IS ONLY AS GOOD AS HISHER 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 ID: 618026
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Slide1
A
PRESIDENT
IS ONLY AS GOOD AS HIS/HER
BOARD
A
BOARD
IS ONLY AS GOOD
AS ITS
CHAIRSlide2
Building an Effective Board
Dr. Carol Cartwright
President Emeritus, Kent State UniversitySenior Consultant, AGB
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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 TrusteeshipSlide4
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An Effective Board
Understands and respects the difference between governing and managing.
Balances advocacy and oversight
In spite of differing views, speaks with one voiceSlide5
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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 powerSlide6
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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 BoardSlide7
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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 capacityAn Effective BoardSlide8
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Board Performance
Board and institutional performance are closely related.
Boards have major impact-positive or
negativeReputation Counts in Higher EducationDonorsRecruiting Faculty & Best StudentsState FundingSlide9
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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 quarterbacksA Team of EqualsSlide10
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High-Performing Boards
Engaged and Informed
Support Presidential Leadership
Balance Oversight and AdvocacySlide11
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Oversight and Delegation—Where is the Balance?
Cannot delegate ultimate fiduciary responsibility
Delegate to the President abundant authority to manage Slide12
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Clearly convey to the President about expectations
Hold President accountable
Establish conditions for success for President
Oversight and Delegation—Where is the Balance?Slide13
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Clear expectations
Shared vision
Mutual agreements
about priorities/plans
Roles of key stakeholdersClimate of trust and candor
Board-President PartnershipSlide14
Thank You
Carol
Cartwright ccartwri@kent.edu
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