A PRESIDENT IS ONLY AS GOOD AS HIS/HER BOARD A BOARD IS ONLY AS GOOD AS ITS CHAIR Building an Effective Board Dr. Carol Cartwright President Emeritus, Kent State University Senior Consultant, AGB 2 Public Trusteeship • Respect the public trust • Ensure that public purposes are served • Advocate for the value of public higher education • Reflect institution’s best interests—even in the face of competing forces • Debate vigorously—speak with one voice in public 3 An Effective Board • Understands and respects the difference between governing and managing. • Balances advocacy and oversight • In spite of differing views, speaks with one voice 4 An Effective Board • Observes the highest ethical standards–no conflict of interest • Balances the institution’s interests with state needs • Listens to all constituencies without giving any veto power 5 An Effective Board • Monitors to ensure the quality of the educational experience for students • Is committed to due process and academic freedom for students and faculty 6 An Effective Board • Pursues board education • Is informed of national trends in higher education—both state and regional needs • Makes decisions that are data driven • Regularly assesses its own performance and its governance capacity 7 Board Performance • Board and institutional performance are closely related. • Boards have major impact-positive or negative • Reputation Counts in Higher Education • Donors • Recruiting Faculty & Best Students • State Funding 8 Board Leadership Board Performance • Boards Must be Self Regulating • A president cannot police the board • Challenge: Governance is a team sport but boards are mostly composed of quarterbacks • A Team of Equals 9 High-Performing Boards • Engaged and Informed • Support Presidential Leadership • Balance Oversight and Advocacy 10 Oversight and Delegation— Where is the Balance? • Cannot delegate ultimate fiduciary responsibility • Delegate to the President abundant authority to manage 11 Oversight and Delegation— Where is the Balance? • Clearly convey to the President about expectations • Hold President accountable • Establish conditions for success for President 12 Board-President Partnership • Clear expectations • Shared vision • Mutual agreements about priorities/plans • Roles of key stakeholders • Climate of trust and candor 13 Thank You Carol Cartwright ccartwri@kent.edu 14