Members of governing boards often come from very different personal, professional, socioeconomic, and geographic backgrounds. Their reasons for joining boards may also be quite varied.
In some instances, the greatest common denominator shared by board members may be their role at the institution. Given that, a focus on accountability can aid new members in becoming effective contributors. While there is no one specific way to ensure accountability, attention to the onboarding/orientation process, a working knowledge of the board’s roles and responsibilities, and a thorough understanding of the bylaws can be useful tools for achieving it.
The onboarding/orientation process is an opportunity for new board members to learn about the ways in which the mission of the institution is realized. It should also be a time for members to learn about historic and current external and internal factors that shape the institution. Changes in funding sources and demographics, and perceptions of faculty, staff, and students, as well as other stakeholders’ views about the role of higher education, may be discussed. National and state policies are also powerful influences on all institutions.
Educational/informational sessions regarding these and other topics allow new members to assume their roles with an awareness of potential challenges that may need addressing as well as the ways in which their talents may be utilized.
Onboarding/orientation should include information related to board ethos. Value should be placed on the distinct and perhaps divergent viewpoints of individual members, yet there must be an agreed-upon framework for the effective functioning of the group. For example, some boards use a process to reach consensus, while others focus on discussion, debate, and conflict resolution. New and current board members may benefit from discussions about board culture and values and how they facilitate the attainment of strategic goals and priorities.
Focused attention on the roles and responsibilities of board members is fundamental to accountability and is paramount to board effectiveness and therefore the effectiveness of the institution. As fiduciaries, board members have a comprehensive and sometimes complex set of duties that must be foremost in their hearts and minds. The duties of care, loyalty, and obedience are the pillars upon which a governing board’s roles and responsibilities are built. The execution of these duties requires an ongoing commitment of engagement that extends beyond attendance at regularly scheduled meetings. Board members must stay abreast of the fast-paced changes in higher education in general and in their states in particular. They must also be mindful of the K–12 landscape, changing economics that will impact the workplaces of their graduates, and the relationships between their institutions and the communities in which they are located. Learning, engaging, and being aware of one’s duties to the institution are integral to discharging one’s duty as a fiduciary.
In addition, the role of the governing board should be clearly defined as that of making policy and not managing the day-to-day operations of the institution. There have been many reports in news media outlets of the inappropriate blurring of the lines of governance and administration that have led to negative outcomes for all involved. These situations can be avoided by vigilance on the part of board members.
Bylaws are powerful tools that encompass all things related to the board, including but not limited to its composition, powers/authority, how its work is organized, and how it assesses itself and the president. Each member of the board should be well versed in the bylaws and should use them as a guide for their interactions and work with others. Accountable boards must examine their bylaws from time to time to ensure that they reflect best practices.
In most endeavors, success is rarely guaranteed. Successful governance can only be achieved through accountability.
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