Socrates must be in the Boardroom of HEIs. They should know their roles; its not about them, its about Social Progress
The recent PISA exam results (among others) have highlighted significant weaknesses in the Philippine educational system. While these results pertain to 15-year-old students in basic education, they reveal broader issues in how our educational systems are governed and managed. The basic education sector is staffed and led by professionals who have passed through our higher education institutions. These leaders have undergone rigorous training, conducted research, and participated in capacity-building activities to prepare them for their roles. Higher education institutions are expected to produce capable policymakers who can develop competitive educational sectors. Other continuing issues in the HEIs remain unaddressed, such as funding to operate at greater quality standards, industry-academe mismatch, quality of research, development, and innovation, faculty development, curriculum relevance, technology integration, infrastructure and support services, and internationalization. With its role as the think-tank, and producer of skilled/highly capacitated community people, the HEIs has the power to shift the prevailing mediocrity or enhanced exiting efforts towards social progress. My hypothesis is that; where the best universities (or higher education institutions) are, the state of social progress is better.Given the critical role of higher education, our institutions must be governed by highly capable individuals who can implement necessary interventions to address pressing issues in the educational sector. Higher education institutions are governed by the Board of Regents(BOR) of universities or Board of Trustees(BOT) of colleges, the highest decision-making bodies. However, the composition of these boards can be a challenge. To produce the desired outcomes, the BOR/BOT must know the real intent of HEIs they governed. Research by Goodal suggests that BORs should be composed of individuals with deep understanding and experience in education, akin to the philosophical rigor of Socrates. Board members must understand their roles and responsibilities to realize the expected outcomes of HEIs, social progress.