Friday Focus: Principle of subsidiarity
April 10, 2020
— by Keith Champagne
Growing up in New Orleans and southeast Louisiana and being raised by a single mother, we were immersed in years of Catholicism and Catholic social theory and teaching. When we at UAF began to plan and respond to the COVID-19 pandemic and crisis, I immediately began to draw upon those Catholic teachings and subsidiarity and/or the principle of subsidiarity, which is an organizing principle that matters ought to be handled by the smallest, lowest or least centralized authority.
Subsidiarity is derived from the Latin word “subsidiaries or subsidium,” which means to assist or strengthen the other. Within an organization, subsidiarity serves as the moral principle that directs leaders to place decision-making at the most appropriate level of the organization so that we utilize the talents, expertise and experience of employees for the greatest good, and in our case at UAF for our students, faculty, staff and members of the university community.
In essence, we as university leaders have embraced the principle of subsidiarity; we have delegated decision-making and problem-solving to and at the point closest to the problem, issues and persons to be served and impacted.
In fact, we in the Division of Student Affairs — athletics, enrollment management, student life, and health and counseling in particular — have applied and facilitated this principle in our units and programs in areas such Residence Life, Dining Services, the Center for Student Rights and Responsibilities, Financial Aid, Admissions and the Registrar’s Office along with eCampus and the Bursar's Office in service to our students during this challenging and disruptive time in our history.
In addition, by applying the principle of subsidiarity in higher education and especially in student affairs, it guided and assisted us in fostering a new focus on leadership as we collectively move strategically through this COVID-19 pandemic and crisis. A focus that promotes the development of the whole person and results in great work for the greatest good. It also helps our staff to develop through their work and it builds trust among leaders, administrators, managers and the people we serve.
We as leaders are at our very best according to subsidiarity when we build organizations during a crisis that draw on the varied and diverse talents, gifts, abilities, expertise and experience of our employees.
This COVID-19 pandemic crisis has created conditions where these talents, gifts and expertise are flourishing and our employees are excelling in purposeful and meaningful ways and making decisions stimulated by leadership. Hence, the principle of subsidiarity means we are giving real power and responsibility to employees throughout the university with all of us focused on the common good for all members of our community.
Furthermore, as we continue to navigate our way through this psychologically charged, defining, world-changing moment, I encourage all higher-education leaders in Alaska to embrace and operationalize the principle of subsidiarity as we transform and reposition the university for a future beyond the COVID-19 pandemic for the greatest good.
Friday Focus is a column written by a different member of UAF’s leadership team every week.