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A PRESIDENT IS ONLY AS GOOD AS HIS/HER BOARD A BOARD IS ONLY AS GOOD AS ITS CHAIR.

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Presentation on theme: "A PRESIDENT IS ONLY AS GOOD AS HIS/HER BOARD A BOARD IS ONLY AS GOOD AS ITS CHAIR."— Presentation transcript:

1 A PRESIDENT IS ONLY AS GOOD AS HIS/HER BOARD A BOARD IS ONLY AS GOOD AS ITS CHAIR

2 Building an Effective Board Dr. Carol Cartwright President Emeritus, Kent State University Senior Consultant, AGB 2

3 3 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 Public Trusteeship

4 4 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

5 5 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

6 6 Monitors to ensure the quality of the educational experience for students Is committed to due process and academic freedom for students and faculty An Effective Board

7 7 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 An Effective Board

8 8 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

9 9 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

10 10 High-Performing Boards Engaged and Informed Support Presidential Leadership Balance Oversight and Advocacy

11 11 Oversight and Delegation— Where is the Balance? Cannot delegate ultimate fiduciary responsibility Delegate to the President abundant authority to manage

12 12 Clearly convey to the President about expectations Hold President accountable Establish conditions for success for President Oversight and Delegation— Where is the Balance?

13 13 Clear expectations Shared vision Mutual agreements about priorities/plans Roles of key stakeholders Climate of trust and candor Board-President Partnership

14 Thank You Carol Cartwright 14


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