Mediation advised to heal regents’ rift

The recommendation by an outside consultant that conflict resolution was needed to heal tensions between the Board of Regents and the man they appointed to lead the higher education system struck a chord with some regents.

"I think this says something not only about Jim Rogers, but it says something about this board," Regent Dorothy Gallagher said.

Clarity Advisors to Management, hired to interview the people Rogers works with the most — regents, university system presidents and the higher education system’s executive staff — found the rift was a "very, very serious problem."

The firm’s senior advisor, Carl Rowe, said he recommended mediation because he thought the rift could intrude into the board’s policy making, but he didn’t know if mediation would be successful.

Tensions were expected to be high for Friday’s discussion on the evaluation, but regents chose a much more civil tone.

"It’s not you that needs to change, but it’s both of us that needs to work together," said Regent James Dean Leavitt, whose call for Rogers to resign earlier this year caused Rogers to do just that. "We are probably both stronger-headed than we need to be."

The strongest words came from Regent Howard Rosenberg, a longtime critic of Rogers who ripped him Friday for his "mercurial temperament" and a "my-way-or-the-highway management style."

"The chancellor’s behavior needs to change," Rosenberg said.

Regent Jason Geddes told Rogers: "You don’t have to like me. You just have to move forward and get along with me."

Rogers has clashed with regents over issues such as his support for having an appointed, rather than an elected, board.

And Regent Bret Whipple, who said that the state’s higher education system has been improved since Rogers took over as chancellor in 2004, said that Rogers doesn’t think he’s accountable to the board that appointed him.

"He has to be held accountable to this entire board," Whipple said. "Because if we don’t make him accountable, who is he accountable to?"

Rogers said the strident tones made by people in the report was not surprising to him, but he thanked regents for their "kind words."

He said after the discussion, however, that the problem was a lack of communication between him and the regents.

Rogers, who is known for being accessible, said he had the best relationships with the regents who call him the most often.

The discussion did bring some closure to the conflict, according to Rogers and some regents.

Regent Steve Sisolak said having to answer to 13 regents — and their personalities — was a "difficult position" for Rogers.

"We’re looking for God on a good day, and it doesn’t exist," he said.

All of the regents seemed to agree that Nevada’s higher education system is better off with Rogers at the helm.

He is credited with making the university system’s eight presidents work together, attempting to improve health care by founding the University of Nevada Health Sciences System and giving the university system significant clout in the Legislature.