Shared Governance Joint Task Force

Charged on May 9, 2024.

Shared governance is a foundational concept in higher education and the bedrock to the efficient and effective management of a university.  This concept is so crucial to our day-to-day functioning that it is referenced repeatedly in policy and governing documents at Penn State. Further, the importance of shared governance is referenced by both Middle State Commission of Higher Education and the Big Ten Conference.

Despite consensus on the importance of shared governance to the well being of the university, there is no formal definition of shared governance at Penn State.  The central administration, University Faculty Senate, and Board of Trustees all use similar external descriptions of what “shared governance” means, but these descriptions all have variations in their approach.  These variations, however minor, can and sometimes do lead to misunderstandings regarding the practice of shared governance. Additionally, the practice of shared governance relies upon a mutual understanding of what authentic and effective consultation and advising mean.

Finally, any continuing practice requires periodic review to avoid “mission creep”—the gradual drift of actions and habits that eventually causes a practice to shift away from its intended focus.  The Middle States Commission for Higher Education refers to “periodic assessment of the effectiveness of governance” to ensure the practice of shared governance operates in a manner that is optimal for the university community.

Over the past five years, Penn State has experienced multiple large-scale changes, including the responses to COVID-19, a change in university leadership, and the adoption of a new budget allocation model.  These changes have served to highlight areas in which there may be a lack of consensus on the meanings and practices of shared governance.  It is in the best interest of the university for the faculty and the administration to reaffirm the critical importance of shared governance by coming together to delineate the parameters of how shared governance could be practiced at Penn State.

To this end, the University Faculty Senate and the President’s Office charge this task force with the following:

1. What is shared governance at Penn State? Develop a mutually agreed upon description of what the practice of shared governance means.  Included in this should be a description of what “consultation” and “advise” mean.  Define a non-exhaustive range of viable approaches to effective consultation and advising, recognizing  the shared, but different responsibilities of the University Faculty Senate and the Administration. What guidelines can be developed that ensure effective, authentic consultation and advising happen?
2. What framework exists or needs to be developed to ensure that consultation happens and advice is considered? What reporting mechanisms are needed to document these processes?
3. Under what conditions should confidential consultation or information sharing happen? What are the bodies responsible for maintaining confidential discussions (e.g., Faculty Advisory Committee, Senate Council, President’s Council) and which bodies are not bound by confidentiality? Who is responsible for communicating information that is not confidential with the university community?
4. What would a periodic assessment of shared governance look like? What changes in university leadership (e.g., new president, new provost, both) could trigger a review outside of the regular cycle?  What should a regular cycle of review be and who should be included?
5. How can trust be fostered and maintained to enhance the effectiveness of shared governance? Discuss the enablers of and barriers to trust between the Administration and the University Faculty Senate. What strategies can be developed to prevent (or manage) breaches of trust and improve communication dynamics?