RESPONSIBILITIES + committees
Learn about the committees within Adler’s Board of Trustees and how their responsibilities help guide key decisions and keep our mission and operations on track.
RESPONSIBILITIES
In carrying out its responsibilities, the Board of Trustees for Adler University has the following role:
Assuring Mission
- Clarity around to what end, for whom, and at what cost.
- An external responsiveness to the constituents served.
- Decisions are weighed against the standards of purpose.
Embracing a future Vision
- By thrusting its thinking beyond today.
- Toward leading and away from reacting.
Making Values explicit
- What Adler University believes.
- What Adler University stands for.
- What is important.
Establishing Policy
- Clarity around the role of the board.
- Clarity around the role of the President and the relationship with the board.
- Executive limitations.
- Broad expectations for quality of programs and services.
Monitoring performance
- Which is goal and outcome oriented.
- Based on measurable indicators of success.
- Maintaining fiscal health and availability of resources.
Enhancing Governance
- Board recruitment, selection, and orientation.
- Board development, preparedness, leadership, and evaluation.
- Board/President relationship.
Maintaining the CEO role
- Assuring an executive whose values, talents, skills, and experiences are aligned with the organization’s future.
- Establishing clear expectations and responsibilities.
- Routinely evaluating performance.
Fundraising
- Assuring fundraising alignment with the mission and planning priorities.
- Establishing Board fundraising goals and expectations.
- Networking and making introductions on behalf of Adler.
COMMITTEES
These working groups are established by the Board and open to all Trustees — they may also include employees and other individuals who do not serve on the Board. Currently, the Board of Trustees has five standing committees.
Academic Affairs
This committee assists the Board in monitoring and assessing the University’s academic programs. To this end, the committee:
- Receives and reviews the annual Student Learning Outcomes Assessment Program (SLOAP) Report to understand the academic endeavors of the University.
- Receives regular updates on proposed academic programs and contributes feedback, receives and reviews proposals for new academic programs, and presents proposals for review and approval by the Board.
- Provides information about student learning to the Board to understand the academic endeavors of the University.
Trustee + Governance
This committee develops and maintains the strategy to assure the Board has qualified Trustees, committed leadership, and excellent governance practices. To this end, the committee:
- Identifies and annually confirms or updates the criteria for Trustee candidates and Board leadership.
- Recommends a slate of officer candidates at the annual meeting or at such other time as the Board requires.
- Manages the Trustee recruitment and orientation process.
- Develops and implements the annual Board self-evaluation process and follow-up plans.
- Reviews governance practices and makes recommendations for improvement.
- Prepares the annual Board composition report.
- Presents Trustees for re-election at the end of any 3-year term.
Finance
This committee assists the Board in oversight of the financial health of the University and the integrity of its financial processes. To this end, the committee:
- Reviews budgets for Board consideration.
- Provides the Board financial information and helps the Board understand the financial condition of the University.
- Reviews the annual independent audit in preparation for Board review.
- Reviews Board fiscal and asset policies for Board consideration.
Compensation
This committee assists the Board in discharging the its responsibilities relating to compensation of the University’s President and to review and make recommendations to the Board regarding the University’s Compensation Philosophy. The Committee shall consist of members of the Board, each of whom is free of conflict of interest. To this end, the committee:
- Reviews and makes recommendations to the Board, on an annual basis, regarding the compensation structure, salary, bonus and incentives for the President. In making any recommendation to the Board, the Committee considers trends in executive compensation, peer group compensation comparisons and target compensation positioning.
- Reviews and makes recommendations to the Board regarding the University’s Compensation Reviews the implementation of the philosophy with the President to assure consistency between practice and the philosophy.
- Performs such other duties or responsibilities expressly delegated to the Committee by the Board from time to time.
Development
This committee assists the Board in securing funding from individuals, corporations, and foundations. To this end, the committee:
- Reviews the University’s overall development program to ensure that Adler’s fundraising program is aligned with its mission and planning priorities as approved by the Board.
- Encourages all board members to participate in fundraising activities.
- Identifies prospects and monitors prospect solicitation efforts.
- Recommends goals for Board member giving and solicits Board gifts.
Nominate a trustee
Every year, the Adler community is invited to nominate individuals for an opportunity to serve on the University’s Board of Trustees. Current Trustees identify selection criteria for the recruitment process annually, and the Board Trustee and Governance Committee reviews prospects, contacts selected candidates, and presents recommended candidates for approval by the full Board. This process ensures trustee positions are filled with the most-needed members.
The nomination period is currently closed. It will open again in early 2026.
For questions or to submit outside the nomination window, email the Office of the President.
Nomination Process
The Committee will review prospects first, then reach out to you to contact the individual if the committee decides to move forward with cultivating her/him/them.
Please do not approach your nominees at this time, the committee decides on a final list and approaches candidates on a systematic basis.
This process ensures that we fill trustee positions with the most-needed members and will avoid the awkwardness that might ensue if a person is approached but not ultimately invited to join.
Recruitment Criteria
1. Core talents
- Gemeinschaftsgefühl (social interest and connectedness with humanity) and history of work and values aligned with mission of the University.
- Strategic thinking.
- Working well with others.
- Reliability (do what you say you’ll do).
- Commitment to be at meetings and actively participate and contribute.
2. Commitment to fund & friend raising in support of the Adlerian mission.
3. Specific Expertise
- Connection to philanthropy, development, or government communities.
- Participation in capital or comprehensive fundraising campaigns.
- Experience in Higher Education (specifically former Presidents and fundraisers).
- Connection to corporate or business sectors.
- Adler alumni.
- Service or experience with community and multisector partnership development.
- Adlerian knowledge useful.
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