Governance at Independent Institutions
Trustees of independent colleges and universities are surrogates of the general public. They are responsible for acting on behalf of their fellow citizens and institutional founders as their individual consciences and best judgment dictate. Although they operate with much more freedom than public institution trustees, independent institution trustees have a clear obligation to act in the public interest.
State governments charter and enable private institutions to operate as nonprofit, degree-granting entities; the federal government provides tax-exempt status, which helps to create a favorable environment for philanthropy; and many private institutions receive direct and indirect grants from state governments in recognition of their public purposes. "Independence" from governmental control is relative and will be sustained only as long as governing boards and their administrations keep their houses in order and meet their fiduciary and ethical responsibilities. This principle is equally true for nonsectarian and religiously affiliated institutions.
What do independent boards do?
Set and clarify mission and purpose
An institution's mission statement should be a succinct and clearly worded description of its broad purpose, its distinctiveness, and who it primarily serves. It should enable trustees to judge the appropriateness of various institutional plans, budgeting and resource-allocation decisions, academic restructuring, and other strategic and policy decisions. Reaffirming or changing the institution's mission statement ultimately is a governing board responsibility, shared with the chief executive and faculty, and perhaps with alumni and others. It should be changed cautiously, only after campus-wide consultation with key constituents. In the end, however, the board has ultimate authority to make adjustments.
Support the president
Boards support their presidents in many ways, beginning with establishing conditions of employment appropriate to the vulnerabilities of the presidency. This includes setting fair compensation, given the enormity of the president's responsibilities and the high expectations of so many. Board members can demonstrate their support as well by faithfully attending meetings, making substantial gifts to the institution and persuading others to do so, showing interest in the issues and opportunities that preoccupy the president, and offering an encouraging word now and then--especially by acknowledging accomplishments and progress.
Additionally, boards can show support for a president by defending unpopular--but appropriate--decisions most chief executives eventually must make. This practice should not suppress critique, however; capable and confident presidents are able to benefit from candid and informed suggestions from board members. But public criticism is always harmful (and can presage trouble) even when it is followed by private apology.
Further, when disgruntled faculty or staff take grievances directly to the board (increasingly commonplace), trustees must side with the president or at least remain neutral until all facts are known. Additionally, they should quickly relate the substance of such conversations to the president. The sound practice of "no surprises" between the board and the chief executive should prevail.
Board support of the president is most evident when both parties understand their unique partnership and carry out their complementary roles in an atmosphere of mutual respect, trust, and open communication. The only place a chief executive can look to for consistent support is the governing board.
Read more about what independent boards do...
More Resources
Ingram, Richard T. "A Test of an Effective Board: Is Your Independent College or University Board Adhering to Best Practices? Complete This Checklist for a Reality Check. Trusteeship Vol. 11, no. 3 (May/June 2003): 30-32.
- Suggests a 25-question checklist for institutions to see if they are adhering to best practices.
- Available to AGB members only. Contact zrc@agb.org
Governing Boards: A Guide for Members of Governing Boards of Independent Colleges and Universities. Washington, D.C.: Association of Governing Boards of Universities and Colleges, 2009.
- This revised edition updates AGB's list of governing board responsibilities, emphasizing board accountability, academic quality and board member conduct. Especially useful in the formal orientation process for new board members, and as a refresher for returning board members.
- Order this report from AGB's online bookstore.
