THE ESSENTIAL INGREDIENTS OF HIGH PERFORMING BOARDS: ROLE CLARITY, DISCIPLINED EXECUTION OF GOVERNANCE FRAMEWORK, AND AN UNWAVERING COMMITMENT TO BUILDING A CULTURE OF TRUST AND RESPECT Samuel R. Barnes, Board Chairman, Jackson College Dr. Daniel Phelan, President Jackson College

Samuel R. Barnes, Board Chairman since 2013 Trustee since 2008 Dr. Daniel Phelan President since 2001 Samuel R. Barnes, Board Chairman since 2013 Trustee since 2008

Context on JC and the Board Sam On Jackson College and the Board of Trustees

Serves nearly 9,000 unduplicated credit students annually; Accredited by the Higher Learning Commission (AQIP); $50M enterprise; Baccalaureate programming; Three housing facilities; Comprised of about 800 employees; and Two unions Sam

Seven at-large elected board members; Board meetings held monthly (2 hrs.); Policy Governance structure; Two ‘planning sessions’ and one ‘retreat’ each year; Special meetings called as needed; Engage in continuous quality improvement; One committee – audit; Annually meet at each campus; and Regularly benchmark with other colleges Sam

Sam

…is the JC Board highly effective? Sam …is the JC Board highly effective?

Successful Board/CEO Relationship Mutual Trust Investment Long Term Contract Honest Evaluations Support in difficult times Successful Board/CEO Relationship Sam

Board Responsibilities You are serving at a time of unrelenting change in the history of community colleges. Participate in legislative advocacy with your President. Attend events on campus to show your support. Hold yourself and your fellow board members accountable.

Professional Development is a Necessity Opportunities ACCT Leadership Congress ACCT Leadership Governance ACCT New Trustee Institute MCCA Summer Institute Legislative Visits Benchmarking Visits Facilitated Retreats Benefits Learning New Best Practices Networking Bonding Alternative Perspectives Motivational Opportunity The Board that learns and plays together stays together

Policy Governance

Describes relationship between the President and Board through policy; Describes what the President may not do (Executive Limitations); Clear Board focus on ENDs; Clear Presidential focus on MEANs; & Accountability of President to the Board as the only employee.

Traditional vs. Policy Governance Carver Policy Governance The board is involved in the operating detail. Board sets direction with executive guidance. CEO subordinate to board, relationship not explicitly addressed. Board gives direction and oversight of operations. Board reviews full financials. Decision making power is the board with executive input. The CEO is empowered by the board. The board defines expected results, CEO develops the plan within limits set by board. Explicit division between board and CEO is defined. Primary role to establish policies/focus on ENDs. CEO has full decision making within limits set by the board. Clear division of authority between board and executive.

Three Methods of Governance Effective Trusteeship Fiduciary Strategic Generative

Board Job Description

Board Members Code of Conduct

Cultivating Healthy Relationships Sam

Regular meetings between the President/Chairman; Interact/connect with Trustees regularly; Call them in their areas of expertise; Invite them to the home and/or lunch; Invite them to campus for key events such as ribbon cuttings; Put them in front of the public; Include in presentations.

Newsletter each week to keep the Board informed of College activities and Federal, state as well as other relevant matters.

Advice on Supporting your President A long-term, trusting relationship between the board and the CEO is the foundation for success. During major culture change, your President will need your support in order to be successful. A President will not have full confidence to deploy major change if they do not feel support from their Board. Trusting, supportive conversations with one another. Commit to a covenant with each other.

The importance of 14 hands… When strong support exists, innovative risk is likely and success will occur…

Carefully Articulated Meetings

Preparation Consider the Annual Calendar Coversheets-link to board policy Agenda Development Supporting materials Minutes Review/Rehearsal CQI Data Microsoft Surface’s provided

Board Agenda

Cover Sheet

Presidential Accountability

Board ENDs Monitoring Reports Accreditation Instruction Leadership Completion Process Effectiveness Finance Workforce International Student/Customer Diversity Student Learning Safety

Board of Trustees Dashboard

Annual Evaluation Conducted by the Board: Individual Evaluations completed on own and then compiled.

Board Accountability: Self Evaluation

Outline and Follow a Process College staff person sends out to the Board and collects. Results are compiled and shared with the Board. Board Self Evaluation is an information item on the regular meeting agenda.

Effective Practices Keep this an item on your annual calendar – make it a priority each year. Benchmark against other colleges and create a solid template. Stick as close as possible to template each year for comparison purposes.

After the Survey Discuss results at a planning session/retreat to ensure all board members have the opportunity to react and understand comments made. Come up with development plans for items that need improvement.