𝐓𝐡𝐞 𝐑𝐨𝐥𝐞 𝐚𝐧𝐝 𝐂𝐨𝐦𝐩𝐨𝐬𝐢𝐭𝐢𝐨𝐧 𝐨𝐟 𝐭𝐡𝐞 𝐁𝐎𝐑/𝐁𝐎𝐓The Board of Regents in a university serves as the highest governing body, overseeing the institution's strategic direction, financial health, and overall governance. The rationale behind the diverse composition of the Board is to ensure a wide range of perspectives and expertise are represented, contributing to balanced decision-making that considers the interests of all stakeholders.𝐏𝐮𝐫𝐩𝐨𝐬𝐞 𝐨𝐟 𝐭𝐡𝐞 𝐁𝐎𝐑 𝐨𝐫 𝐁𝐎𝐓1. 𝙂𝙤𝙫𝙚𝙧𝙣𝙖𝙣𝙘𝙚 𝙖𝙣𝙙 𝙋𝙤𝙡𝙞𝙘𝙮 𝙈𝙖𝙠𝙞𝙣𝙜: Establish policies guiding the university/college's operations, ensuring adherence to its mission and goals.2. 𝙁𝙞𝙣𝙖𝙣𝙘𝙞𝙖𝙡 𝙊𝙫𝙚𝙧𝙨𝙞𝙜𝙝𝙩: Approve budgets, oversee financial management, and ensure financial stability and sustainability.3. 𝙎𝙩𝙧𝙖𝙩𝙚𝙜𝙞𝙘 𝙋𝙡𝙖𝙣𝙣𝙞𝙣𝙜: Set the strategic direction for the university, including long-term goals and objectives.4. 𝘼𝙥𝙥𝙤𝙞𝙣𝙩𝙢𝙚𝙣𝙩/𝙀𝙡𝙚𝙘𝙩𝙞𝙤𝙣 𝙖𝙣𝙙 𝙀𝙫𝙖𝙡𝙪𝙖𝙩𝙞𝙤𝙣 𝙤𝙛 𝙩𝙝𝙚 𝙋𝙧𝙚𝙨𝙞𝙙𝙚𝙣𝙩: Appoint and evaluate the university president to ensure effective leadership.5. 𝘼𝙙𝙫𝙤𝙘𝙖𝙘𝙮 𝙖𝙣𝙙 𝙁𝙪𝙣𝙙𝙧𝙖𝙞𝙨𝙞𝙣𝙜: Advocate for the university’s interests and support fundraising efforts to enhance resources and capabilities.𝐃𝐮𝐭𝐢𝐞𝐬 𝐨𝐟 𝐭𝐡𝐞 𝐌𝐞𝐦𝐛𝐞𝐫𝐬 𝐨𝐟 𝐭𝐡𝐞 𝐁𝐎𝐑 𝐨𝐫 𝐁𝐎𝐓1. 𝘾𝙝𝙖𝙞𝙧𝙥𝙚𝙧𝙨𝙤𝙣 (𝘾𝙤𝙢𝙢𝙞𝙨𝙨𝙞𝙤𝙣𝙚𝙧 𝙤𝙛 𝙃𝙞𝙜𝙝𝙚𝙧 𝙀𝙙𝙪𝙘𝙖𝙩𝙞𝙤𝙣):o Leads Board meetings and ensures focused, productive discussions.o Aligns university policies with national educational goals.2. 𝙑𝙞𝙘𝙚 𝘾𝙝𝙖𝙞𝙧 (𝙋𝙧𝙚𝙨𝙞𝙙𝙚𝙣𝙩 𝙤𝙛 𝙩𝙝𝙚 𝘾𝙤𝙡𝙡𝙚𝙜𝙚/𝙐𝙣𝙞𝙫𝙚𝙧𝙨𝙞𝙩𝙮):o Provides insights into university operations and needs.o Facilitates communication between the Board and university administration.3. 𝙇𝙚𝙜𝙞𝙨𝙡𝙖𝙩𝙞𝙫𝙚 𝙍𝙚𝙥𝙧𝙚𝙨𝙚𝙣𝙩𝙖𝙩𝙞𝙫𝙚𝙨 (𝙃𝙤𝙪𝙨𝙚 𝙖𝙣𝙙 𝙎𝙚𝙣𝙖𝙩𝙚):o Ensure legislative perspectives and national educational policies are considered.o Advocate for legislative support and funding.(NOTE: LEGISLATIVE PERSPECTIVES/NATIONAL EDUCATIONAL POLICIES; not local)4. 𝙍𝙚𝙜𝙞𝙤𝙣𝙖𝙡 𝘿𝙞𝙧𝙚𝙘𝙩𝙤𝙧𝙨 (𝙉𝙀𝘿𝘼, 𝘿𝙊𝙎𝙏, 𝘿𝘼, 𝙚𝙩𝙘):o Bring expertise in economic development, science and technology, agriculture, and other regional offices.o Align university programs with regional and national development goals.5. 