What Drives Small Higher Education Board Members?

• •building diversity and representation in ame leadership and membership
• •developing effective political mechanisms and systems
• •tracking global emissions trajectory and policy commitments toward net zero 2030
• •make organizations agile and able to pivot
• •put the customer in the center as the unifying purpose

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• •organizational silos prevent cross-industry learning and best practice sharing
• •inability to pass popular legislation like the dream act
• •people falling back and not trying again after setbacks
• •policy making without complete understanding of technology implications
• •china's subsidies, market barriers, and ip theft remain unaddressed

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• •food bank impact: scaling from prior year to serve 12,000+ people annually
• •reduced waiver approval rate relative to baseline
• •school funding equity across regions
• •high state of transparency
• •documentation and remediation of incidents

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• •p&l clarity test - does the metric provide accountability like business income statements do
• •business model viability: identifying a significant market need for a better product at lower cost
• •targeted pressure on specific unfair practices - subsidies, barriers, ip theft rather than blanket tariffs
• •federal vs. local capacity test: does federal government have comparative advantage or should states lead? federal not 'great at' housing/education policy — defer to states
• •identify what you have comparative advantage in and add value there—focus resources on areas where african nations can create jobs and empower people

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• •applying waivers for non-us component sourcing without verifying domestic alternative availability
• •interfering or presenting obstacles to innovation
• •inconsistent enforcement of sourcing requirements
• •viewing this as secondary thought rather than strategic focus area
• •data sets that are not representative or fair

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