From their earliest beginnings, American colleges and universities have been governed by boards of trustees. Depending on the type of institution, (private, public, religious, two-year, etc.) the duties, authorities and details of a particular board’s operations are spelled out in its bylaws. As a college administrator for over 50 years at places like Harvard University, Fisk University, Tuskegee University, and 44 years as president of Hampton University, I would strongly recommend that a board of trustees should adhere 100 percent to its established bylaws. If the board strays from established policy for any reason, stakeholders lose respect for individual board members and the board itself. Additionally, if faculty, students, administrators, and others in an organization feel as if the trustees do not follow the rules and regulations, then they may feel that they do not need to follow them either.
A typical board’s responsibilities include: the development and determination of academic and other policies; the holding of property, the granting of degrees, the hiring and firing of a chief executive officer, and oversight of financial matters.
Boards of trustees are invaluable in helping institutions to succeed. Hampton University has been fortunate to have had many outstanding leaders as trustees, including John D. Rockefeller of Standard Oil; George Eastman of Eastman Kodak; Coleman Dupont, the patriarch of the Dupont companies; and William Howard Taft, when he was President of the United States. During my tenure, individuals such as John Dorrance, chairman of the Campbell Soup Company; William Ellinghaus, president of AT&T; John C. Duncan, chairman of Saint Joe Minerals; Norwood H. Davis, chairman of Trigon Blue Cross Blue Shield; Margaret Mead, the famed anthropologist; and Roger Enrico, chairman of Pepsi Cola; served on the board. These leaders understood their roles, followed the by-laws, and provided enormous help and support assisting Hampton in becoming the world-class institution it is today.
As a university’s chief executive officer, the president and his or her team of faculty, staff, and administrators are responsible for enacting all board decisions that affect the welfare of the institution. A trustee must respect the difference between the roles of the board and that of the administration. Once the board establishes policy, it is the responsibility of the president and the appropriate team members to ensure its implementation. Board members ought not get involved in the implementation of policies regarding academics, finances, or personnel.
In some situations where the board has been directly involved with personnel procedures and day-to-day financial decisions, there have been cases where unethical practices have occurred. When boards are removed from overseeing the details of policy implementation, a university’s operations seem to fare much better with less confusion. Therefore, it is important for the president and the board to work in partnership in establishing and implementing policies.
The role of a university board of trustees can significantly impact the university’s success or failure. Therefore, it is important for the president and the board to understand their distinct roles and to have an amenable working relationship. I could name chapter and verse of situations where conflict between the president and the board of trustees at an institution caused major problems. In many instances, the conflict occurred because the bylaws were not followed and someone overstepped their boundaries.
Throughout my 44-year tenure as president of Hampton University, the official bylaws of the board of trustees were the board autonomy. An important leadership guiding force when governance issues arose. Over the course of my tenure, I have interacted with scores of board members. Some board members understood their role, while others did not. Most interactions were pleasant, while some were contentious. In an effort to avoid conflict and confusion as it relates to governance at higher education institutions, I encourage all presidents and board members to engage in orientation and training activities that clearly define their roles. When everyone’s roles are understood, the institution benefits from having a cohesive governing board that works in tandem with the president to carry out its established mission and purpose.
Dr. William R. Harvey is the president of Hampton University in Hampton, Virginia
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