Task Force on Governance Reflections Jon Hagler May 26, 2009
Introduction <ul><li>Privileged to be with you today </li></ul><ul><li>A very important subject </li></ul><ul><li>How can ...
Does Governance Matter? One Perspective <ul><li>Half a century of observations, experience, and involvement </li></ul><ul>...
Role of 2020 in Governance   <ul><li>Prior Aspirational Studies of the ’60’s & ’80’s: important in TAMU evolution </li></u...
Highlights of Vision 2020 <ul><ul><li>250+ person task force </li></ul></ul><ul><ul><li>12 Imperatives </li></ul></ul><ul>...
2020 on Governance <ul><li>First par (in Governance Imperative) </li></ul><ul><ul><li>Vision, environment, resources, lead...
2020 on Governance, Imperative 10 <ul><li>Five Precepts </li></ul><ul><li>Ten Goals, one of which </li></ul><ul><ul><li>“S...
2020 on Governance: Summary <ul><li>Dealt with Strategic Vision </li></ul><ul><li>Said Enlightened Governance and Leadersh...
2020: Did We Forget Students? <ul><li>2 on 12 member Exec Committee </li></ul><ul><li>8 others on theme groups </li></ul><...
2020 in 2009 One Old Man’s Perspective <ul><li>First Decade: Progress in some important areas </li></ul><ul><li>AMP an imp...
* Adverse Trends in Governance <ul><li>Breakdown in  process  of openness and appropriate involvement; </li></ul><ul><li>F...
Am I too paranoid? <ul><li>Is governance unimportant? Doesn’t vibrancy of core mission suffer if faculty and other stakeho...
Am I too paranoid? <ul><li>Pres Bowen & Regents agreed on 2020 mission and on governance  </li></ul><ul><li>Pres Gates art...
So, What Now? <ul><li>Have to face issue; task force is appropriate and essential, in my opinion </li></ul><ul><li>If you ...
So, What Now? <ul><li>Have to capture the intellectual high ground on </li></ul><ul><ul><li>Why good governance at  all  l...
Ideas/Next Steps <ul><li>Make the case for good governance process as a true imperative </li></ul><ul><li>Develop support ...
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Task force on governance

