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            "text": "THE WORK OF HIGHER EDUCATION GOVERNING BOARDS DURING AND AFTER THE PANDEMIC",
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            "text": "3 How will a reset of higher education impact board governance?",
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            "text": "The job of being a fiduciary will grow more complex; it will require a new set of considerations in shaping boards for a future that could be a bit of a roller-coaster ride. The current challenges require that governing boards step up to meet the moment. Collaborative governance, with an effective leadership partnership will be essential as institutions consider the way forward. Boards will need to balance their level of fiduciary leadership and engagement with their support and respect for presidential leadership and healthy shared governance."
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            "text": "And yet, as the reset of the sector unfolds, this is a useful time to begin to reflect on some of the ongoing challenges in higher education's governance structure."
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            "text": "It is much work that can and should be done in this area by institutions and state policy leaders. And there are some creative governance reforms that merit immediate board leadership. The selection of independent governing board members—with private institutions self-selecting their members and public governing board members typically selected through a political process—should be revisited as institutions work through the challenges ahead. Board governance requires a professional commitment to a voluntary role, it requires time and awareness, and it needs courage and curiosity. It is neither about passivity nor advancing partisan agendas. It is about applying sound judgment and innovative ideas drawn from analysis as well as from the experience of other institutions and sectors."
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            "text": "fessional commitment to a voluntary role, it requires time and awareness, and it needs courage and curiosity. It is neither about passivity nor advancing partisan agendas. It is about applying sound judgment and innovative ideas drawn from analysis as well as from the experience of other institutions and sectors."
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            "text": "Among those being recruited to serve on governing boards should be men and women who have some familiarity with the higher education business model, and who are willing to make tough and innovative decisions. A reset also provides an opportunity to consider the number of board members serving on private institution boards whose size can, at times, intrude on board effectiveness. And, appointment and selection processes of public institution board members should limit those board members who are in their seats based mostly on political loyalties as distinct from their level of expertise and distinction."
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            "text": "mostly on political loyalties as distinct from their level of expertise and distinction."
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            "text": "Central to the process and selection of board members will be a needed shift in their diversity. As the country and higher education work through the painful recognition of past prejudices and racial discrimination across our institutions, along with exclusionary biases and hiring practices on our campuses, it is increasingly essential for college and university governing boards to establish a commitment to diversity in the boardroom. Data clearly show that governing boards are insufficiently diverse in their makeup and their leadership; an issue and opportunity that boards should aggressively and immediately address. Higher education's customers (students) want to purchase their education product from institutions that demonstrate a recognition and commitment to who they are; too many governing boards don't look like today's (and tomorrow's) students. Limited diversity in higher education's boardrooms will only exacerbate the current problems facing the sector. All governing boards should develop a formal governance diversity policy (and standing committee) that commits them to making progress in the boardroom and across the campus, just as society is confronting its own past racial and social justice challenges."
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            "text": "Higher education governance is based on legal principles that address loyalty, care, and obedience and that serve a public interest. Additionally, governance should be symbolic of all that is good in a sector that has long been driven by moral and ethical standards."
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            "text": "Higher education is facing a pronounced tipping point. Can it continue to be the difference-maker for which it has been seen over multiple generations? Governing boards, structured for the future, need to be asking the right questions and helping to reset the sector for a more uncertain future."
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            "text": "The call for a substantial transformation of higher education has been discussed in higher education circles for decades but change has been slow to come. Now that transformation appears to be bearing down on us. Are we ready? T"
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            "text": "A. Lee Fritschler, PhD, is president emeritus of Dickinson College; he also served as the assistant secretary for postsecondary education in the U.S. Department of Education. Email: afritsch@gmu.edu.",
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            "text": "Richard D. Legon is the immediate past president and chief executive officer of the Association of Governing Boards of Universities and Colleges (AGB). Email: rdl@agb.org.",
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            "text": "TRUSTEESHIP JAN·FEB·2021",
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            "text": "Page 116 of 649",
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            "text": "SHUTTERSTOCK/TULPAHN",
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