Committees

To remain fully engaged with strategic initiatives and other aspects of university governance, the George Washington Board of Trustees has established a series of operating and strategic committees whose members dedicate their time and expertise to specific focuses.  These committees, which are guided by individual mission statements and charges, are convened on the occasions of full board meetings and throughout the year as necessary.

 


Operating Committees

Mission Statement

The Executive Committee is available to act on behalf of the Board of Trustees between meetings.  The committee also serves as a resource for the Board chair and president and undertakes other tasks as needed and appropriate. 

The committee facilitates the presidential and senior executive assessment and compensation processes and is responsible for establishing compensation policies and practices, as well as approving the compensation and employment arrangements of designated officials of the university, including the president.  This includes:

  • establishing, reviewing, and implementing compensation policies and practices including maintaining written guidelines with respect to senior executives of the university, including the president;
  • regularly assessing presidential performance and working with the president to set the Board’s performance expectations for presidential performance; and
  • carrying out the compensation review and approval process in compliance with applicable federal regulations.

Approved by the Executive Committee on September 9, 2013 and approved by the Board of Trustees on October 18, 2013.

Members

  • Nelson Carbonell, Jr., Chair
  • Ellen Zane, Vice Chair
  • Grace Speights, Secretary
  • Roslyn Brock
  • Amr ElSawy
  • Madeleine Jacobs
  • Thomas LeBlanc, President
  • Ave Tucker
  • George Wellde, Jr.

Mission Statement

The Committee on Academic Affairs is responsible for oversight of the university’s academic mission and for fostering the academic excellence and integrity of the university including strategic academic planning, academic budgeting, academic personnel policies and actions, academic program policies, including research and enrollment, and academic facilities. This includes:

  • maintaining clear standards of academic excellence;
  • supporting and overseeing GW’s schools, institutes, and research;
  • establishing strategic and aggressive but realistic goals to further academic excellence, and measuring the progress toward those goals;
  • focusing institutional resources toward achieving the objectives set out in the university’s strategic plan;
  • reviewing the Dashboard Core Indicators;
  • monitoring overall academic performance and reporting progress to the Board of Trustees;
  • engaging in the budget process to assure academic excellence is a priority focus, including multi-year commitments as necessary;
  • verifying that faculty evaluation, development, workload, and retirements are assessed on a regular basis;
  • guiding the establishment of new academic programs and schools;
  • ensuring enrollment strategies are consistent with the university’s goals of academic excellence and accessibility, as well;
  • as meeting its financial responsibilities;
  • collaborating with the provost to continually evaluate existing programs and schools to assess their efficacy; and
  • compliance with applicable external accreditation standards.

Revised and approved by the Committee on Academic Affairs on October 18, 2018, and approved by the Board of Trustees on October 19, 2018.

Members

  • Madeleine Jacobs, Chair
  • Charles Bendit
  • Peter Harrison
  • Diana Henriques
  • Chelsea Lenhart
  • Ann Walker Marchant
  • Judy Rogers  

Mission Statement

The Committee on Finance and Audit is responsible for general oversight of the financial and business affairs of the university.  This includes:

  • reviewing and making recommendations to the Board regarding major financial and business matters, including the operating and capital budgets of the university; 
  • focusing institutional resources toward achieving the objectives set out in the university’s strategic plan;
  • having the ultimate authority and responsibility to select, evaluate, and, where appropriate, replace the firm of Certified Public Accountants that performs the annual audit of the university;
  • setting the overall tone for the quality and integrity of financial reporting, a sound system of internal controls, and sound business practices and ethical conduct;
  • fostering free and open communication between and among the committee, internal and external auditors and compliance officers, and management of the university;
  • delegating and providing oversight to the Subcommittee on Endowments and Investments; and
  • delegating and providing oversight to the Subcommittee on Audit and Compliance.

The committee shall operate with three separate agendas for finance, audit and compliance, and endowment and investment issues. Each subcommittee shall report to the committee on finance and audit quarterly in preparation for the full board meetings. The committees should include financial experts and other members experienced in financial, business, and audit governance matters, to the extent possible.