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Task force on governance

  1. 1. Task Force on Governance Reflections Jon Hagler May 26, 2009
  2. 2. Introduction <ul><li>Privileged to be with you today </li></ul><ul><li>A very important subject </li></ul><ul><li>How can I add value? </li></ul><ul><ul><li>A different perspective </li></ul></ul><ul><ul><li>A lifetime of observing governance </li></ul></ul><ul><ul><li>Connect the work of Vision 2020 to this task force </li></ul></ul><ul><ul><li>Hopefully, some useful suggestions </li></ul></ul><ul><ul><li>Emphasis on Process, Not Details </li></ul></ul><ul><li>Format: some remarks, then dialogue </li></ul>
  3. 3. Does Governance Matter? One Perspective <ul><li>Half a century of observations, experience, and involvement </li></ul><ul><li>As analyst, investor and participant </li></ul><ul><li>A corporate example of failed governance </li></ul><ul><li>A non-profit example of failed governance </li></ul><ul><li>Other examples </li></ul><ul><ul><li>Adelphi U, Enron, Tyco, World Com, MA HMO’s, Banks, Bear Stearns, AIG, etc., etc. </li></ul></ul><ul><li>Answer: It has always been crucial, and it will remain crucial </li></ul>
  4. 4. Role of 2020 in Governance <ul><li>Prior Aspirational Studies of the ’60’s & ’80’s: important in TAMU evolution </li></ul><ul><li>Need for broad involvement from U community to consider anew </li></ul><ul><li>Poor Vision or Bad Strategies can kill; organizations need an over - arching Vision </li></ul><ul><li>Otherwise, Governance to what end? </li></ul>
  5. 5. Highlights of Vision 2020 <ul><ul><li>250+ person task force </li></ul></ul><ul><ul><li>12 Imperatives </li></ul></ul><ul><ul><li>Regent’s formally endorsed, citing “generational” nature of work </li></ul></ul><ul><ul><li>Initiated by President Bowen </li></ul></ul><ul><ul><li>Embraced by President Gates </li></ul></ul><ul><ul><li>Embraced by President Murano </li></ul></ul><ul><ul><li>Maybe not a bad idea to use it as a starting point </li></ul></ul>
  6. 6. 2020 on Governance <ul><li>First par (in Governance Imperative) </li></ul><ul><ul><li>Vision, environment, resources, leadership, Regents take high ground (policy), clear & cooperative relationships between U & System, System admin must acknowledge U’s role as CRU with national peers, quality. </li></ul></ul><ul><li>U admin must make decisions through process of openness and appropriate faculty and staff participation </li></ul><ul><li>Faculty Senate statement on shared governance, 1998-1999 (Speaker Kaplan) advance materials for Task Force </li></ul>
  7. 7. 2020 on Governance, Imperative 10 <ul><li>Five Precepts </li></ul><ul><li>Ten Goals, one of which </li></ul><ul><ul><li>“Structure U so that decisions are made by the appropriate and most knowledgeable party regardless of level” </li></ul></ul>
  8. 8. 2020 on Governance: Summary <ul><li>Dealt with Strategic Vision </li></ul><ul><li>Said Enlightened Governance and Leadership was an Imperative </li></ul><ul><li>Was explicit about several tenets of good governance, such as </li></ul><ul><li>Quality at the top, in recruiting, and in decision making </li></ul><ul><li>Decisions through a process characterized by openness and appropriate faculty and staff participation </li></ul>
  9. 9. 2020: Did We Forget Students? <ul><li>2 on 12 member Exec Committee </li></ul><ul><li>8 others on theme groups </li></ul><ul><li>Only two imperatives do not directly benefit students (9 & 12) </li></ul><ul><li>Are the purpose of our existence </li></ul><ul><li>Reality of transitional existence to another stakeholder’s status (AFS) </li></ul><ul><li>But should have a defined role </li></ul>
  10. 10. 2020 in 2009 One Old Man’s Perspective <ul><li>First Decade: Progress in some important areas </li></ul><ul><li>AMP an important collaborative initiative </li></ul><ul><li>But trends in governance not favorable* </li></ul><ul><li>Opinion: Not on a 2020 success trajectory, and most important missing ingredient is governance </li></ul><ul><li>Appears Chancellor and Regents have repudiated, by their actions, Vision 2020 – those who worked on it and the Regents who endorsed it. </li></ul><ul><li>Guess: Without a major course change on governance, failure of 2020 appears inevitable </li></ul>
  11. 11. * Adverse Trends in Governance <ul><li>Breakdown in process of openness and appropriate involvement; </li></ul><ul><li>Flawed process of Presidential and VP appointments </li></ul><ul><li>If I understand, explicit rejection of basic tenets of “shared” governance </li></ul><ul><li>If I understand, inappropriate involvement by System in flagship university policy and administration, probably in other areas </li></ul>
  12. 12. Am I too paranoid? <ul><li>Is governance unimportant? Doesn’t vibrancy of core mission suffer if faculty and other stakeholders are treated as either mere employees or as incidental? </li></ul><ul><li>Lombardi Study 2002: Research U competitiveness (i.e., Vision 2020) comes from high quality within both academic core and administrative shell of U </li></ul><ul><li>In the more competitive research U’s, a pattern of delegating substantially all academic and administrative authority from system to campus is evident . </li></ul>
  13. 13. Am I too paranoid? <ul><li>Pres Bowen & Regents agreed on 2020 mission and on governance </li></ul><ul><li>Pres Gates articulated and practiced shared governance </li></ul><ul><li>Spkr Kaplan / Faculty Senate ’98-’99 endorsed </li></ul><ul><li>University Leadership Council </li></ul><ul><li>University of Arizona </li></ul><ul><li>Believe states of CO, Iowa, Hawaii have introduced codes of fiduciary conduct </li></ul><ul><li>Question: why do we want to return to the dark ages? </li></ul>
  14. 14. So, What Now? <ul><li>Have to face issue; task force is appropriate and essential, in my opinion </li></ul><ul><li>If you don’t speak for the university community stakeholders, who will? </li></ul><ul><li>This is best, perhaps only, chance to confront issues during next decade </li></ul><ul><li>One Danger? Settling for rule making on subsidiary issues </li></ul>
  15. 15. So, What Now? <ul><li>Have to capture the intellectual high ground on </li></ul><ul><ul><li>Why good governance at all levels is crucial </li></ul></ul><ul><ul><li>Why we fall short now: explicit about failures </li></ul></ul><ul><li>The genesis of our troubles is political interference </li></ul><ul><li>Must move from hierarchical to collaborative process </li></ul><ul><ul><li>Not a challenge to power, but abuses of good process </li></ul></ul><ul><ul><li>Heavy emphasis on appropriate involvement </li></ul></ul><ul><li>System meddling in flagship a No No. This will ruin us. </li></ul><ul><li>Faculty & President: need to focus on process, agree on rules </li></ul><ul><li>Enlightened and appropriate decision making is the goal. </li></ul><ul><li>This is important enough that stakeholder activity/interest must increase a lot to make any difference </li></ul>
  16. 16. Ideas/Next Steps <ul><li>Make the case for good governance process as a true imperative </li></ul><ul><li>Develop support in all stakeholder communities </li></ul><ul><li>Begin implementing it in flagship </li></ul><ul><li>Plan for regeneration/sustainability </li></ul><ul><li>Never, never, never, give up </li></ul>

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