A PRESIDENT IS ONLY AS GOOD AS HIS/HER BOARD A BOARD

Report
A PRESIDENT IS ONLY AS GOOD
AS HIS/HER BOARD
A BOARD IS ONLY AS GOOD
AS ITS CHAIR
Building an Effective Board
Dr. Carol Cartwright
President Emeritus, Kent State University
Senior Consultant, AGB
2
Public Trusteeship
• Respect the public trust
• Ensure that public purposes are served
• Advocate for the value of public higher
education
• Reflect institution’s best interests—even in the
face of competing forces
• Debate vigorously—speak with one voice in
public
3
An Effective Board
• Understands and respects the difference
between governing and managing.
• Balances advocacy and oversight
• In spite of differing views, speaks with one
voice
4
An Effective Board
• Observes the highest ethical standards–no
conflict of interest
• Balances the institution’s interests with state
needs
• Listens to all constituencies without giving any
veto power
5
An Effective Board
• Monitors to ensure the quality of the
educational experience for students
• Is committed to due process and
academic freedom for students and
faculty
6
An Effective Board
• Pursues board education
• Is informed of national trends in
higher education—both state and regional needs
• Makes decisions that are data driven
• Regularly assesses its own performance and its
governance capacity
7
Board Performance
• Board and institutional performance are closely related.
• Boards have major impact-positive or negative
• Reputation Counts in Higher Education
• Donors
• Recruiting Faculty & Best Students
• State Funding
8
Board Leadership
Board Performance
• Boards Must be Self Regulating
• A president cannot police the board
• Challenge: Governance is a team sport but
boards are mostly composed of quarterbacks
• A Team of Equals
9
High-Performing Boards
• Engaged and Informed
• Support Presidential Leadership
• Balance Oversight and Advocacy
10
Oversight and Delegation—
Where is the Balance?
• Cannot delegate ultimate fiduciary
responsibility
• Delegate to the President abundant
authority to manage
11
Oversight and Delegation—
Where is the Balance?
• Clearly convey to the President about
expectations
• Hold President accountable
• Establish conditions for success for
President
12
Board-President Partnership
• Clear expectations
• Shared vision
• Mutual agreements about
priorities/plans
• Roles of key stakeholders
• Climate of trust and candor
13
Thank You
Carol Cartwright
[email protected]
14

similar documents