Jeanne, These are good answers to the Forum question. Perhaps you could add that the governing board is legally bound to be the fiduciary overseer of the organization. In addition to monitoring the decisions of the CEO and senior leadership, the governing board is required to have a solid grasp on governance policies and procedures, evaluation, hiring and firing of the CEO when necessary and maintaining a grasp on the financial status of the organization. If an action from a governing board reflects the majority of the board, it is incumbent on the organization to follow through. You are right on target with your response pertaining to advisory boards. Note that input and suggestions aren't binding, as they would be from a governing board. The real value of advisory boards is to gain outside perspectives from industry experts who are also committed to the mission and goals of the organization. Management has to be cautious in selecting and vetting potential advisory board members to ensure that the objective of the member is to provide meaningful advice and is not just ego driven. Some advisory board members who were selected because they were referred or knew someone in the organization, just use the experience to add to their resume. How would you propose "vetting" potential members for each type of board, from the information you have gained from this course? Dr. Robert Roehrich