Michael J. Farrell HEPC Commissioner Huntington, West Virginia

EXPECTATIONS AND INTERSECTIONS

PRESIDENTS AND BOARDSMichael J. Farrell

HEPC CommissionerHuntington, West Virginia

My Perspective

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

Rationale for Creation of Institutional Boards of Governors

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

Presidential Skills

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.

Board Member Skills

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.

Board’s Expectations of the President

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

President’s Expectations of the Board

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.

Intersections to Be Avoided

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

Advice

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!