AGB President & CEO Update: Building and Strengthening Relationships (Foundation)

You are viewing the Institutionally Related Foundation version of this CEO Update. Public Institution/System and Private Institution versions are also available.

Happy New Year! I hope that the winter holidays were restful and restorative and that you have embarked on 2025 with a renewed sense of purpose.

For many, the new year is a time for resolutions. One of mine this year is to continue to build relationships across our organization, our membership, and our industry. In these challenging times, raising a collective voice is more important than ever. American higher education must begin this year with its own renewed sense of purpose that places the success of our students, the well-being of our workforce, and the financial sustainability of our institutions at the fore.

One key to this effort will be building and sustaining board relationships, which is vital to much of the work of foundations. As we begin this year, I encourage you to think about the strategic relationships between the board and the CEO, among board members, and between the boards of the foundation and institution, and the myriad board-stakeholder relationships with students, alumni, donors, and other friends of the institution. What relationships need a little extra care? Which ones need to be fostered for the first time? And how are board members assessing the way they relate to one another and work together in support of the institution?

Why It Matters

Strong relationships between members of the board and between the board and others provide the foundation of good governance. It is through these relationships that board culture is created, leadership is supported, and stakeholders are aligned.

In examining these relationships, four stand out as key for any board:

Intra-board. Highly functioning boards are marked by respect and collegiality, ensuring that board members feel comfortable and confident engaging in robust, thoughtful debate and strategic decision-making on the merits; decisions not based on personal agendas or inter-board factions but on common recognition of what is best for the foundation and related institution and consistent with the mission, vision, and values the institution holds dear. When relations between board members begin to fracture, it is vital that board leadership move quickly to address the issue before the work of the board is derailed.

Chair and CEO. While every CEO understands the importance of cultivating and connecting with their entire board, the relationship between the board chair and CEO is particularly significant. A productive working relationship characterized by open communication and regular collaboration sets the tone for the rest of the board and the foundation.

Foundation and institution. For an effective partnership, the foundation and institution must have a shared understanding of the foundation’s role, often formalized through a memorandum of understanding (MOU) or operating agreement that outlines each party’s responsibilities. Trust and open communication are essential, fostered through regular interactions—both formal and informal—between foundation and institutional leaders. Involving foundation board members in the institution’s strategic planning process helps align priorities and ensures foundation resources are effectively leveraged to support institutional goals.

Stakeholders. Strong relationships with students, alumni, donors, and other friends of the institution are crucial for advocacy, philanthropy, and community building. Engaging them effectively can lead to increased support for the institution’s mission, including presenting the institution’s case to legislatures and sharing the impact of scholarships and gifts. Alumni and donors are key to fundraising efforts that support financial needs such as student assistance and academic facilities. Additionally, these relationships help align the board’s efforts with institutional priorities and foster authentic communication, creating impactful partnerships and ensuring stakeholders feel invested in the institution’s success.

Highly functioning boards build the cultivation of these relationships into their regular work but also take frequent opportunities to check in on the quality and strength of their relationships.

Go Deeper 

Board Fundamentals: Board Structure and Culture 
Board Fundamentals: Board Assessment 
Book: An Anatomy of Good Board Governance in Higher Education 
Book: Memoranda of Understanding Between Public Institutions and Affiliated Foundations 
Podcast: The Essential Partnership between Foundations and Institutions 
Trusteeship Magazine Article: “Cultivating Connections in a Contentious World: How Foundations Sustain Their Work of Relationship-Building in a Challenging Environment”

Strategic Questions

In monitoring and assessing board communications, it is helpful to ask some strategic questions:

Intra-Board Communication: How effective is our board’s communication strategy in fostering open dialogue and collaboration among members? Are there opportunities to enhance transparency and trust within the board?
Board-CEO Relations: Does our board have a healthy, transparent, and collaborative relationship with the CEO? Do our board chair and CEO communicate regularly?
Board Culture and Cohesion: What steps are we taking to ensure a positive and cohesive board culture that supports robust debate and strategic decision-making? How do we address and resolve conflicts when they arise?
Board Member Onboarding, Assessment, and Development: What processes are in place to onboard new board members and ensure they are well-integrated into the board’s culture and operations? How well do we assess board performance and support ongoing development for all board members?
Institution-Foundation Alignment: How does the relationship between institution and foundation leadership facilitate strategic alignment, and where does the foundation board fit into that process? Does the foundation’s MOU with your host institution outline the expectations for alignment, and how are challenges in alignment addressed?
Stakeholder Relations: How do we seek to understand stakeholder interests and where they intersect with institutional priorities? Do we have strategies and systems to engage stakeholders both individually and at scale? What are some ways we know when we’re successful in deepening engagement with stakeholders?

Next Steps 

Fostering and building strong relationships is at the heart of several upcoming AGB events that I hope you will plan to attend. The AGB team regularly hears that these gatherings not only strengthen relationships between those serving a foundation but also offer rich opportunities to connect with colleagues at other foundations.

The Foundation Leadership Forum, January 29–31 in Washington, DC, is where foundation leaders will share strategies for advancing governance, fundraising, and institutional resilience. This renowned convening brings together more than 800 foundation leaders and experts to build connections, gain actionable insights, and equip foundations to navigate today’s challenges. Register now.

The Board Professionals Conference, March 29–31 in Chicago, Illinois, created for board professionals, by board professionals, will offer insights into the challenges ahead and help create connections between those in this role who are indispensable to the efficient and effective functioning of our nation’s boards. Register now.

The Institute for Foundation Board Leaders and Chief Executives 2025, June 4–6 in Newport, Rhode Island, will focus on strengthening the partnership between board chairs and chief executives to enhance governance and advance institutional priorities. New this year, AGB has adapted the Institute agenda to include institution presidents along with their foundation CEOs and chairs. The participation of a president is not required but affords a great opportunity to strengthen strategic alignment between the foundation and the institution and develop a shared agenda to advance campus priorities. Apply for the Institute.

I hope to see you at these events, and again, Happy New Year!

Fram