Intensive Short Course for Appointed Members of Governing Boards
This online course is offered in accordance with Texas Education Code, Section 61.0841: The board's rules must require a governing board member who holds an appointive position to attend, as part of the training program, the intensive short orientation course developed under Section 61.0841.
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1. In terms of board governance best practices, what does the duty of care, duty of loyalty, and duty of obedience describe?
2. Which statement best describes the duty of obedience?
3. To whom are public governing boards accountable? Transparency and accountability with these groups can enhance public trust.
4. Which of the following is not a fundamental board responsibility?
5. Which of the following is not a fundamental board responsibility?
6. The board’s culture can be well established and can affect all of the following, except:
7. Some signs of board dysfunction include cliques, factions and inner circles, disengaged trustees, “lone rangers,” and elevation of personal agendas. Select the statement that does not describe a sign of board dysfunction.
8. True or False: Shared governance extends beyond simply the narrowest conception of faculty involvement in academic policy to the broader tradition of decision making based on a dialogue among boards, public policy makers, presidents/chancellors, faculty members, and others.
9. Today's challenging higher education environment demands a new way of making decisions. As a result, boards should:
10. Do boards have fiduciary responsibility to oversee and ask questions about academic quality, student-learning, and college completion?
11. A strong relationship between the president and the board chair is critical to the success of persons in both positions. Mutual support is needed for agreed upon goals. What are some other words and phrases that should not be used to describe this partnership?
12. Boards should select a board chair who…
13. Attributes of an effective board member include:
14. Which statement is not how a board can monitor and evaluate its effectiveness and performance?
15. Attributes of high-performing boards include:
16. High-performing, effective boards…
17. "Getting governance right” takes…
18. The board annually reviews the president's performance in private session. Also, every five years it plans to do a more inclusive, comprehensive review involving some members of the campus community, alumni leaders, and other leaders. The results will be kept confidential. Is this plan in keeping with board governance best practices?
19. The board holds a closed meeting on a controversial matter and then votes in open session but does not vote unanimously. Soon after the meeting, a dissenting board member is contacted by a long-time friend who writes for the local newspaper, and he shares his disappointment with the results of the board vote. Is this in keeping with board governance best practices?
20. Your son-in-law is a contractor and is bidding on the building contract for the new residence hall that is needed on campus. Do you have the responsibility to disclose this to the university’s general counsel or to the board professional (the institutional/system staff member who supports the board’s work) prior to the board meeting when this will be decided?
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