1. THE ESSENTIAL INGREDIENTS OF HIGH PERFORMING BOARDS: ROLE CLARITY, DISCIPLINED EXECUTION OF GOVERNANCE FRAMEWORK, AND AN UNWAVERING COMMITMENT TO BUILDING A CULTURE OF TRUST AND RESPECT
Samuel R. Barnes, Board Chairman, Jackson College
Dr. Daniel Phelan, President Jackson College

2. Samuel R. Barnes, Board Chairman since 2013 Trustee since 2008
Dr. Daniel Phelan
President since 2001
Samuel R. Barnes, Board Chairman since 2013 Trustee since 2008

3. Context on JC and the Board
Sam
On Jackson College and the Board of Trustees

4. Serves nearly 9,000 unduplicated credit students annually;
Accredited by the Higher Learning Commission (AQIP);
$50M enterprise;
Baccalaureate programming;
Three housing facilities;
Comprised of about 800 employees; and
Two unions
Sam

5. Seven at-large elected board members;
Board meetings held monthly (2 hrs.);
Policy Governance structure;
Two ‘planning sessions’ and one ‘retreat’ each year;
Special meetings called as needed;
Engage in continuous quality improvement;
One committee – audit;
Annually meet at each campus; and
Regularly benchmark with other colleges
Sam

6. Sam

7. …is the JC Board highly effective?
Sam
…is the JC Board highly effective?

8. Successful Board/CEO Relationship
Mutual Trust
Investment
Long Term Contract
Honest Evaluations
Support in difficult times
Successful Board/CEO Relationship
Sam

9. Board Responsibilities
You are serving at a time of unrelenting change in the history of community colleges.
Participate in legislative advocacy with your President.
Attend events on campus to show your support.
Hold yourself and your fellow board members accountable.

10. Professional Development is a Necessity
Opportunities
ACCT Leadership Congress
ACCT Leadership Governance
ACCT New Trustee Institute
MCCA Summer Institute
Legislative Visits
Benchmarking Visits
Facilitated Retreats
Benefits
Learning New Best Practices
Networking
Bonding
Alternative Perspectives
Motivational Opportunity
The Board that learns and plays together stays together

11. Policy Governance

12. Describes relationship between the President and Board through policy;
Describes what the President may not do (Executive Limitations);
Clear Board focus on ENDs;
Clear Presidential focus on MEANs; &
Accountability of President to the Board as the only employee.

13. Traditional vs. Policy Governance
Carver Policy Governance
The board is involved in the operating detail.
Board sets direction with executive guidance.
CEO subordinate to board, relationship not explicitly addressed.
Board gives direction and oversight of operations.
Board reviews full financials.
Decision making power is the board with executive input.
The CEO is empowered by the board.
The board defines expected results, CEO develops the plan within limits set by board.
Explicit division between board and CEO is defined.
Primary role to establish policies/focus on ENDs.
CEO has full decision making within limits set by the board.
Clear division of authority between board and executive.

14. Three Methods of Governance
Effective Trusteeship
Fiduciary
Strategic
Generative

16. Board Job Description

17. Board Members Code of Conduct

18. Cultivating Healthy Relationships
Sam

19. Regular meetings between the President/Chairman;
Interact/connect with Trustees regularly;
Call them in their areas of expertise;
Invite them to the home and/or lunch;
Invite them to campus for key events such as ribbon cuttings;
Put them in front of the public;
Include in presentations.

20. Newsletter each week to keep the Board informed of College activities and Federal, state as well as other relevant matters.

21. Advice on Supporting your President
A long-term, trusting relationship between the board and the CEO is the foundation for success.
During major culture change, your President will need your support in order to be successful.
A President will not have full confidence to deploy major change if they do not feel support from their Board.
Trusting, supportive conversations with one another.
Commit to a covenant with each other.

22. The importance of 14 hands…
When strong support exists, innovative risk is likely and success will occur…

23. Carefully Articulated Meetings

24. Preparation Consider the Annual Calendar
Coversheets-link to board policy
Agenda Development
Supporting materials
Minutes
Review/Rehearsal
CQI Data
Microsoft Surface’s provided

25. Board Agenda

26. Cover Sheet

27. Presidential Accountability

28. Board ENDs Monitoring Reports
Accreditation
Instruction
Leadership
Completion
Process Effectiveness
Finance
Workforce
International
Student/Customer
Diversity
Student Learning
Safety

30. Board of Trustees Dashboard

31. Annual Evaluation Conducted by the Board: Individual Evaluations completed on own and then compiled.

32. Board Accountability: Self Evaluation

33. Outline and Follow a Process
College staff person sends out to the Board and collects.
Results are compiled and shared with the Board.
Board Self Evaluation is an information item on the regular meeting agenda.

34. Effective Practices
Keep this an item on your annual calendar – make it a priority each year.
Benchmark against other colleges and create a solid template.
Stick as close as possible to template each year for comparison purposes.

35. After the Survey
Discuss results at a planning session/retreat to ensure all board members have the opportunity to react and understand comments made.
Come up with development plans for items that need improvement.