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The Public-Purposes of Public Higher Education: What are the Roles of Boards?

This presentation explores the roles of boards in public higher education, including policy-making, fiduciary responsibilities, and maintaining institutional autonomy. It also discusses additional challenges faced by boards and the importance of regular evaluation for better board performance.

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The Public-Purposes of Public Higher Education: What are the Roles of Boards?

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  1. The Public-Purposes of Public Higher Education: What are the Roles of Boards? Presented by Dr. Belle S. Wheelan, President Southern Association of Colleges and schools commission on colleges (SACSCOC)

  2. Governance • In his book “How University Boards Work,” Robert A. Scott quotes Bill Bowen, former President (now deceased) of Princeton University as saying, “Board Governance is a team sport.” • Must speak as one • Led by a Captain and a Coach • Part of a collective effort • Training should be on-going including briefings by college/university officers, meetings of state and national associations associated with governance, and frequent reading

  3. Roles of Boards • Three roles of boards identified by SACSCOC: • Policy making function • Selection, evaluation (regularly) and, if necessary, termination of the CEO • Fiduciary Responsibility • Others (AGB) • Responsibility for maintaining institutional autonomy and independence • Ensuring the integrity of the mission • Protection of Academic Freedom while ensuring academic quality • Commitment to a public purpose of preparing graduates for productive roles in society

  4. Additional roles of boards • Attend to Challenges of: • Increased pressure to improve campus’ productivity • Meet new, elevated and ever changing federal compliance requirements • Increased concerns and competition from neighboring and external institutions of higher education • Accommodating changes in technology for curricular offerings and support areas

  5. Additional roles of boards cont’d • Building relations with constituents including: • Gubernatorial and legislative concerns • Faculty and staff issues • Federal Government (legislators and staff) • Students (free speech, sexual assault, underage drinking, etc.) • Defense of ‘Selective’ admissions of athletes, legacies, etc.

  6. “How Well Are we doing?” • Regular evaluation of the Board leads to: • Clear Understanding of the roles of the Board • Consensus on specific objectives and improvement plans of Board performance • Better working relationship with CEO • More productive board meetings • Ensures long-term sustainability of the institution • Adds value to decision-making

  7. Areas that can cause consternation • Board agenda • Number of meetings annually • Preparation for meetings (from and through whom does the information flow) • Committee Meetings • Poor Attendance • Dominance of Conversation by a handful of Board Members • Size of Board • Crossing into Administrative Lane • Process Used in Selection and Evaluation of President

  8. KEYS TO SUCCESS TRUST EFFECTIVE COMMUNICATION

  9. Questions/Comments

  10. Contact InformatIOn

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