𝙋𝙧𝙞𝙫𝙖𝙩𝙚 𝙎𝙚𝙘𝙩𝙤𝙧 𝙍𝙚𝙥𝙧𝙚𝙨𝙚𝙣𝙩𝙖𝙩𝙞𝙫𝙚𝙨:o Provide industry and business insights to align academic programs with market needs.o Support partnerships with the private sector.6. 𝙋𝙚𝙧𝙨𝙤𝙣𝙣𝙚𝙡 𝘼𝙨𝙨𝙤𝙘𝙞𝙖𝙩𝙞𝙤𝙣 𝙋𝙧𝙚𝙨𝙞𝙙𝙚𝙣𝙩:o Represent the interests of university employees.o Advocate for staff welfare and development.7. 𝘼𝙡𝙪𝙢𝙣𝙞 𝙁𝙚𝙙𝙚𝙧𝙖𝙩𝙞𝙤𝙣 𝙋𝙧𝙚𝙨𝙞𝙙𝙚𝙣𝙩:o Engage and leverage alumni for the university’s benefit.o Foster a strong alumni network.8. 𝙎𝙩𝙪𝙙𝙚𝙣𝙩 𝙁𝙚𝙙𝙚𝙧𝙖𝙩𝙞𝙤𝙣 𝙋𝙧𝙚𝙨𝙞𝙙𝙚𝙣𝙩:o Represent the student body and ensure their needs and concerns are addressed.o Promote policies that enhance the student experience.𝐑𝐚𝐭𝐢𝐨𝐧𝐚𝐥𝐞 𝐟𝐨𝐫 𝐭𝐡𝐞 𝐂𝐨𝐦𝐩𝐨𝐬𝐢𝐭𝐢𝐨𝐧1. 𝘿𝙞𝙫𝙚𝙧𝙨𝙚 𝙀𝙭𝙥𝙚𝙧𝙩𝙞𝙨𝙚 𝙖𝙣𝙙 𝙋𝙚𝙧𝙨𝙥𝙚𝙘𝙩𝙞𝙫𝙚𝙨: Ensures a comprehensive understanding of the university's challenges and opportunities.2. 𝘽𝙖𝙡𝙖𝙣𝙘𝙚𝙙 𝘿𝙚𝙘𝙞𝙨𝙞𝙤𝙣-𝙈𝙖𝙠𝙞𝙣𝙜: Each member's unique insights contribute to well-rounded, informed decisions.3. 𝘼𝙡𝙞𝙜𝙣𝙢𝙚𝙣𝙩 𝙬𝙞𝙩𝙝 𝙉𝙖𝙩𝙞𝙤𝙣𝙖𝙡 𝙖𝙣𝙙 𝙍𝙚𝙜𝙞𝙤𝙣𝙖𝙡 𝙂𝙤𝙖𝙡𝙨: Representation from key government agencies aligns the university’s strategies with broader goals.4. 𝙎𝙩𝙖𝙠𝙚𝙝𝙤𝙡𝙙𝙚𝙧 𝙍𝙚𝙥𝙧𝙚𝙨𝙚𝙣𝙩𝙖𝙩𝙞𝙤𝙣: Ensures the interests of critical stakeholders are considered.𝐄𝐱𝐩𝐞𝐜𝐭𝐞𝐝 𝐂𝐨𝐧𝐝𝐮𝐜𝐭 𝐨𝐟 𝐭𝐡𝐞 𝐁𝐎𝐑 𝐨𝐫 𝐁𝐎𝐓1. 𝘾𝙤𝙢𝙢𝙞𝙩𝙢𝙚𝙣𝙩 𝙩𝙤 𝙩𝙝𝙚 𝙐𝙣𝙞𝙫𝙚𝙧𝙨𝙞𝙩𝙮’𝙨 𝙈𝙞𝙨𝙨𝙞𝙤𝙣: Prioritize the university’s mission and goals.2. 𝘾𝙤𝙡𝙡𝙖𝙗𝙤𝙧𝙖𝙩𝙞𝙤𝙣 𝙖𝙣𝙙 𝙍𝙚𝙨𝙥𝙚𝙘𝙩: Engage in respectful, collaborative discussions.3. 𝙏𝙧𝙖𝙣𝙨𝙥𝙖𝙧𝙚𝙣𝙘𝙮 𝙖𝙣𝙙 𝘼𝙘𝙘𝙤𝙪𝙣𝙩𝙖𝙗𝙞𝙡𝙞𝙩𝙮: Promote transparency and hold themselves accountable.4. 𝙄𝙣𝙛𝙤𝙧𝙢𝙚𝙙 𝘿𝙚𝙘𝙞𝙨𝙞𝙤𝙣-𝙈𝙖𝙠𝙞𝙣𝙜: Base decisions on thorough analysis and understanding.5. 𝘼𝙙𝙫𝙤𝙘𝙖𝙘𝙮 𝙖𝙣𝙙 𝙎𝙪𝙥𝙥𝙤𝙧𝙩: Actively advocate for the university’s interests.𝐀𝐝𝐝𝐫𝐞𝐬𝐬𝐢𝐧𝐠 𝐏𝐨𝐭𝐞𝐧𝐭𝐢𝐚𝐥 𝐂𝐨𝐧𝐟𝐥𝐢𝐜𝐭𝐬 𝐨𝐟 𝐈𝐧𝐭𝐞𝐫𝐞𝐬𝐭When Board members hold dual roles, such as being second in command at the university and serving as the Alumni President or Personnel Association President, potential conflicts of interest can arise. These conflicts can include decision-making bias, divided loyalties, perception of favoritism, and confidentiality issues.𝐌𝐚𝐧𝐚𝐠𝐢𝐧𝐠 𝐂𝐨𝐧𝐟𝐥𝐢𝐜𝐭𝐬 𝐨𝐟 𝐈𝐧𝐭𝐞𝐫𝐞𝐬𝐭1. 𝘾𝙡𝙚𝙖𝙧 𝙋𝙤𝙡𝙞𝙘𝙞𝙚𝙨 𝙖𝙣𝙙 𝙋𝙧𝙤𝙘𝙚𝙙𝙪𝙧𝙚𝙨: Define what constitutes a conflict of interest and how to handle it, including guidelines on disclosure and recusal.2. 𝘿𝙞𝙨𝙘𝙡𝙤𝙨𝙪𝙧𝙚: Require full disclosure of all roles and potential conflicts to the Board.3. 