985) adaptive and interpretative strategy models and Miles and Snow's (1978) adaptive cycle provided the lens to examine adaptation in these institutions. In this study, leadership, culture, structure, and business strategy were observed as factors that enhanced each school's adaptation to the changing environment.

Chaffee's (1984, 1985) adaptation models and Miles and Snow's (1978) theoretical framework were employed to evaluate adaptation in these organizations. Each of these institutions faced organizational challenges that required an adaptive response. The quality of the adaptive response enabled each organization to adapt to its changing environment, and these changes involved long-range planning for these organizations and not merely short-term gains. The adaptive responses were hinged on the presence of four factors: leadership, culture, structure, and business strategy. Leadership and culture were the most prominent factors that supported organizational change.

The year 2020 was plagued by a global health pandemic. COVID-19 and the coronavirus threatened individuals, industries, and institutions around the world. Millions of people around the world have been negatively impacted and affected in the wake of this health crisis. This crisis touched every aspect of human life and human interaction, creating a climate unlike any other experienced. One of the many institutions negatively impacted by COVID-19 were America's historically black colleges and universities (HBCUs). As a result of the pandemic, HBCU leaders have had to reimagine what the historically black college experience can and should be on their campus. Reimaging the HBCU experience is not an easy or enviable endeavor. HBCUs have long been a conduit, a driving force for socioeconomic and sociocultural advancement. However, reimagining is necessary if HBCUs are to remain true to this calling. As a collective group, to survive COVID-19's effects and thrive beyond 2020, HBCUs will have to reimagine themselves and their direction. The author provides a cursory view of how HBCU leadership can utilize this book as a tool for reimagining their campus, college, and community connection.

According to the most recent Giving USA report, charitable contributions in the United States total over $410B. ¹ While education is the second-largest slice of the pie, receiving over $58B, historically black colleges and universities (HBCUs) lag predominantly white institutions (PWIs) in their ability to raise funds for their institution. HBCUs struggle to capture the sustained attention of alumni, lack resources to adequately fund advancement operations and require a new level of skills and strategy to support the survival of our institutions beyond 2020.

This chapter will describe how HBCUs can move from fundraising to continuous philanthropy and understand the building blocks necessary for an optimized advancement operation required to sustain our institutions and the students we serve. Using the framework designed by AMAtlas Voluntary Support of Education (VSE) survey advancement leaders can develop strategies by making data-driven decisions. In the most recent VSE survey, only 26 HBCUs participated, which does not elevate the relevance and power of philanthropy at our institutions. ² Additionally, practical points highlight how we can strategically partner and support Alumni Associations when social media and virtual opportunities are more commonplace than ever before. Our institutions must embrace emerging trends and tax advantage opportunities while leveraging events in ways that enhance philanthropy as opposed to serving as the dominant strategy each fiscal year.

University presidents and governing board members rely heavily on philanthropy as an external revenue source to support the operations and expansion of their institutions. With tuition revenue models outpacing what our students can afford, the demand on advancement will become more important in the future. Institutional leadership must have the best understanding of what philanthropy is and is not, and how their leadership and vision can support a culture of philanthropy needed to thrive in a competitive higher education marketplace.