Developing good relationships between boards, just as between people, does not occur without a substantial amount of work. The two most important boards for a university should be able to relate and interact well because of their mutual interests; unfortunately, this is not always the case. A good working relationship is founded on mutual respect, frequent positive interactions, healthy communication, and, significantly, a solid understanding of each board’s respective roles.
Understand the differing roles of the boards. The governing board sets the policies and establishes the direction for the university. The foundation board, on the other hand, provides the financial and other support to achieve the aims that are set by the governing board. The foundation board should not adopt policies or positions in opposition to those of the governing board. There is no room for egos in this process; each board has its specific purpose and both are important to the overall success of the university.
Provide opportunities for some appropriate integrated membership. Consider having the chair of the university’s governing board serve as a member of the foundation board, which will promote knowledge and understanding between the two groups. Another beneficial approach would be to ask some former members of the governing board to become members of the foundation board. Those individuals are typically financial supporters of the university and are familiar with its governance and goals; they will make good foundation board members and continue the fostering of good relationships.
Have consistent contact between the leadership of the two boards. The chairs of the two boards should touch base at least once a quarter, more frequently if required by events. Also, it may be beneficial for the chairs to provide updates during board meetings to promote a free exchange of information and mutual knowledge. Secrecy in operations will not foster a strong working relationship.
Help board members get to know each other on a personal basis. Promoting personal and individual familiarity among members, such as at university and joint board events, should promote good working relationships. Prepare a pictorial and background summary of each member to share with the other board before a gathering, and be sure to intersperse members of the two boards when seating is designated. Consider holding joint meetings as part of a retreat and create opportunities for mutual social outings. It is hard to have disagreements among friends, so the more opportunities for familiarity, the less likely there will be conflict.
Promote good relations between the staff of the university and of the foundation. Just as it is important for the two boards to have a good working relationship, it is also critical for the two administrations to work together. Consider having the CEO of the foundation serve on the president’s executive council and having the president serve on the foundation board. The two administrations can keep the boards focused on their respective roles and goals if they are well-versed in the actions of the other.
Provide board member training. It is crucial that there be ongoing board training through orientation and attendance at conferences, such as those put on by AGB, in order to understand the roles of the respective boards and to avoid interference in each other’s areas of responsibility and expertise. It might even be beneficial to invite the new members of both boards to the new member orientation for the other. This cross-training will promote knowledge of the boards’ respective duties from the beginning of service. It would also be a good practice to review bylaws to see if they are current and promote interaction rather than competition.
Neither the university board nor the foundation board can fulfill its purpose if they are working at odds with each other. It is incumbent on both to find a suitable approach to work together for the good of the university. Poor relations will not allow either to be successful.
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