Managing Boards
If you were being evaluated on how effectively you are managing a governing or advisory board for your school, what would you include in your accountabilities and how would you assess them?
Elizabeth,
Please go back and reread the threads on this Forum from your contemporaries, there are good ideas and viable suggestions for managing both advisory and governing boards, irrespective of their charge. Keep in mind with governing boards, members have a fiduciary responsibility to the institution; therefore, accountability should be well thought out and reviewed with an attorney before sharing it with board members. Governing board members must understand the nature of their role and the level of responsibility that goes with it.
Dr. Robert Roehrich
I agree with Josefer's observations but would add:
1. Current board member referrals of new members when vacancies arise;
2. Board member satisfaction with their experience serving on the board.
Timothy ,
Also consider adding elements of the BSC into your board evaluation process. The Balanced Score Card is a great tool in the hands of folks who know how to apply it. You're already on your way by using it with your campus directors and professors.
Dr. Robert Roehrich
Excellent recommendation. We currently use BSCs for our Campus Directors and Professors, so it should be something that we can easily integrate.
Timothy ,
Outstanding approach. it would be advisable to create a balanced scorecard to monitor each of the elements that you described. From you posting, it appears that you are looking for a CEO to lead the organization. Given the tone and depth of your responses to the Forums, I suggest you give careful consideration to how you are going to recruit this individual and establish a process for walking through the recruiting, interviewing and selection of a CEO. Obviously, given the nature of your organization, this will be a critical step for you and your team to ensure alignment with the institution's mission, values and culture.
Dr. Robert Roehrich
My accountability to the role through the objective evaluation of working relationships and performance of myself and others. I would include:
Oversight – i.e., of budget, fiscal controls, resource allocation, programs and key staffs. Performance would be measured by budget to plan performance, adherence to fiscal controls as confirmed through the independent auditing process, ensure that a resource plan exists and is followed, confirming that programs are implemented as scheduled and that the CEO is hired and evaluated.
Making decisions to key to the life and direction of the organization— i.e. selecting the principal executive, establishing programmatic objectives, approving long-range plans, acquiring or disposing of real property and reviewing and refining the organization's mission as needed.
Arthur,
This sounds like a good strategy and is obviously working for you.
Dr. Robert Roehrich
I believe all the major topics have been discussed in this 3rd section. Because of our size we conduct a bi-annual advisory board meetings. The two board members are selected by each program chair. We offer 7 programs thus 14 board members are selected. Because of size of participants we have a business and a medical group meetings. General concerns that overlap the programs are presented in both meetings. This keeps the meeting focused on specific topics that cater to that group.
John,
These are all crucial components to establishing a solid foundation for your committee's effectiveness. What would you suggest staff or senior management do to enhance the value of output from the committee, once they receive their "foundational knowledge" about the institution?
Dr. Robert Roehrich
Assignment of the various areas to review to each board member, such as: mission statement, catalog, program content, success outcomes, etc. would be the key.
I agree with these points, though I am more concerned about meeting Accrediting standards and less concerned about the actual # of board members. The points above are easily quantifiable and the value of student internships and placement speaks to effectiveness but ultimately directly relates to student satisfaction!
I would include the minutes of past board meetings and analyze how effective we have been at implementing the directives from our board members.
We have been able to host at least two advisory board meetings per program per year. Our attendance could definitely improve as well as the consistency of our members.
We are currently working on developing ways to maintain key people in our advisory board membership through getting them involved in school activities when there are no advisory board meetings in the quarter. I am open to learning more strategies to better improve attendance and membership composition for our advisory board.
After finishing this module I can see that there are many areas that we could improve our management of our advisory board. While the meetings that we've had have been productive, I can see where better management would take our meetings to a higher level.
We did establish some expectations when we first assembled our advisory board, but I see that we were not as formal with those expectations as we could have been. For example, I can see how formally establishing expectations concerning attendance would help us.
We also can improve our welcome package and orientation materials. While many of our board members were already familiar with our school and its management when we selected them, I can definitely see where, again, formalizing this process would be beneficial. In the future, I will be very careful to prepare a comprehensive welcome package for our new members.
The one area that I think we have been most successful in our management is in our organization of meetings. We are always careful to prepare a detailed agenda so that we can stay on time and be respectful of our members' time. We take detailed notes and minutes and circulate them in a timely manner.
Judy,
Thank you for this comprehensive reply. You have answered the questions I raised in Forum 2. It appears you have your advisory well positioned to provide you with valuable feedback.
R. Roehrich
The advisory board meeting is notified one month in advance of the meeting date with an additional reminder one week prior to obtain a firm commitment. The location and format remains consistent. 30 minutes is allowed for a prearranged meal and social exchange. Small gifts with the company logo are at place for each advisory board member. 1 to 1-1/2 hours are allowed for minutes review and agenda-driven business. Relevant materials are distributed and involved operations personnel are invited to present pertinent information. Usually the professionals are acquainted with one another and the format lends enough structure for a relaxed and respectful exchange of ideas. The feedback I have received from board members supports the format and venue; the feedback from operations of the board's input supports the content value of the board's suggestions.
Accountabilities
1. How well (quantity,quality)did the Board do in providing ideas, concepts, and recommendations.
2. How many did we use, not use, put off until we have more information at a later date?
Assess
Should be evaluated by the results of the implementation of the Board's recommendations.
by: a.benefit to school
b.ease of implementation
c.lead to other discoveries to be
assessed or decisions made.
Wayne
P.S. Dr. Roehrich,
Did you receive the answer to a discussion question I submitted earlier? I referenced B.F. Skinner and his Reinforcement Theory but forgot to sign my name.
Cynthia,
Too often advisory boards are used as "window dressing" for accreditation purposes, consequently schools that use them this way miss the value and opportunity of an effective board. Your two points are a true litmus test of a board's effectiveness.
R. Roehrich
Is teh governing board making decisions that further the growth and stability of the school? this is what I would look at.
there is a maintenance aspect to boards as a requirment for accreditation and there is the aspect of effectiveness and really getting the school some help wither through advice or participation. Does the board do these two things?