The committee members shall be independent voting members of the Board of Trustees as determined by IRS standards.  Additionally, committee members shall be free of conflicts that would require such frequent recusals that the member's ability to perform as an independent committee member would be impaired.  

Revised and approved by the Committee on Finance and Audit on October 18, 2018 and approved by the Board of Trustees on October 19, 2018.

Members

  • Ellen Zane, Chair
  • Scott Amey
  • Christine Piorkowski Barth
  • Amr ElSawy
  • A. Michael Hoffman
  • Ave Tucker 
  • George Wellde, Jr.

Mission Statement

The Committee on Governance and Nominations is responsible for contributing to and furthering the Board’s ability to govern the affairs of the university, through a process that recognizes the importance of transparent and direct communication with the university’s officers and administration.

In the area of governance, this includes:

  • reviewing, and making recommendations on, matters of Board governance;
  • reviewing the university governing documents, including bylaws of the university and university mission statement periodically, and considering revisions as appropriate;
  • establishing and reviewing procedures for trustee training, including educating trustees about the university and their responsibilities as trustees;
  • assisting the Chair of the Board in developing trustee stewardship;
  • evaluating trustee performance;
  • addressing trustee conflicts of interest;
  • evaluating Board effectiveness;
  • making recommendations regarding the conduct of Board meetings;
  • planning a succession process for presidential transition; and
  • planning a succession process for the Board Chair and other Board officers.

In the area of nominations, this includes:

  • reviewing and nominating trustee candidates for consideration by the Board, guided by the Criteria for Selection of Members of the Board of Trustees of the George Washington University;
  • reviewing and nominating Board officers;
  • making sure that the university has the minimum number of trustees required by the bylaws; and
  • recommending candidates for university officer positions for consideration by the Board.

Criteria for Selection of Members of the Board of Trustees
of the George Washington University

The Board of Trustees of the George Washington University seeks as trustees individuals of the highest integrity who demonstrate a strong commitment to devote their knowledge, time, and financial resources to the benefit of the university.  In identifying and selecting persons to be nominated or renominated to the Board to serve as trustees, the Board’s Committee on Governance and Nominations will consider the following criteria:

  • experience that will benefit the Board and the university;
  • commitment to engage in significant financial support of the university and provide leadership in fundraising on behalf of the university;
  • commitment to attend Board meetings and standing committee meetings, as well as to complete Board assignments between meetings;
  • a strong record of interest or involvement in higher education or philanthropic activities;
  • ability to contribute to Board diversity;
  • a history of leadership and achievements that reflects high standards; and
  • reputation in the community as a person of intelligence, integrity, skill, experience, and good judgment.

In addition, the committee will assess the impact of:

  • any conflicts of interest (or potential conflicts of interest); and
  • in connection with renominations, the nominee’s past effectiveness and participation as a member of the Board.

Revised and approved by Committee on Governance and Nominations on October 18, 2018, and approved by the Board of Trustees on October 19, 2018. 

Members

  • Grace Speights, Chair
  • Gabbi Baker
  • Roslyn Brock
  • Mark Chichester
  • Todd Klein

Strategic Committees/Task Forces

 

Mission Statement

The Committee on Strategic Enrollment is responsible for establishing overarching strategic enrollment priorities that support the educational and research mission of the university. This includes:

  • understanding the current state of enrollment management at GW and in higher education:
    • trends, practices, and challenges;
    • enrollment variables and potential institutional impacts;
    • brand positioning;
    • enrollment goals, pricing and financial aid strategy, and commitment to student persistence;
    • relevant enrollment performance indicators;
  • discussing GW’s enrollment’s critical elements, trade-offs, and priorities  (pricing, composition of student population (grad/undergrad, total size, first-year vs. transfer), school population, and student body makeup, etc.); and
  • developing enrollment priorities to guide GW’s enrollment management strategies.

Approved by the Committee on Strategic Enrollment on October 18, 2018 and by the Board of Trustees on October 19, 2018.

