The hallmark of the American higher education system is its diversity: Each institution has a unique mission and culture. Collectively, Historically Black Colleges and Universities (HBCUs) play an increasingly important role within that diverse American higher education ecosystem. Black colleges make up 3 percent of all institutions of higher education and enroll 14 percent of African-American undergraduate students. However, they award a startling 28 percent of baccalaureate degrees earned by African Americans. Still more remarkably, this small group of colleges confers 40 percent of all STEM (science, technology, engineering, and math) degrees and 60 percent of all engineering degrees earned by African-American students. They also educate fully one-half of the country’s black teachers. As noted in a recent American Association of University Professors (AAUP) report on HBCUs, these institutions play a significant role in placing African Americans in graduate and professional school as well. (Also see the July/August cover story, “The Real Data Revolution,” for more on HBCUs and their high marks on behavioral economic indicators for student health and wellness.)
Unfortunately, despite their obvious value, these venerable institutions have not occupied a seat of privilege in the academy. To the contrary, historic patterns of underfunding have resulted in technology and infrastructure deficiencies and mounting deferred maintenance challenges on most HBCU campuses. Further, the heavy reliance on dwindling outside funding sources to sustain an overwhelmingly low-wealth, first-generation population of students has crippled many HBCUs. These institutions have consistently been asked to “do more with less” and to produce outstanding results against the worst odds. Sadly, quite a few have succumbed to the pressure and closed their doors in recent years.
This is the backdrop and stage upon which HBCU presidents and governing boards must perform. To be sure, the margin for error is incredibly low. If these institutions are to survive and, more importantly, to thrive, HBCU boards must commit to sound governance principles and practices.
The complexities of our higher education environment require presidents and boards to carefully plot the strategic pathways for their institutions. However, the responsibility does not end there. Boards must collaborate with presidents to set goals and establish the policy framework for the institutions they serve. Further, boards must acknowledge and embrace their fiduciary obligations to safeguard assets; ensure transparency and accountability; and identify, cultivate, and develop resources to support and sustain their institutional missions. These governance principles are fundamental to every college and university, but I would submit that for the reasons I have listed above, they are most critical at HBCUs.
I am proud of AGB’s recognition of, and commitment to, strengthening HBCU governance through the HBCU Governance and Leadership Institute for Board Chairs and Presidents. As part of the larger Initiative for Strengthening HBCU Governance and Leadership, board chairs and presidents can connect with a similarly situated network of peers for an intensive workshop designed to develop more effective working relationships. Modeled after AGB’s program for independent institutions, this institute offers a specific focus on the distinct challenges of Historically Black Colleges and Universities.
Through small-group discussions with the program’s facilitators, interactions with other HBCU presidents and chairs, and intentional “institutional team time,” presidents and chairs are encouraged to explore and discuss governance best practices. More importantly, presidents and board chairs develop a mutually agreed-upon agenda that enables their board to address critical institutional issues and strengthen the governance infrastructure. Following the workshop, select institutions receive supplemental support, including board self-assessment, customized workshops, and ongoing leadership coaching.
While every institution can benefit from innovative governance training, it is abundantly clear that the greatest need exists within the institutions least able to afford such support—our nation’s HBCUs. The strength and viability of these historical institutions depend upon effective leadership and governance. I applaud AGB for recognizing the need and for employing a thoughtful approach to addressing and overcoming the challenge.
AGB’s HBCU Governance and Leadership Institute for Board Chairs and Presidents was made possible by the generous support of The Arthur Vining Davis Foundations and the Kresge Foundation.
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