Upload
stephanie-allen
View
216
Download
1
Embed Size (px)
Citation preview
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!