The Roles and Responsibilities of a Board Member David Montgomery Nebraska Department of David Montgomery Nebraska Department of Health & Human Services 2011 BOC Athletic Trainer Regulatory Conference

In our time together we will review the following:  Responsibilities of boards  Key elements of good governance  Characteristics of high performing organizations  Public information and communication  Board evaluation

Boards  Boards are public organizations  Boards protect public interest

Why Have a Board?  Legislative mandate  Represent different constituencies  Diversity of opinion  Add expertise to governance

Good Governance Adds Value to the Organization  Strategic direction  Organization well-being  Financial health  Quality (perception)  High performing Director

To Whom is a Board Member Responsible?  The public  Licensees (potential)  Board and staff

Core Responsibilities or Duties of Board Members  Duty of care  Duty of loyalty  Duty of obedience

Duty of Care = Unity of Accountability  Legislative mandate for public protection  Finance  Organizational well-being

Duty of Loyalty = Unity of Direction  Vision  One Voice Majority speaks Achieve consensus where possible Accept decisions made by Board  Conflict of interest

Duty of Obedience = Unity of Command  Statute  Bylaws  Rules of order  Code of conduct

Code of Conduct  What is it?  Why have it?

Conflict of Interest  What is it?  What do you do about it?  Examples

Key Behaviors of Board Members  Know your role Professional member Public and other members  Know your board Statutes and regulations Governance structure Current issues Relationships Personalities

Key Behaviors of Board Members (Continued)  Know your duties Apply qualifications for entry Administer examinations Promulgate rules and regulations Carry out disciplinary actions Care for the organization  Attend  Listen  Ask probing questions (respectfully)

Key Behaviors of Board Members (Continued)  Be objective  Respect confidentiality  Declare conflicts of interest  Speak with one voice  Stay out of operations  Demand excellence

What to do with a disruptive member?

High-performing organizations have:  One Board  One Director  One vision  One voice

High-performing organizations:  Make decisions in good faith Evidence-based Consistent Free of conflict of interest Transparent process

Public Information  Laws  Decisions taken under statute  Governance process  Closed or executive session

Increased pressure toward public disclosure

 Benefits of an informed public  Benefits of an informed profession

Building and maintaining strong relationships with: Licensees Public Elected officials Other boards/agencies Media

Go the Extra Mile  Build interest in board affairs among non-traditional constituencies (church groups, AARP, PTO, LWV, etc.)  Seek out public speaking opportunities  Write letters to local newspapers to solicit input on board affairs and issues  Write a general interest article for a local newspaper  Get to know your state legislators

Options for Evaluating Board Performance  Meeting evaluation  Annual Board evaluation  Self evaluation  Peer evaluation

Focal Points for Board Evaluation  Measuring performance  Achieving strategic goals  Public reporting  Adherence to statute, bylaws, policies

Summary  Responsible to many  Governance not operations  Strive for excellence  Build public trust  Evaluate to improve

Speaker Contact Information David Montgomery Administrator for Research, Policy and Quality Improvement Nebraska Department of Health and Human Services

Thank You 2011 BOC Athletic Trainer Regulatory Conference