Board Inclusion Shared Governance

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 President/Chair decides all  No real input from the Board  Everything goes to full Board  All day meetings nothing gets accomplished  Strong Committee process  Delegation and participation

 Varied backgrounds  Limited availability  How to accomplish everything you set out to do?  Keep Board members involved  Shared governance (Sounds great, how does it function?)

 Only one vote  Facilitator/Conduit for Board  Facilitator/Conduit for President and administration  Facilitator/Conduit for the HEPC or state government  Conduit for faculty/students/staff and alumni (Select situations)  Point-person in time of crisis  You are the Chair, not the President. You and the Board hired a President to run the institution.  In times of crisis, your role will become more pronounced.

 Must rely on your Committee Chairs and members  Must appoint people who can get the specific job done because of background and desire  Must delegate tasks to Chairs and Committees (You must resist the urge to decide for the Committees.)  Insist that the President and VPs work with Committee Chairs to set agendas, bring issues to the Committee, and provide responses  Well defined roles and agendas

 Academic Policies - studies Compact issues (If needed, they can hold special meetings.)  Audit - all things audit  Just like the Legislature, you should respect the Committee process.  Acts as a training ground for Committee members  Shared responsibility/limits dominating personalities

 Gives time to examine and fine-tune issues  Travel expense policy  Presidential review  Members and constituent groups have more input.  Provides oversight, but not intrusive - if role is defined  Audit reviews audits formal and internal ▪ Board establishes process. ▪ Members of the Board do not perform the audit themselves.  If there are issues, the Committee can bring them to the Board.

 Committee process, if done correctly, provides Board members with the feeling that they are included in process.  When members are involved, they are less likely to act alone. They will use the established process.  Administration understands they must work with the Board through Committees and that becomes part of the presidential expectations. This provides a process for oversight.

 Committee time allows input from:  Board members  Students, faculty, and staff  Other stakeholders  Administration  Allows Board members to be subject matter experts  There is not enough time, if issue development is done just in Board meetings.

 Any question asked by a Board member between meetings is generally shared with all board members.  Personnel and legal issues may be not shared.  Our Board frowns on members trying to run the institution as an individual.  Our authority is only as a Board in total, not as independent members.  Understand members are volunteers

 Process must be flexible.  Good discussion and debate are always welcome.  Do not beat a dead horse.  If an issue is not ready for prime time, send it back to Committee.  If something comes up during a Board meeting that needs further study, refer it to Committee.  Vote it up or vote it down; do not let a small minority delay the process.