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Published byStephanie Allen Modified over 9 years ago
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Michael J. Farrell HEPC Commissioner Huntington, West Virginia
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University System Board of Trustees Higher Education Interim Governing Board Marshall University Board of Governors Interim President, Marshall University Visiting Committee, WVU College of Law HEPC Commissioner
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Effective governance requires an exchange of relevant information Effective governance requires administrative, financial, academic and strategic accountability Effective governance requires ongoing communications Effective governance benefits from competitive, decentralized, local strategic initiatives
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Confident but not arrogant. Diligent listener (open minded). Communicator —vertically and horizontally; internally and externally. Inclusive —above, below and beyond. Decisive —excellent judgment. Trustworthy —it will be done. Innovative —management, systems & strategies. Inspiring —students, staff, faculty & board.
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Accountable to self and institution. Educated and educable —know the job. Motivated —devote the necessary time. Informed —from all sources & constituencies. Inquisitive —about the problems & processes. Persistent —fiduciary obligation to govern. Fearless —do the right thing from day one. Communicative —disclose your point of view.
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Full Disclosure of the good, bad and the ugly—no surprises. Leadership —inclusive with integrity and foresight. Stewardship —finances, enrollment, accreditation, giving and curriculum. Integration —students, staff, faculty, alumni, community, region, legislature, administration & HEPC
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Prepared —know the institution, its issues and challenges. Positive —be an advocate for the institution. Participant —get involved in more than Board meetings and athletics. Proactive —be a creative thinker and leader. Persistent —daily, not quarterly devotion of time to the role as a Board of Governor’s member.
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Hubris & Selective Disclosures —Board Members –you do not need to know. “Ostrich” Paralysis —it was good enough yesterday. Mistrust —trilateral, bilateral and/or unilateral. Undisclosed Agendas —President, Chair, Executive Committee and entire Board. Reversal of Roles —Policymaker v. Administrator
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Trust one another. Communicate frequently. Agree on institutional priorities. Cooperatively identify the alternative strategies. Execute the Master Plan on a timely basis. Full Disclosure to one another!
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