Saint John's University Board of Trustees

Membership

The Saint John's University Board of Trustees consists of 44 members — up to 35 lay members, 6 monastic members, one faculty Trustee, one student Trustee and one Trustee elected by the alumni association.

Term of Service

A term on the Board of Trustees consists of three years. Trustees may be re-elected for up to three terms. After nine years of service, a Trustee must roll off the Board for at least one year before he or she can be re-nominated to serve a new term.

Commitment and Responsibilities

Members of the Board of Trustees of Saint John's University Direct and Control the University in their oversight of institutional affairs in accord with the Statutes and Bylaws of the University and as implemented through periodic statements of mission and purpose and institutional plans. Serving in such a critical oversight capacity, Trustees accept the responsibility to fulfill certain obligations which include the following:

  • Dedication to the University
  • Meeting Attendance & Preparation
  • Committee Service & Participation
  • Other Board Activities & Functions
  • Financial Support
  • Advocacy & Promotion
  • Service to the Entire University
  • Evaluation & Re-nomination

CSB & SJU Coordinate Relationship

Within the fiercely competitive environment for higher education, the coordinate relationship between the College of Saint Benedict and Saint John's University enhances educational opportunities for the students of both colleges to ensure the long-term viability and vitality of each institute.

This arrangement of interdependence, a permanent one, periodically benefits from adjustments in how each institution functions. The two institutions review their governance practices, structures and operations on an ongoing basis, and over time effect changes in them, in order to ensure a dependable and efficient sphere to pursue the mission of each institution and conduct the coordinate relationship.

From time-to-time experience with the coordinate relationship and its workings might suggest desirable structural changes to accommodate specific strategic priorities (e.g., maximize resources, ensure cost-effectiveness, address liability, re-align activities to achieve separate and coordinate missions, etc.). Since decisions about legal merger are reserved to the two sponsoring monastic communities, the two boards will adopt and keep current a memorandum of understanding which ensures the proper balance between each institution's individual mission and their shared mission as coordinate institutions.