AI News, Stanford board chair gives Faculty Senate insight into trustees’ work
- On 17. september 2018
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Stanford board chair gives Faculty Senate insight into trustees’ work
And in a longstanding Stanford tradition, the senate bade farewell to its outgoing chair, Elizabeth Hadly, professor of biology, with a humorous interactive presentation inspired by the popular NPR game show, “Wait Wait… Don’t Tell Me!” Following his election as chair in January 2017, Raikes embarked on a “listening tour,” meeting to date with more than 70 members of the Stanford community, including student government representatives, members of the senior cabinet, deans of the seven schools, leaders from peer universities and previous Stanford presidents and board chairs.
Do they have the capacity and desire to continually learn about Stanford?” Observing that the board has “no other agenda than the university’s agenda,” Raikes briefly touched on some current priorities, including the university’s long-range vision, student health and well-being, Stanford Medicine and the biomedical revolution, the university’s investment management, affordability issues affecting the campus community, Stanford’s application to Santa Clara County for an updated General Use Permit, and sustaining public support for higher education – all issues he called integral to the university’s future.
Raikes fielded questions from senate members on a number of issues, including the long-term viability of traditional residential universities given the rise of online education, how to shape pedagogy to reflect the changing demographics of undergraduate students, and how the board and the faculty might make a better case for the value of higher education.
Raikes: International need-blind admissions would necessitate an endowment of $350 millioneval(ez_write_tag([[728,90],'stanforddaily_com-box-3','ezslot_0']));
Raikes said that international need-blind admission need an endowment of approximately $350 million implement, and that Stanford should place increased emphasis on aid for middle income families as well as address student-Board relations and investment policies.
Raikes also noted that alumni of the past five to 10 years have rated their Stanford experience lower than those of earlier years andsuggested that the Board needs to improve its relationship with the student body.
“For whatever set of reasons [Stanford leaders] kind of got away from that.” He cited the punishing of the Stanford Band and handling of sexual violence cases as possible sources of distrust.
“Maybe we should really emphasize their connection with Stanford.” Raikes also mentioned that the Board is reviewing its investment processes, which have drawn scrutiny from student activists pushing for divestment from, for example, the fossil fuel industry.
“I think we have to really up our game in how we think about investment responsibility.” The role of the Board, according to Raikes, isoversight of the management, resources and reputation of the University in order to facilitate Stanford’s mission.
He mentioned his ongoing “listening tour,” in which he meets with previous University presidents, Board chairs, student leaders and other individuals with relevant experience or insightfor the trustees.
Litt said that, while Stanford is a world leader in research related to the quantitative and qualitative aspects of aging, it has not utilized such progress to improve the lives of the emeriti faculty.
Abernethy highlighted programs such as the Council’s ongoing Autobiographical Reflections lectures series and a recent collaboration with Residential Education to invite emeritus faculty to visit and speak at undergraduate dorms.
The board administers the invested funds, sets the annual budget and determines policies for operation and control of the university.
The board delegates broad authority to the president to operate the university and to the faculty on certain academic matters.
as of August 1, 2018 For information and updates from the Board of Trustees, visit boardoftrustees.stanford.edu In 2017, 12,508 staff members supported teaching, learning and research at Stanford.
This includes 8,275 managerial and professional staff, 1,795 clerical staff, and 972 service and maintenance staff.
University Governance and Organization
The Founding Grant prescribes that the Board of Trustees shall appoint the President of the University and that the Board shall give to the President the following powers: The President is also responsible for the management of financial and business affairs of the University, including operation of the physical plant.
The President is responsible for the safety of the campus and may take reasonable steps to protect the University including, but not limited to, barring people from campus who disrupt the normal business operations of the University or who present a threat to the safety of the University community.
In extraordinary circumstances, the President may permanently discontinue students who present a threat to the health and safety of the University community.
- On 7. maj 2021
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