𝙍𝙚𝙘𝙪𝙨𝙖𝙡 𝙛𝙧𝙤𝙢 𝘿𝙚𝙘𝙞𝙨𝙞𝙤𝙣𝙨: Ensure individuals recuse themselves from discussions and decisions where conflicts exist.4. 𝙄𝙣𝙙𝙚𝙥𝙚𝙣𝙙𝙚𝙣𝙩 𝙊𝙫𝙚𝙧𝙨𝙞𝙜𝙝𝙩: Appoint independent committees or external advisors to review potentially conflicted decisions.5. 𝙍𝙤𝙡𝙚 𝘾𝙡𝙖𝙧𝙞𝙛𝙞𝙘𝙖𝙩𝙞𝙤𝙣: Clearly define responsibilities and boundaries for each role.6. 𝙍𝙚𝙜𝙪𝙡𝙖𝙧 𝙍𝙚𝙫𝙞𝙚𝙬: Regularly review the effectiveness of conflict of interest policies and the performance of individuals holding dual roles.𝐀𝐯𝐨𝐢𝐝𝐢𝐧𝐠 𝐃𝐮𝐚𝐥 𝐑𝐨𝐥𝐞𝐬To enhance objectivity and impartiality, it can be beneficial to avoid appointing individuals with strong connections to the university to BOR posts. This approach offers several benefits, including enhanced objectivity, clearer accountability, reduced bias, improved trust and credibility, and prevention of conflicts.𝐈𝐦𝐩𝐥𝐞𝐦𝐞𝐧𝐭𝐚𝐭𝐢𝐨𝐧 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐞𝐬1. 𝙍𝙚𝙘𝙧𝙪𝙞𝙩 𝙀𝙭𝙩𝙚𝙧𝙣𝙖𝙡 𝙈𝙚𝙢𝙗𝙚𝙧𝙨: Focus on recruiting professionals from outside the university.2. 𝙀𝙨𝙩𝙖𝙗𝙡𝙞𝙨𝙝 𝘾𝙡𝙚𝙖𝙧 𝘾𝙧𝙞𝙩𝙚𝙧𝙞𝙖: Define criteria that prioritize independence.3. 𝙍𝙚𝙜𝙪𝙡𝙖𝙧 𝙍𝙚𝙫𝙞𝙚𝙬𝙨 𝙖𝙣𝙙 𝘼𝙪𝙙𝙞𝙩𝙨: Ensure conflicts of interest are identified and managed.4. 𝙏𝙧𝙖𝙣𝙨𝙥𝙖𝙧𝙚𝙣𝙩 𝙎𝙚𝙡𝙚𝙘𝙩𝙞𝙤𝙣 𝙋𝙧𝙤𝙘𝙚𝙨𝙨: Implement a transparent process for selecting BOR members.5. 𝘾𝙤𝙣𝙛𝙡𝙞𝙘𝙩 𝙤𝙛 𝙄𝙣𝙩𝙚𝙧𝙚𝙨𝙩 𝙋𝙤𝙡𝙞𝙘𝙞𝙚𝙨: Develop and enforce robust policies.𝐀𝐝𝐝𝐫𝐞𝐬𝐬𝐢𝐧𝐠 𝐭𝐡𝐞 𝐈𝐧𝐟𝐥𝐮𝐞𝐧𝐜𝐞 𝐨𝐟 𝐏𝐨𝐥𝐢𝐭𝐢𝐜𝐚𝐥 𝐑𝐞𝐩𝐫𝐞𝐬𝐞𝐧𝐭𝐚𝐭𝐢𝐯𝐞𝐬 𝐨𝐧 𝐁𝐎𝐑 𝐨𝐫 𝐁𝐎𝐓 𝐃𝐞𝐜𝐢𝐬𝐢𝐨𝐧-𝐌𝐚𝐤𝐢𝐧𝐠One of the most concerning disruptions to the decision-making process of the Board of Regents (BOR) involves the representatives from Congress, especially during the election of the president of an HEI. House representatives can influence some board members in one way or another, especially those who need support for the budget in Congress and implementation of programs in the district where the politician reigns. This open secret remains to date in many HEIs in the country, affecting the independence of HEIs from the influence of dirty politics. This dynamic can taint the decision-making of the BOR with the biases of politicians who hold significant power over financial appropriations. When the Chairs of the House and Senate Committees on Technical and Higher Education delegate their roles to local