There are various approaches to improving higher education. Some focus on students, others focus on faculty, and still others focus on staff. Over the years it has become increasingly obvious that one approach that is seldom centered is to look to boards of trustees. We don’t see the approaches as an either or but rather as a both/and. All of the good work to ensure campus practitioners are working to maximize access, outcomes, experiences, opportunities and more must continue. It is, however, essential that we add a focus on boards of higher education to that important work. For sure, institutional change cannot be sustained or maximized without boards. We’ve made this case in other work  but here we wanted to outline for boards and those that work with the imperative for our focus on the trustees.

1. Boards are uniquely positioned to support campuses in ways others are not. 

• • • Through their management of the fiscal resources, selection of the top decision-maker on campus (the chancellor), and keeper of the institutional mission, their focus and influence shape institutions in both the short and long term. While they do not get involved in the day to day management of higher education, you can rest assured they know of all that is happening at the institution and they have the purview to enact changes that will help shape the institution well into the future.

• • • For example, a board’s budgetary decisions directly impact the funding available for critical student support services, academic programs, and faculty development. A board committed to the institutional mission—particularly at Minority-Serving Institutions (MSIs) where the mission often involves a deep commitment to equity and student success—will seek a leader whose vision aligns with and amplifies that mission. This top-down alignment is crucial for ensuring that campus-wide initiatives, from hiring practices to curriculum development, are all moving in the same, mission-centered direction.

2. Boards are the ultimate stewards of institutional mission and public trust.

• • • In an era of increasing scrutiny on higher education, the board’s role in upholding the institutional mission and maintaining public trust is more important than ever. A board that actively engages with and elevates the mission ensures that all institutional activities, from capital campaigns to academic policies, are a reflection of that mission. Furthermore, a transparent and communicative board builds trust not only with the external community but also with key internal stakeholders—students, faculty, staff, and administration. This trust is foundational for navigating the complex challenges of today’s (and tomorrow’s) higher education landscape.

• • • For example, particularly at MSIs, where a strong, trusting relationship between governance and the community is vital for student success and institutional resilience, a board that models ethical and mission-centered governance sets the tone for the entire institution, fostering a culture of integrity and shared purpose.

3. Boards are comprised of laypeople with expertise outside of higher education.

• • • Board members bring a valuable external perspective that can challenge the status quo and foster innovation. Their professional background, whether it is in business, law, finance, or community organizing, can provide fresh insights into institutional operations, accountability, and strategic planning. They see institutional workings from various vantage points that are hopefully independent and objective. However, this expertise is most powerful when it is paired with a deep understanding of the institution’s specific student population and its unique challenges. 

• • • For example, as highlighted in the Guide for Composing a Campus Racial Equity Team, it’s essential for individuals in leadership roles to possess “equity-minded competence.” This means that board members must be equipped not only with their external knowledge but also with an understanding of the racial and social equity issues relevant to the campus mission. This dual expertise allows them to apply their skills in a way that truly serves the students and helps the institution fulfill its core purpose.

4. Boards represent the public. 

• • • Boards are often designed to be representative of the community they serve. In some cases, members are elected from specific districts or appointed to reflect the diverse demographics, values, and priorities of the local population. This unique connection to the community allows the board to act as a crucial bridge between the institution and its stakeholders, including parents, alumni, local businesses, and community organizations. 

• • • For example, by ensuring that the institution’s mission and strategic goals are aligned with community needs and expectations, boards can foster a sense of shared ownership and support for student success. This external perspective helps to prevent the institution from becoming insular and ensures that its efforts remain relevant and responsive to the real-world context in which students live and work.

5. Boards are well-positioned to hold the institution accountable.

• • • Boards hold the ultimate responsibility for the institution’s performance and mission fulfillment. They hold the institution’s leadership, particularly the president, accountable for results. This is a powerful mechanism for driving mission-centered success. Through regular performance evaluations, approval of contracts, and the review of key metrics, the board ensures that the administration is not only working efficiently but also is making demonstrable progress toward institutional goals. 

• • • Boards provide a critical check and balance, ensuring that the institution remains focused on its primary purpose and operates with the integrity, transparency, and effectiveness necessary to deliver on its promise to students and the community.

6. Boards are focused on the long-term strategic vision.

• • • Boards are responsible for establishing and stewarding the institution’s long-term vision. Unlike day-to-day administrators who are often focused on immediate operational challenges, boards operate with a broader, more future-oriented perspective. They approve the strategic plan, set high-level goals, and ensure that all institutional activities are aligned with the core mission. 

• • • This strategic oversight is critical for student success because it ensures that pivotal decisions from curriculum development to athletic conference selection to resource allocation are not just reactionary but part of a coherent, multi-year plan designed to prepare students for the future. By maintaining this long-range focus, the board can provide the stability and direction necessary for sustained and meaningful improvements in student outcomes.

Ultimately, the reason it is essential to center boards in our quest to help better align with institutional missions is that they hold the highest-level authority to make sustainable, systemic change. An institution’s mission is a promise to its students. By focusing on boards, we can help ensure that those promises are kept. A board that is focused on mission-centered governance will make decisions that prioritize student outcomes. They will center inquiry, asking tough questions about equity, accountability, and the effectiveness of campus programs. The result of this focus is a self-reinforcing cycle of improvement: a mission-aligned board leads to a mission-aligned chancellor, who in turn empowers a mission-aligned campus, ultimately leading to better support and outcomes for students. The work to improve higher education cannot be sustained or maximized without the board’s intentional, focused, and mission-driven leadership.