The Roles and Responsibilities of a Board Member David Montgomery Nebraska Department of

1. The Roles and Responsibilities of a Board Member David Montgomery Nebraska Department of Health & Human Services 2011 BOC Athletic Trainer Regulatory Conference

2. In our time together we will review the following: Responsibilities of boards Key elements of good governance Characteristics of high performing organizations Public information and communication Board evaluation

3. Boards Boards are public organizations Boards protect public interest

4. Why Have a Board? Legislative mandate Represent different constituencies Diversity of opinion Add expertise to governance

5. Good Governance Adds Value to the Organization Strategic direction Organization well-being Financial health Quality (perception) High performing Director

6. To Whom is a Board Member Responsible? The public Licensees (potential) Board and staff

7. Core Responsibilities or Duties of Board Members Duty of care Duty of loyalty Duty of obedience

8. Duty of Care = Unity of Accountability Legislative mandate for public protection Finance Organizational well-being

9. Duty of Loyalty = Unity of Direction • Vision • One Voice • Majority speaks • Achieve consensus where possible • Accept decisions made by Board • Conflict of interest

10. Duty of Obedience = Unity of Command Statute Bylaws Rules of order Code of conduct

11. Code of Conduct What is it? Why have it?

12. Conflict of Interest What is it? What do you do about it? Examples

13. Key Behaviors of Board Members • Know your role • Professional member • Public and other members • Know your board • Statutes and regulations • Governance structure • Current issues • Relationships • Personalities

14. Key Behaviors of Board Members (Continued) • Know your duties • Apply qualifications for entry • Administer examinations • Promulgate rules and regulations • Carry out disciplinary actions • Care for the organization • Attend • Listen • Ask probing questions (respectfully)

15. Key Behaviors of Board Members (Continued) Be objective Respect confidentiality Declare conflicts of interest Speak with one voice Stay out of operations Demand excellence

16. What to do with a disruptive member?

17. High-performing organizations have: One Board One Director One vision One voice

18. High-performing organizations: • Make decisions in good faith • Evidence-based • Consistent • Free of conflict of interest • Transparent process

19. Public Information Laws Decisions taken under statute Governance process Closed or executive session

20. Increased pressure toward public disclosure

21. Benefits of an informed public Benefits of an informed profession

22. Building and maintaining strong relationships with: • Licensees • Public • Elected officials • Other boards/agencies • Media

23. Go the Extra Mile Build interest in board affairs among non-traditional constituencies (church groups, AARP, PTO, LWV, etc.) Seek out public speaking opportunities Write letters to local newspapers to solicit input on board affairs and issues Write a general interest article for a local newspaper Get to know your state legislators

24. Options for Evaluating Board Performance Meeting evaluation Annual Board evaluation Self evaluation Peer evaluation

25. Focal Points for Board Evaluation Measuring performance Achieving strategic goals Public reporting Adherence to statute, bylaws, policies

26. Summary Responsible to many Governance not operations Strive for excellence Build public trust Evaluate to improve

27. Speaker Contact Information David Montgomery Administrator for Research, Policy and Quality Improvement Nebraska Department of Health and Human Services dave.montgomery@nebraska.gov

28. Thank You 2011 BOC Athletic Trainer Regulatory Conference