The director of the Ohio State University marching band, who helped the band become YouTube sensations last year with complex, iPad-enhanced halftime shows, was fired Thursday following allegations that he ignored a longstanding culture of sexual harassment and hazing within the band.
Jonathan Waters has been the band's director since 2012, but has served in other roles with the band for a decade. He was fired following a two-month investigation by the university's office of compliance.
"[The investigation] found, among other things, very serious cultural issues and an environment conducive to sexual harassment with the band, creating a hostile environment for students," Michael Drake, the university's president, said in a video statement. "I was profoundly disappointed to learn this. We can -- and according to our values and Title IX we must -- do better. Even one incident of harassment or hazing or assault is one too many."
The alleged behavior included an annual student-led practice where students marched in their underwear at midnight, a tradition of assigning sexually explicit nicknames to rookie band members, and a raunchy unofficial songbook. The Columbus Dispatch has the full report here.
Drake said Betty Montgomery, Ohio's former attorney general, will lead an independent task force further investigating the report.
Non-tenure-track faculty members at Antioch University’s Seattle campus voted overwhelmingly in favor of forming a union affiliated with the Service Employees International Union, they announced Wednesday. The news came on the heels of decisive defeat of a proposed SEIU union at the University of St. Thomas in Minneapolis earlier this week. The official count at Antioch was 84 adjuncts in favor and 14 opposed.
Antioch is the third university to hold SEIU adjunct union elections in Washington State, after Pacific Lutheran University and Seattle University (both of which have challenged adjuncts’ right to form a union, based on the colleges’ religious identities). Antioch’s administration has not challenged the union bid there, but Chancellor Felice Nudelman has publicly expressed concern about how a union will affect the university’s ability to work as partners with the faculty.
Nudelman reiterated that sentiment in a statement Wednesday, saying “Antioch has and does operate in a socially and economically just manner without interposing a third party between it and its employees. It is our sincere hope that the university’s ability to solve problems creatively and collaboratively is not diminished by the formation of this union. To that end, we will now begin the process to meet and bargain in good faith with our union colleagues over the terms of a contract.”
In Texas, a House of Representatives panel has found grounds for impeaching a regent of the University of Texas system. The regent, a gubernatorial appointee, has asked for an enormous amount of material related to the performance of the president of UT-Austin — some people say several hundred thousand pages' worth, often through open-records requests. He believes it is necessary to cull this information, but his critics characterize his requests as a witch hunt.
At the College of Charleston, board members selected as the next president a candidate who did not emerge from the formal search process. He is a politician whose name was advanced by the state legislature and who has never worked in higher education, prompting student and faculty protests. While we wish this new president success, the willingness of policy makers to usurp the college’s board raises important issues about governance.
It’s difficult to ignore these incidents and the other less-than-effective work occurring in some of the boardrooms of our colleges and universities. Such behavior shines a spotlight on America’s distinct form of higher education board governance: voluntary, citizen boards that oversee the work of colleges and universities. And it raises a fundamental question: Just how far does the authority of any one board member extend?
The 50,000 men and women who serve as board members are the public’s closest connection to our country’s colleges and universities — institutions that hold the key to the future not only of the students who attend them, but also of the entire nation. Each member must have the confidence that he or she can inquire about information that is relevant to the board’s policy considerations. At the same time, there are limits. Individual members of governing boards hold no specific or individual authority; it is the board, as the fiduciary body, that holds and implements its legal authority. It’s a bit of a balancing act.
The challenges of that balancing act are especially apparent in the case of the Texas regent. The situation raises a number of difficult yet important questions:
How much information sought by one board member is appropriate in order to inform decision-making and oversight?
When does the demand for information border on the excessive or reach the point of diminishing returns?
Is it effective stewardship to search until something is found, or instead to ask pithy and relevant questions?
Is there a risk of substituting political considerations for sound oversight?
And, most important, does such an effort actually serve the public’s interest? Or does it smack, on some level, of an individual’s personal agenda — one that misses the point of board service and stewardship? And, then, who is to monitor such behavior?
Other recent incidents of trustees possibly, if not probably, overreaching their authority raise similar questions, and their board colleagues should address them. Higher education is facing enormous challenges; its governing bodies must find ways to raise their overall performance and to focus on the ever-more-uncertain future of higher ed.
Going against the norm and being the sole voice for what is right in many ways defines who we are as a nation. And yet, board governance is a team sport, and fiduciary principles require a corporate approach. It’s not that individual trustees shouldn’t raise difficult issues, but the genesis of those issues should be considered and discussed. When board members leverage their role to advance a point of view — perhaps even representing the interests of others, including policy makers who are not board members — it is a violation of the independence so necessary to board service and calls into question our model of governance.
At the same time, the monitoring of board-member performance belongs in the boardroom. Governing boards hold the ultimate authority to establish policies for the institutions they oversee. While states may allow for removal of a board member of a public institution governing body by the appointing authority, the best oversight of board-member behavior comes from peers who should also be committed to the fiduciary principles that define such service.
Of course, the challenge is to be certain that boards recognize what it means to be a fiduciary and the standards expected of the board (and its members) to uphold the interests of the institutions they oversee. Boards must protect their independence and act on behalf of broader interests than just those that appoint them. We can’t afford to let boards fall short on their self-policing.
The future of the country, dependent in so many ways on the success of our colleges and universities, requires the oversight of governing boards whose members are fully aware of the scope of their fiduciary responsibilities. Serving the country’s higher education sector as a trustee, at either a public or private institution, is important and rewarding, and it is an honor. But those of us who have this honor must understand both the breadth and limits of our authority and influence.
Richard D. Legon is president of the Association of Governing Boards of Universities and Colleges.
The board of Howard University has tapped the interim president, Wayne A.I. Frederick, to take on the position on a permanent basis. Frederick holds three degrees from Howard. He was 16 when he first enrolled, traveling from his native Trinidad, seeking a career as a physician. At Howard, Frederick taught in the medical school and was a surgeon at the hospital before rising through the ranks of academic administration. The historically black university has struggled financially in recent years. In an October interview with The Washington Post, Frederick expressed confidence that the university was working through its financial difficulties.