Sounds like you have the process down. The key to remember is that the meeting should be business focused and not give the members the impression they are wasting their time.
I always keep my advisory board meeting on track, on time and serve wonderful food and beverages. Keep the mood light and fun, but get down to business.
Randall,
Your mention of communicating in advance with your board raised a question; have you asked your members what is their preferred way of receiving notifications of board meetings? This can be tactfully handled by asking the question in an open forum at one of your meetings, which could then lead to a question about the type of “technology†they're most comfortable with and how they might be brought into a meeting if they can't physically attend. I would also support your position that you're preferred way to meet is face-to-face, but on occasion their virtual presence would be acceptable if circumstances prevent them from physically attending. The later is somewhat of a loaded question, you don't want them looking for a reason not to attend. I do like your strategy for getting their input and/or a vote if they're absent.
R. Roehrich
From a previous forum discussion with Dr. Roehrich I discovered that sometimes attendance isn't necessarily defined as sitting in a chair in the room at the same time as other board members. In the future, when an advisory board member is not physically attending meeting - like Linda Vetter's commentary of invitations and follow-up phone call reminders, and even communicating to the board member their valued input and the school's desire for their attendance - I may fax meeting agendas ahead of the meeting, and let them know if they can't physically attend, they should communicate that back to the chairperson, so we could either arrange an internet or phone conference with them, or at the very least send them a copy of the meeting minutes and items we are seeking their input and/or vote on.
I use a survey form attendees fill out at the end of each meeting to assess effectiveness and implement new ideas. As far as atendance, I make sure that all members have the other memebers information so they can contact each other. Once I cancelled a meeting because the employers that showed up did not outnumbered the rest of the members, which is an accrediting requirement for our school, and so now memebers call each other to make sure they are coming.
Dr. Stover:
Excellent!
What type of interview process do you use to identify and select potential members, beyond their resumes?
Does your faculty participate in the advisory board meetings? How do they receive input to the textbook selection process?
Do advisory board members attend graduation and/or other ceremonies conducted at the school?
Are members invited to speak to classes within their specialty areas?
Does your follow-up include how their suggestions were or were not implemented?
R. Roehrich
1. Attendance at meetings (assessed through the use of sign-in sheets and meeting minutes);
2. Number of members and their expertise is appropriate to the programs offered (resumes);
3. Participation in curriculum/textbook reviews and equipment compatibility with industry standards (comment forms and documentation of revisions);
4. Recognition through awards (Certificate of Recognition/Appreciation with presentations covered in local newspapers);
5. Longevity of members (frequency of solicitations for new members);
and 6. Documented follow-up and continued contact at times other than scheduled meetings (correspondence sent and received).
Syndia,
I agree, but be sure you have an objective way to assess their contributions in addition to their recognizing their attendance at meetings.
R. Roehrich
I would include member's participation to meetings as well as other school activities. I think that their involvement would show their commitment to the board and to the institution.
Joyce,
This is a well thought-out and comprehensive approach and you've covered all the elements to provide a strong pattern of evidence.
Good work!
I would create a survey for the board members to complete using your checklist under Evaluating Effectiveness in Module 3. I would present the evaluator with the following: list of board members' names, addresses, and phone numbers, list of college documents/orientation information given to the board prior to and during meetings, copy of board's agenda/minutes (which includes members present and contributions), internship and placement documentation, (where appropriate with a board member's contribution), evaluations from board members, students and staff, student exit interviews, and a copy of the accreditation standards from COE and state regulations regarding board requirements. Then I would create a summary of the results based on the surveys. All of this documentation would be compiled into a notebook.
Justin,
Can you think of ways that you might engage your advisory board members beyond those posted in the Forum?
R. Roehrich
I really like your points Josefer. As you said, those measures are easily quantified so board members can see how their input has helped the school. I think having advisory board members involved in more than just the advisory board, such as providing internships, will help attendance and engagement.
I agree with everything that you have listed. I would also include making sure I am meeting all of my Accrediting body's standards. Knowing that I have met everything on their list would help guarantee that I am meeting all expectations from upper management.
Make sure that the board members are aware of their responsibility and commitment. Set the number of times the meeting should be held. Ensure that there is regular attendance of the meeting by the members. Involve all the members in the agenda items. Include educational programs, curriculum, placement and accreditation on the agenda items. Be well prepared for the meetings and ensure all the members are sent their pack 2 weeks prior to the meeting. The minutes of the meetings are well documented and suggestions and ideas worth implementing are put into action and the members acknowledged for their input.
There are many ways to evaluate, but several quantitative measures immediately pop into my mind:
1.Number of board members
2.Percentage of board members regularly attending
3.Job leads and placements through board members
4.Student internships through board members
5.Board recommendations implemented
Alessandra,
These are all good topics to be included, but what specifically would you do to enhance the commitment of your board members to your school? What “processes†would you use to ensure the elements you identified are effective and providing your school and the board members with the levels of information needed?
R. Roehrich
I would include the following in an accountability report: Procedural practices, board memebers attend all required meetings; effectiveness of meetings, significant levels of participation from all board members, board members arrive at meetings well prepared, dialogues are candid and lively, agendas are accomplished on schedule etc; management team interfaces effectively with all board members; comminication adheres to Bader's model.
Developmental and Training Activities: Board members engage in annual developmental training sessions; members are given the proper recognition after completion of their training; appropriate follow-up to determine the effectiveness of the training sessions; provided opportunities for worthwhile contribution from each board member.
Assessing the effectiveness of my practices: Evidence of members commitment to serve the school; evidence of the active participation of each board member; evidence of the board members understanding of the school's mission; breadth of contributions of board members.
Assessing the effectiveness of development and training:Evidence of the board memebrs ability to provide more insightful guidance, direction and recommendations to the organization; evidence of the board members ability to encourage and support opportunities for growth within the organization.
Your assuption is correct--I have been learning new applications and strategies for manageing my advisory board. The course has provided me with a perspective on governing boards, but I have to admit I have been focusing more on the Advisory board. I feel like I was hanging on by my toes setting up my Advisory Board and I want this to be a success so I have been paying more attention to Advisory topics in the course. I have greatly enjoyed the information provided.
Hildie,
I appreciate your candor about asking questions over new material, can I assume from your comments that you are learning new applications and strategies for managing your advisory board? Has the course provided you with a perspective on governing boards that enhances your understanding of how they operate in contrast to advisory boards?
R. Roehrich