congresspersons, the ideal duties of BOR representatives from these legislative bodies can become compromised by personal agendas. This undermines the very purpose of having such members on the BOR. There must be a clear understanding that the roles of BOR members are to represent their respective organizations, not to advance personal interests. To ensure integrity in BOR decision-making, it is essential to have clear intentions regarding the roles of every BOR member. Their decisions should reflect the organizations they represent rather than personal choices. No BOR member should influence the decisions of other members through intimidation (direct or indirect) or bribery. A diverse composition of the board must be maintained to ensure balanced representation and decision-making, with each member protecting the interests of their constituents and the broader educational mission of the university. The poor performance of students in basic education highlights broader governance issues within higher education institutions, which can be addressed by ensuring the BOR is composed of capable, independent, and well-informed members committed to fostering a more effective and competitive educational system. Membership in the Board of Regents is critical in achieving the university's short- and long-term aspirations, and each member must understand their role and represent their constituents' interests. By ensuring the BOR is free from undue political influence and maintains a diverse and balanced composition, we can address governance issues that impact educational outcomes and strive for a more robust and competitive educational system.𝐊𝐞𝐲 𝐈𝐬𝐬𝐮𝐞𝐬:• 𝙋𝙤𝙡𝙞𝙩𝙞𝙘𝙖𝙡 𝙄𝙣𝙛𝙡𝙪𝙚𝙣𝙘𝙚: Regional Directors swayed by House representatives due to funding power.• 𝘾𝙤𝙢𝙥𝙧𝙤𝙢𝙞𝙨𝙚𝙙 𝙍𝙤𝙡𝙚𝙨: Delegation of legislative duties to local congresspersons leading to personal agendas.• 𝙐𝙣𝙙𝙪𝙚 𝙄𝙣𝙛𝙡𝙪𝙚𝙣𝙘𝙚: Prevention of decision-making influence through intimidation or bribery.• 𝘽𝙖𝙡𝙖𝙣𝙘𝙚𝙙 𝙍𝙚𝙥𝙧𝙚𝙨𝙚𝙣𝙩𝙖𝙩𝙞𝙤𝙣: Ensuring diverse board composition for balanced decision-making.• 𝙂𝙤𝙫𝙚𝙧𝙣𝙖𝙣𝙘𝙚 𝙄𝙨𝙨𝙪𝙚𝙨: Addressing poor educational outcomes by having capable and independent BOR members.