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Changing a Board of Trustees

Learn how to change a board from futile to fertile, addressing dysfunction, impacts, and steps for improvement for a successful college board. Enhance communication, vision, and accountability for better governance.

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Changing a Board of Trustees

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  1. Changing a Board of Trustees From Futile to Fertile William G. McGinnis

  2. Existing Governing Board Climate • Dysfunctional • Varies between Functional and Dysfunctional • Functional Most of the Time • Varies between Functional and High Performing • High Performing

  3. Common Signs of Dysfunction • Adverse Conflict / Divided Board • Lack of Trust • Lack of Respect • Single Issue Focus • Political Connections / Ambitions • Micromanagement • Disengagement

  4. Does your Board have other issues that adversely impacts their performance? • Yes • No

  5. Impacts of a Dysfunctional (Futile) Trustee Board • Lack of vision for the college • Frequent turnover in CEO position • Accreditation problems • Audit / Financial problems • Criminal problems • Employee Activism / Labor Strife • Law suits • Poor student success

  6. Steps for Improvement • Restructure Governing Board Agenda • Cultivate a Board focus on Vision / Future • Build / establish trust • Communicate appropriately • Facilitate Board accountability • Expand Board’s role to leadership • Provide opportunities for thoughtful reflection & discussion

  7. Board Agenda Issues • Agenda Format management • Educate Board members on agenda format and issues • Develop focused issued-centered agendas • Connect issues to vision / mission / strategic plan goals

  8. What Percentage of your Board’s agendas for the past year have been allocated to discussing the vision and/or strategic plan of your college? • More than 80% • Between 60 to 80% • Between 40 to 60% • Between 20 to 40% • Less than 20%

  9. How much time is spent at each Board meeting on Report Items (when the Board receives written and verbal reports from others)? • Less than 30 minutes • Between 30 minutes to 1 hour • Between 1 hour and 2 hours • Between 2 hours and 3 hours • More than 3 hours

  10. Traditional Agenda • Opening • Reports • Faculty Senate • Classified Senate • Students • President • Public Comment • Trustee Reports • Financial Agenda • Approval of Expenditures • Approval of Transfers • Approval of Contracts • Personnel Agenda • Appointments • Dismissals • Retirements • Labor Relations • Benefits Report • Action Agenda • Resolution authorizing signatures on accounts • Course Approval • Executive Session on litigation • Adjournment

  11. Leadership Agenda Format • Opening • Consent Agenda • Financial Items • Personnel Items • Resolution on signatures • Resolution on course approvals • Public Comment • Action / Board Discussion Agenda • Future Financial Goals • Proposed College/K-12 partnership for student success • Executive Session on Litigation • Adjournment

  12. Focus on Vision • Build consensus • Develop a common vision / mission • Manage discussions to overall arching issues • Focus on “what” not the “how” • Tie agenda issues to vision / mission. • Talk about the future

  13. Has your Board participated in any trust building exercises since it was formed? • Yes • No

  14. Build & Maintain Trust • Create an environment in which trust can be developed and maintained • Board Chair’s role in maintaining a respectful meeting to maintain levels of trust • Build consensus rather than scoring wins • Communicate openly and honestly • Focus on the future

  15. Has your administration identified the style or manner in which each Trustees prefers to communicate • Yes • No

  16. Communication • Open and timely information • Lack of surprises • Communicate in the form the listeners need • Sufficient / not too much / not to little – information • Benchmarks – leading and lagging

  17. Which of the following is completed annually by your Board? • Board self-evaluation, establishment of Board Goals, and periodic discussions on the agenda throughout the year such goals • Board self-evaluation and establishment of Board Goals • Board self-evaluation • None of the above

  18. Accountability Issue • Focus Board attention on issues affecting Vision / Mission / Strategic Plan • Measures that are tied to vision / mission / strategic plan goals • Leading / lagging indicators • Scorecards / Dashboards • Establish Board Goals • Facilitate Board Self-Evaluation & Follow up

  19. Has your Board identified any leading indicators that can be used to measure student success? • Yes • No

  20. Sample Benchmarks • Transfer Rate to Universities • Placement in desired occupations • Success of 1st yr students in English & Math • Student Engagement survey • Efficiency Rating of Student Enrollment • Facility Condition Index • Community Survey

  21. Expand Board’s Role • Fiduciary Role / Activities • Strategic Role / Activities • Leadership Role / Activities • Percent of work in each area • Restructure in the future

  22. Time to Discuss / Lead • Open certain meetings to discussion / leadership activities • Create an environment conducive to discussions • Manage conflict to remain constructive • Create visions of “what” not focus on “how”

  23. What is the most important major issue facing your College today that requires the Board’s attention? • Long term finances • Employee Turnover & Replacement • Improving Student Success • Improving student participation • Other

  24. How frequently has or will your Board discuss this major issue? • Every Board Meeting • Once a Quarter • Twice a year in retreats • Once a year – maybe • Never

  25. Benefits of a Fertile Board • Attracts high performing administrators • Creates an environment of trust conducive of change • Creates an environment focused on the future supportive of innovation • Creates a community climate of respect for the college • Leads to student success

  26. How to Start • Help the Board build trust • Among their members • Between the Board and the CEO • Change the Agenda • Less Wasted time • Fewer Fiduciary matters • More time for Leadership

  27. Maintain Performance • Thru Board Retreats review Board Performance • Hold Board training whenever a new member is seated • Board Chair to hold members accountable • Revisit Board commitment when necessary

  28. QUESTIONS

  29. Conclusion • From Futile to Fertile, as in Farming, the role of the farmer whose success is directly affected by his knowledge of the impacts of his stewardship of the environment; the success of our colleges is directly connected to their Boards’ knowledge of the impacts of their stewardship of the institutions.

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