Expectations and Intersections Presidents and Boards

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Transcript Expectations and Intersections Presidents and Boards

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.
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Full Disclosure to one another!
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