Michael J. Farrell HEPC Commissioner Huntington, West Virginia

 University System Board of Trustees  Higher Education Interim Governing Board  Marshall University Board of Governors  Interim President, Marshall University  Visiting Committee, WVU College of Law  HEPC Commissioner

 Effective governance requires an exchange of relevant information  Effective governance requires administrative, financial, academic and strategic accountability  Effective governance requires ongoing communications  Effective governance benefits from competitive, decentralized, local strategic initiatives

 Confident but not arrogant.  Diligent listener (open minded).  Communicator —vertically and horizontally; internally and externally.  Inclusive —above, below and beyond.  Decisive —excellent judgment.  Trustworthy —it will be done.  Innovative —management, systems & strategies.  Inspiring —students, staff, faculty & board.

 Accountable to self and institution.  Educated and educable —know the job.  Motivated —devote the necessary time.  Informed —from all sources & constituencies.  Inquisitive —about the problems & processes.  Persistent —fiduciary obligation to govern.  Fearless —do the right thing from day one.  Communicative —disclose your point of view.

 Full Disclosure of the good, bad and the ugly—no surprises.  Leadership —inclusive with integrity and foresight.  Stewardship —finances, enrollment, accreditation, giving and curriculum.  Integration —students, staff, faculty, alumni, community, region, legislature, administration & HEPC

 Prepared —know the institution, its issues and challenges.  Positive —be an advocate for the institution.  Participant —get involved in more than Board meetings and athletics.  Proactive —be a creative thinker and leader.  Persistent —daily, not quarterly devotion of time to the role as a Board of Governor’s member.

 Hubris & Selective Disclosures —Board Members –you do not need to know.  “Ostrich” Paralysis —it was good enough yesterday.  Mistrust —trilateral, bilateral and/or unilateral.  Undisclosed Agendas —President, Chair, Executive Committee and entire Board.  Reversal of Roles —Policymaker v. Administrator

 Trust one another.  Communicate frequently.  Agree on institutional priorities.  Cooperatively identify the alternative strategies.  Execute the Master Plan on a timely basis.  Full Disclosure to one another!