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  1.03      Governance                

The Board of Regents, State of Iowa, has broad statutory authority, as outlined in Iowa Code Chapter 262, to exercise all the powers necessary and convenient for the effective administration of its office and the institutions under its control.  As provided by law, the Board both governs and coordinates the operations of the Regent institutions. 

                A.    Statement on Governance 

                The Board of Regents, State of Iowa, by statute, governs Iowa's three state universities -- the State University of Iowa, Iowa State University, and the University of Northern Iowa – the Iowa School for the Deaf and the Iowa Braille and Sight Saving School.  The Board, pursuant to this authority, establishes the missions, adopts strategic plans, makes educational policy, appoints presidents and other institutional officials, reviews and approves budgets for submission to the Governor and General Assembly, establishes and oversees annual operating budgets and personnel policies, pursues public policy and budget priorities, reviews and approves academic programs, and adjudicates disputes.  The staff of the Board, headed by the Executive Director, is located in Urbandale.  Board staff provide support for the Board, including review and analysis of all budget and policy proposals, and preparation of recommendations to the Board. 

        B.    The Board will convene in its statutory role as Trustees of the University of Iowa Hospitals and Clinics (UIHC) as often as necessary to perform its appropriate role in providing fiduciary guidance, oversight and governance.  The areas of the Board’s governance include but are not limited to the following:

·      Evaluation and approval of UIHC strategic plans, policies, procedures,
bylaws, and accreditation issues.

·      Providing guidance to and oversight of UIHC administration.

·      Providing guidance to and oversight of management, budget, financial resources, and operations of the UIHC enterprise.

·      Making decisions concerning proposed budgets, rate increases, capital plans, and bonding and other financial needs of the UIHC.

·      Review of information regarding UIHC interactions with related parties, such as with the University of Iowa and the University of Iowa Roy J. and Lucille A. Carver College of Medicine. 

                C.    State Relations 

                State relations activities of Regent enterprise are organized under the Board of Regents.  These activities are vital to the continued academic and fiscal well-being of the institutions and of public higher education in Iowa.  Such activities involve complex questions of public policy, Regental responsibility, institutional objectives, and budgetary considerations.  For these reasons it is important that the principles govern­ing state relations particularly those conducted by the State Relations Officers, be carefully specified.

                D.    State Relations Function 

                The State Relations Officers are responsible for transmitting and explaining policies of the Board of Regents and information from the institutions to the General Assembly and other state officials.  The State Relations Officers conduct their duties under the direction of the Board of Regents.  Operating under the overall mandate from the Board of Regents, each State Relations Officer has special respon­sibilities to the university at which the individual is assigned.  These latter responsibilities include explanation and communication of Board policies; communication of information concerning the particular mission, programs, and strengths of the institutions; and advocacy consistent with the accomplishment of the Board’s goals.          

E.      Operating Guidelines for the State Relations Function 

1.       State Relations Officers are employees of the Board, reporting directly to the Executive Director/Director, Public Affairs.  The Executive Director/Director, Public Affairs will consult with the institution heads relating to the duties and responsibilities of the State Relations Officers.  In cooperation with one another, the State Relations Officers work with the General Assembly and other state officials to implement Board policy. 

2.       Only the Board of Regents, State of Iowa, can make legislative policy for the Regent institutions.  In carrying out this responsibility, the Board will consult with the institution heads on policy setting responsibilities. 

3.      The development of legislative strategy is the responsibility of the Board and the Board president in consultation with the Executive Director/Director Public Affairs, and the institution heads. 

4.    The Executive Director/Director Public Affairs shall be responsible for the daily operation of the Regents' legislative activities and shall work closely with the State Relations Officers to coordinate those daily activities effectively.  The State Relations Officers are the Regents' primary contact with the legislators and are authorized to communicate as needed with members of the General Assembly, representatives of state agencies, and others with respect to tactical and operational detail. 

5.        Because of the inherent complexity of the state relations function and the possibility of misunderstanding, it is essential that open lines of communication be developed and maintained.  To that end and to avoid the evolution of institutional initiatives inconsistent with Board policy, regular conferences should be held.  Participants shall include only the Board president, the Executive Director, the Executive Director/Director Public Affairs, the institution heads, other Regents and others as determined by the Board president and the State Relations Officers.   

6.       The institutions acknowledge the preeminence of the Board's policy-making authority and its responsibility for institutional governance.  As plans for legislative and other initiatives are developed by the Board, the institutional leadership will have the opportunity to represent their thoughts and to attempt to influence the Board's decisions.  However, when the Board has adopted a legislative policy or strategy, institutional leadership will support this policy or strategy and work as requested to represent it to legislative and other officials. 

7.       The Executive Director/Director Public Affairs and other Board Office staff will provide analysis, staff support, and coordination of legislative activities.  As the staff of the Board of Regents, the Board Office has important responsibilities in assisting with the implementation of Board policies. 

8.        In summary, the activity of the State Relations Officers is characterized by recognition of the authority of the Board of Regents, State of Iowa, and its established policies and directions; recognition of the individual and complementary missions of the institutions; communication among the Board, the Board Office, and the institutions; and frequent consultation. 

F.      Governance Reports 

The Board of Regents considers a number of governance reports throughout the course of the year.  The listing below is a representative sample of the governance reports and other items presented to the Board. 


                        Appropriations Requests

                        Institutional and Board Office Operating Budgets

                  Budget Adjustments

Capital Program

Legislative Program

Tuition Policies and Rates

                              Common and University/Program Specific Fees

                                    Residence Systems Rates, Reports and Five-Year Plans

                                    UIHC Reports to the Board as Hospital Trustees

                                    Facilities Report

                                    Comprehensive Human Resources Report

                                    Diversity Report

                                    Distance Education Report

                                    Faculty Activities Report

                                    Fall Enrollment Report

                                    Student Financial Aid Report

                                    Internal Audit Plans

                                    Internal and External Audit Reports

                                    Unit Cost of Instruction Report

                                    Economic Development Report