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

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

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

Boards Boards are public organizations Boards protect public interest

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

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

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

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

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

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

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

Code of Conduct What is it? Why have it?

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

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

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)

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

What to do with a disruptive member?

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

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

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

Increased pressure toward public disclosure

Benefits of an informed public Benefits of an informed profession

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

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

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

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

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

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

Thank You 2011 BOC Athletic Trainer Regulatory Conference

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