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
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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
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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
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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
