Â̾ÞÈËÊÓƵ

• Serve as an advocate for higher education and for the University System, helping to raise the profile of each institution and the System as a whole.
• Ensure that the Mission of the institution is kept current and is aligned with public purposes.
• Maintain a thorough understanding of economic trends and social needs within the State of New Hampshire and their potential impact of higher education.
• Establish the Board-level policies and priorities of the University System, delegating where appropriate the implementation of these to the Chancellor and Presidents.
• Carry out fiduciary responsibilities through policy development and oversight of the University System, ensuring adequate financial resources to fulfill the institutional missions.
• Exercise authority in a manner that builds consensus toward the greater good of the University System, respecting differing points of view, balancing conflicting priorities and supporting majority action even when in disagreement.
• Serve in a manner that upholds and comports with the Charter and Bylaws of the Â̾ÞÈËÊÓƵ.
• Conduct the board’s business with the appropriate decorum in an exemplary fashion and with appropriate transparency, adhering to the highest ethical standards and complying with applicable open-meeting and public-records laws.
• Support fundraising and other development efforts and serve as a liaison between the System and each institution and the business community, social and service organizations and alumni associations.
• Comply with the letter and spirit of the Board’s conflict of interest policies and practice, the effect of which essentially bars Â̾ÞÈËÊÓƵ from doing business or having a financial relationship with a Â̾ÞÈËÊÓƵ Trustee or any organization owned or controlled by a Â̾ÞÈËÊÓƵ Trustee. Please see BOT III.I for further detail.

Core Responsibilities

• Participate in the development and adoption of System and Institution mission statements.
• Select, set the compensation, monitor, support, and assess the performance of the Chancellor and the Presidents.
• Maintain the educational integrity of the System and component institutions by:
  • Reviewing existing academic programs, promoting academic excellence and maintaining the quality of programs.
  • Awarding promotion and tenure on the recommendations of the Chancellor and the Presidents.
  • Requiring each institution to establish and maintain a long-range academic plan as a component of the institutional strategic plan.
  • Requiring each institution to establish and maintain effective processes for the addition, alteration, deletion, and periodic review of all types of academic programs.
• Establish tuition rates, set a differential in the rate of tuition to be charged all in- state and out-of-state students based on legislative policy.
• Promote financial viability via budget and financial oversight, making certain that institutional finances are well managed. For example:
  • Review and approve:
    • Annual financial statements
    • Operating budget
    • Capital appropriation requests
    • Capital investment proposals
  • Monitor:
    • University System investments
    • Auditing process
• Approve compensation policies for faculty and staff.
• Engage in board self-study/self-assessment to ensure the effectiveness of the board structure and functions.
• Acquire property through purchase or gift.
• Establish long-term direction. Review and approve long-range strategic plans for consistency and advancement of the System and institutional missions.