Trust is one of the most important currencies a college president can hold, but it’s also one of the most fragile. In community colleges—where students, faculty, staff, and the wider public are all watching carefully—trust is earned not through lofty mission statements, but through action. And one of the most visible ways trust is built—or lost—is through financial decision-making.

I’ve spent years working in higher education leadership, often in institutions where budgets were tight and choices had real human consequences. When you work at a community college, every dollar counts. Our institutions are tasked with educating and uplifting a broad cross-section of society, often with the slimmest margins and the largest expectations. So, how we handle money says a lot about who we are—and what we truly value.

Dollars as Moral Decisions

Budgeting is never just a numbers game. Each decision is a reflection of priorities. Do we invest in student support services or expand administrative staff? Do we raise tuition to close a shortfall, or do we tighten internal expenses to protect students from higher costs?

Every choice we make sends a message. And if we’re not open about the “why” behind those choices, we risk losing the trust of the people who matter most—our students, our employees, and our community. They deserve to know not just what decisions are being made, but how and why those decisions align with the college’s values.

Transparency in budgeting isn’t about dumping spreadsheets onto a website. It’s about engaging people in the process. It’s about open forums, honest conversations, and being willing to explain difficult choices. In my experience, people can accept hard news—cuts, freezes, reallocations—if they believe the process was fair, and if they see that the institution’s values guided those decisions.

Leading Through the Hard Moments

I’ve served at colleges in moments of financial crisis, and I know firsthand that those moments test leadership. When enrollment drops or state funding declines, the pressure to act quickly and decisively can be overwhelming. But even then—especially then—transparency must remain central.

At one point in my career, I stepped into a presidency at a college facing serious fiscal stress. The first thing I did was meet with every group I could—faculty, staff, student leaders, community partners. I told them the truth. I shared what we were facing, where we had options, and where we didn’t. Some of those conversations were uncomfortable. But they laid the foundation for cooperation.

What I learned in that process was simple: people can handle the truth if they feel respected. And when people are part of the process, they become part of the solution.

That experience reminded me that transparency isn’t a sign of weakness—it’s a form of strength. When leaders speak plainly and listen openly, they model the kind of integrity that builds lasting credibility. And over time, that credibility becomes the cornerstone of institutional stability.

Living the Values We Preach

Most colleges talk about values like equity, inclusion, student success, and community partnership. But those values must live not just in the classroom, but in the budget office too.

If we say we value access, then raising tuition during tough times should be a last resort, not a first option. If we say we support equity, then we need to look at how budget decisions impact the most vulnerable students and staff. If we say we believe in shared governance, then we must actually share—not just responsibility, but real information and voice.

As someone who’s worked closely with both academic and operational sides of the house, I know how easy it can be for budget decisions to feel distant or opaque. But when people don’t understand the logic behind financial choices, mistrust grows. They assume the worst, even if the decisions are sound.

The solution isn’t just better communication—it’s deeper involvement. Invite people in. Let them see how difficult the balancing act really is. Let them ask hard questions. And then, most importantly, listen.

Trust Is the Foundation of Innovation

Here’s something else I’ve learned: innovation doesn’t happen in an environment of fear. If faculty and staff don’t trust leadership, they won’t take risks. They won’t step forward with bold ideas. They won’t believe that their work is safe or valued.

But when trust exists—when people know they’ll be told the truth, that their voices will be heard, and that the institution stands by its values—even challenging times become opportunities for growth.

Some of the most meaningful changes I’ve seen in a college didn’t happen during periods of abundance. They happened during lean times, when people came together out of mutual respect and shared commitment. Trust made that possible. Transparency made that trust real.

The Long View

Community colleges are built to serve the long arc of people’s lives. We don’t just hand out degrees—we transform lives, one decision at a time. That means our work must be rooted in integrity, not expediency. Financial choices can’t just solve today’s problems; they must set the stage for tomorrow’s possibilities.

As I reflect on my journey, I come back to the same truth: transparency isn’t a luxury. It’s a responsibility. It’s not something you do only when convenient. It’s something you do because it’s right.

If we want our institutions to be trusted anchors in their communities, then we must lead with open hands, open hearts, and open books. That’s how we live our values. That’s how we build real trust. And that’s how we ensure the doors of opportunity stay open for everyone.