Members

  • Ave Tucker, Chair
  • Gabbi Baker
  • Christine Piorkowski Barth
  • Mark Chichester
  • Peter Harrison
  • Todd Klein
  • Ellen Zane

Mission Statement

The Volunteer Engagement Task Force evaluates the volunteer engagement pipeline at GW for alumni and others interested in serving the university.  This includes:

  • inventorying opportunities for volunteering at GW;
  • reviewing industry best practices and other universities’ models for volunteer engagement  and identifying  practices that correlate with GW’s needs; 
  • developing recommendations to improve structures and processes for university advisory councils (including dean, department, program, and school councils);
  • reimagining a world-class alumni association; and
  • providing the administration potential measures of volunteer engagement.

Key Objectives

  • Standardize the attributes and practices of all advisory councils
  • Assess the community partnership opportunities to build a global volunteer pipeline
  • Propose potential areas of measurement of volunteer engagement for the administration to implement
  • Building an alumni association to serve as the chief volunteer organization
  • Propose elite, high-donor, advisory body that engages directly with the President

Revised and approved by the Volunteer Engagement Task Force on October 18, 2018 and approved by the Board of Trustees on October 19, 2018.

Members

  • Roslyn M. Brock, Chair
  • W. Scott Amey
  • Diana Henriques
  • A. Michael Hoffman
  • Chelsea Lenhart
  • Ann Walker Marchant
  • Judy Rogers
  • Char Beales
  • Venessa Perry
  • Anuj Mehrotra
  • Jennifer Frey
  • Paige Grande
  • Kalpana Vissa

 


Subcommittees

Mission Statement

The Subcommittee on Audit and Compliance is a subcommittee under the Committee on Finance and Audit, responsible for oversight of the university’s system of internal controls, sound business practices and ethical conduct, with the goal of protecting and mitigating risk to the university. This includes:

  • exercising review and recommendation with regards to the firm of Certified Public Accountants that performs the annual audit of the university;
  • approving the independence, performance, and audit plans of the internal and external audit functions in conjunction with the Committee on Finance and Audit;
  • overseeing internal audit, including receiving summaries of key items in planned audits and ad hoc audits, and receiving full audit reports
  • overseeing the conflicts of interest process and policies;
  • overseeing the university’s compliance with legal and regulatory requirements and risks;
  • fostering free and open communication between and among the committees, internal and external auditors and compliance officers, and management of the university; and
  • convening on a regular basis to review internal control, compliance, and enterprise risk management.  

The committee members shall be independent voting members of the Board of Trustees as determined by IRS standards.  Additionally, committee members shall be free of conflicts that would require such frequent recusals that the member's ability to perform as an independent committee member would be impaired.  

Revised and approved by the Committee on Finance and Audit and the Subcommittee on Audit and Compliance on October 18, 2018 and approved by the Board of Trustees on October 19, 2018.

Members

  • Amr ElSawy, Chair 
  • Charles Bendit
  • Madeleine Jacobs
  • Grace Speights
  • George Wellde, Jr.

Mission Statement ​​​​​​​

The Subcommittee on Endowment and Investments is a subcommittee under the Committee on Finance and Audit, responsible for oversight of the university's endowment, with the goal of enhancing returns and purchasing power from investments while preserving resources for future generations. This includes:

  • exercising oversight and governance over the university’s investment policies and portfolio objectives, including investment return targets, asset allocation, risk tolerance and endowment spending policy, in conjunction with the Committee on Finance and Audit and the university’s outsourced investment manager; and
  • convening on a regular basis with the university’s outsourced investment manager to review investment performance, asset allocation policies and strategies proposed by outsourced investment manager.

Revised and approved by the Subcommittee on Endowment and Investments on April 16, 2018, and approved by the Committee on Finance and Audit on May 17, 2018 and the Board of Trustees on October 19, 2018.

Members

  • George Wellde, Jr, Chair
  • W. Scott Amey
  • Christine Piorkowski Barth
  • Michael Hoffman
  • Ave Tucker