Jeanne,
These are good answers to the Forum question. Perhaps you could add that the governing board is legally bound to be the fiduciary overseer of the organization. In addition to monitoring the decisions of the CEO and senior leadership, the governing board is required to have a solid grasp on governance policies and procedures, evaluation, hiring and firing of the CEO when necessary and maintaining a grasp on the financial status of the organization. If an action from a governing board reflects the majority of the board, it is incumbent on the organization to follow through.
You are right on target with your response pertaining to advisory boards. Note that input and suggestions aren't binding, as they would be from a governing board. The real value of advisory boards is to gain outside perspectives from industry experts who are also committed to the mission and goals of the organization. Management has to be cautious in selecting and vetting potential advisory board members to ensure that the objective of the member is to provide meaningful advice and is not just ego driven. Some advisory board members who were selected because they were referred or knew someone in the organization, just use the experience to add to their resume. How would you propose "vetting" potential members for each type of board, from the information you have gained from this course?
Dr. Robert Roehrich
In our school we have so far been relying upon the role of the governing board. We have been using advisory boards mainly for specific projects or focused assignments. Now we are establishing an Advisory board for accrediting reasons, and are thrilled with the prospect of enhancing quality and taking us closer to the market
Ignacio,
Utilizing your boards to serve distinct, but related functions will increase the efficiency and effectiveness of each board. Advisory boards should be selected as carefully as your governing board to ensure the information you are getting is both current and forward thinking. A combination of board members who have both accreditation occupational experience can be of value in dual capacities.
Dr. Robert Roehrich
I would explain to them the value and how effective they would be if used properly.
Troy,
I would suggest you develop a "T" table with the descriptions of each type of board, one the left and the other on the right, then use this as a visual to communicate the differences between the two broad types. After illustrating the differences and explaining the values to senior management, you will need to specifically determine how the boards will be utilized in support of your school and programs. Be sure to solicit questions from your management team, which should provide substantial opportunity for you to elaborate and communicate your vision for the each board's contribution.
Dr. Robert Roehrich
Bring in examples from other schools who utilize both board members and the outcome and success of the school
Brooke,
Since the Governing Board's job is to monitor the financial health of the organization and all businesses want to be financially healthy, the value of this type of board speaks for itself to senior management and other stakeholders. With respects to Advisory Boards, having valuable input and feedback from those in the field with respects to curriculum and placement is highly valuable. Board members can serve as a great resource to the Placement Services Team and as you stated: "...the outcomes and success of the school."
Dr. Robert Roehrich
