How can the Board ensure it remains focused on the institution's core mission and student success amidst external political pressures?
The Board’s primary fiduciary duty is to the institution’s mission. Regularly reviewing and reaffirming the mission statement as the guiding star for all decisions is crucial. Prioritize agenda items that directly impact student learning, well-being, and academic quality (both now and years from now). Establish clear internal policies that protect academic freedom and institutional autonomy, empowering the administration and faculty to serve the mission without undue external influence.
What is the Board's role in defending the institution against attacks on academic freedom, DEI initiatives, or specific programs from external forces?
The Board is the ultimate guardian of institutional values and independence. Boards must work with legal counsel to understand the legal landscape and avoid preemptively cutting programs out of fear. They should champion the institution and provide clear and immediate responses to misinformation and undue pressure, aligning with the 1966 Statement on Government of Colleges and Universities which highlights the board’s duty to serve as a champion in crises.
Where should Board members turn for guidance and information when navigating complex issues in these highly political times?
The President serves as the primary and most vital conduit for information and counsel, providing essential context, strategic insights, and an understanding of operational realities. However, for a holistic perspective, Board members should also cultivate a comfort level with engaging relevant campus constituencies—such as faculty leadership, student representatives, or staff assemblies—to gain diverse perspectives on issues. Additionally, leveraging resources from higher education organizations like the Center for Strategic and Inclusive Governance (CSIG), AGB (Association of Governing Boards of Universities and Colleges), ACE (American Council on Education), and various disciplinary associations can provide valuable external data, high-impact practices, and expert guidance on governance in challenging political landscapes. Any information obtained from these sources should be considered within your own institutional and regional context.
How can the Board maintain unity and avoid internal partisan divisions when faced with polarizing issues?
What is the best way for the Board to communicate with internal and external stakeholders during contentious times?
How can the Board support institutional leaders (President, Provosts) who are navigating these challenging political waters?
How does the Board work to ensure financial stability while upholding the mission, especially if political actions threaten funding or donor relations?
The Board has ultimate fiduciary responsibility. This involves meticulous oversight of financial health, diversification of revenue streams, and strategic advocacy with state legislatures and donors. Boards must clearly articulate the value proposition of the institution and its alignment with the public good, demonstrating how resources are utilized to serve the mission effectively, even when facing politically motivated funding threats. Avoid making reactive, detrimental financial cuts that compromise academic quality or student support. The integrity of the institution should not be for sale.
What steps can the Board take to ensure the institution remains an inclusive and welcoming environment for all students, faculty, and staff?
Boards must uphold and advance policies that foster a climate of belonging and respect for all members of the campus community. This includes recognizing that inclusivity as integral to the mission, not a separate or optional endeavor. Regularly review institutional policies and practices to ensure they are equitable and support the success of diverse populations, serving as an example of inclusive leadership.
When should the Board get involved in issues related to inclusion?
The Board is always involved in issues of diversity, equity, and inclusion because these principles are foundational to the institution’s mission and its success. Rather than asking when to get involved, the question for boards is how to continuously ensure diversity, equity, and inclusion are central to their fiduciary and strategic oversight. This means integrating equity considerations into all board decisions – from strategic planning and financial allocations to presidential evaluations and risk management. Boards should proactively ask questions about equity outcomes, support institutional DEI initiatives, and ensure that the institution’s commitment to access, belonging, and student success for all populations remains an unwavering priority.