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President's Leadership Council

President Andy Feinstein convened the President's Leadership Council in the fall of 2018 with the charge to provide advice, perspective and insight on matters of broad institutional significance and to assist in the effective, responsive, and informed leadership of UNC. 

During the 2019-2010 academic year, the Leadership Council is serving as the steering committee for developing the University's Vision: Rowing, Not Drifting: 2030.

Members

  • President Andy Feinstein (co-chair)
  • Provost Mark Anderson (co-chair) 
  • Interim Assistant Vice President of Strategic Enrollment Sean Broghammer 
  • Athletic Director Darren Dunn 
  • Chief Diversity Officer and Assistant Vice President for Campus Community and Climate Tobias Guzmán 
  • News and Public Relations Director Nate Haas 
  • Vice President for University Advancement Allie Steg Haskett 
  • Professional Administrative Staff Council Chair Bryson Kelly 
  • Center for Human Enrichment Director Shawanna Kimbrough-Hayward 
  • Faculty Senate Chair Stan Luger 
  • Chief Information Officer Bret Naber 
  • Chief Financial Officer Michelle Quinn 
  • Assistant to the President Lori Riley 
  • Vice President for Student Affairs Katrina Rodriguez 
  • Vice President and General Counsel Dan Satriana 
  • College of Humanities and Social Sciences Dean Laura Connolly 
  • Graduate Student Association Representative David Shimokawa 
  • Classified Staff Council Chair Lindsay Snyder 
  • Student Senate President Michaella Tancayo 
  • Mathematical Sciences Associate Professor Oscar Levin
  • Anthropology Associate Professor and Chair Britney Kyle

Steering Committee Charge

The President’s Leadership Council (PLC) is charged with seeking extensive input from internal and external stakeholders and developing a draft 10-year vision and goals for consideration by the Board of Trustees.

The PLC should work with co-chairs President Andy Feinstein and Provost Mark Anderson to engage campus and external stakeholders in substantive discussions about UNC’s future, seeking diverse input and broad perspective. The council should be mindful of the changing landscape for higher education and work to build on UNC’s strengths and areas of promise. 

As the planning steering committee, the PLC is responsible for fulfilling the leadership expectations that were established at the council’s inception.    


PLC Leadership Expectations

As Council members, we have shared leadership expectations that guide our work at all times — as we work alone, with others on and off campus, and as the Council. Our leadership is based on relationships; we provide constructive support for each other and for the University. Although this leadership encompasses more than a simple list of behaviors, the following core expectations and responsibilities guide us in our work:

  • We fulfill our sole responsibility to bring our perspectives and best ideas to issues of importance for the good of UNC, recognizing that there will be times when our individual opinions do not prevail, and compromises are made for the benefit of UNC.  
  • We repeatedly affirm among ourselves that diversity of thought, dissent, and alternative ideas are valued and encouraged, respectfully approaching each other as equal-status peers without deferring to perceived seniority or authority.  
  • We work together to maintain positive individual and group relationships during and between meetings, striving not only to understand others’ perspectives, but also to be sensitive to the challenges they face.  
  • We share responsibility for proposing important issues for the Council agenda, come to meetings prepared for substantive discussion that efficiently facilitates productive outcomes, and participate forthrightly in deliberations about all topics, ensuring that every topic of consideration is owned by each and all of us.  
  • We take responsibility for distinguishing when ideas, opinions, or conclusions should be shared only within the Council, maintain appropriate confidentiality, and recuse ourselves from discussions that present unavoidable conflicts of interest.  
  • We actively communicate with members of campus, both sharing information and seeking input, about the Council’s work to address matters of broad institutional significance.