Best Practices Task Force September 19 2008 Best

Best Practices Task Force September 19, 2008

Best Practices Task Force Overall Objective Improve the vitality and utility of the Board of Visitors to the University of North Carolina Fall 2006 Situation We lack full understanding of and agreement on the processes and outcomes necessary for improved vitality and utility Best Practices Task Force Assess the best practices among successful groups similarly situated to our Board of Visitors - October 13, 2006

Best Practices Task Force UNC BOV – Charter: Primary Activity Areas • • • Specific Projects Outreach Intelligence Private Development Personal Involvement

Best Practices Task Force Benchmarking Survey – Institutions Clemson Duke Harvard Johns Hopkins MIT NC State Northwestern Penn State UNC Virginia Yale

Best Practices Task Force Benchmarking Survey – BOV Best Practices • • • Mission Statement or Charter Structured use of BOV towards university excellence Nomination process is broadly based Selection criteria: willingness, commitment, accomplishment Meet twice a year – considerable focus on substance and content Mix of standing and ad hoc committees Clear goals set annually Overall goal: alumni involvement – active, concrete University administration is the driving force between BOV and university High personal involvement by Chancellor and Board of Trustees Chair Staff support – at least one position fully dedicated Active solicitation for service post-BOV term

Best Practices Task Force UNC BOV – Ideas and Implications • • • Charter Size Structure Performance Metrics Member Involvement

Best Practices Task Force UNC BOV – Phase II Task Force organized into five teams and analyzed the Ideas and Implications gleaned from the Benchmarking Survey. The five teams were Charter, Size, Structure, Performance Metrics, and Member Involvement. Each team will provide recommendations to the larger BOV regarding how its particular subject area can help improve the overall utility and vitality of the BOV.

Best Practices Task Force UNC BOV – Charter

Best Practices Task Force UNC BOV – Charter Article III – Proposed Changes Current language 2. There will be but one qualification for membership in the association – a willingness to help the University of North Carolina at Chapel Hill fulfill its threefold mission of education, research and public service. Proposed Language Option 1 2. There will be but one qualification for membership in the association – a willingness to help the University of North Carolina at Chapel Hill fulfill its threefold mission of education, research and public service on a global level. Proposed Language Option 2 2. There will be but one qualification for membership in the association – a willingness to help the University of North Carolina at Chapel Hill fulfill its mission of affecting positive change in people's lives around the world through its leadership in global research, teaching and service. We recommend that both options be presented to the Board of Trustees for their final selection.

Best Practices Task Force UNC BOV - Size Out of eleven peer university programs that were evaluated in the 2007 Benchmarking Survey: Six had fewer than 50 members; Nine had 75 or fewer members UNC’s Board of Visitors membership of approximately 160 is relatively large, but actual attendance at meeting averages around 100 For all survey respondents, their existing size has as much to do with history and legacy as it does with current scope of responsibilities and goals The University struggles annually to restrict the Board to its current size due to the great interest in serving on the BOV. Accordingly, changing or reducing the size of the BOV might not be realistic or favorable.

Best Practices Task Force UNC BOV - Size Opportunities Delivers greater diversity in subject-matter expertise Directs resources to many initiatives at one time Spreads work among many interested and highly-motivated individuals who are otherwise fullyemployed or committed to other pursuits Broadens networking capabilities Creates a larger pipeline of post-BOV service providers to the University Engages a large cross-section of boosters, rather than just a few, with great efficiency and scale Expands alumni development and generates greater financial support Challenges Keeping a large group of people meaningfully engaged on an individual basis Delivering a common experience to all members Some tasks may best be handled by a few, targeted individuals with focus and experience, not by large groups Adding cost and administrative requirements on the University

Best Practices Task Force UNC BOV - Size Relationship of “Size” to Other Sub-Teams Member Involvement How does the University challenge its BOV members and at the same time provide reasonably equal opportunities for those members to fulfill expectations? How does the University best use such large numbers of volunteer supporters after their service on the BOV ends? How is member subject-matter expertise best identified and employed? Structure How does the University use the large size of its BOV to its advantage? How is a large BOV best managed and governed? Performance How does the University determine whether the current size of its BOV continues to serve the best interests of Carolina? If the size of the BOV needs to be changed, how is such a change best effected and communicated?

Best Practices Task Force UNC BOV - Structure Our Inquiry? How can the structure of the BOV impact our mission and charter, and assist in driving excellence throughout the University? Background Eleven schools were interviewed on structure. Three schools had Boards that focused on improving academic departments. Four schools had boards based on departments or schools. Four schools had large boards that were university oriented similar to UNC’s BOV. Current Structure Presently our charter calls for one Chair, one or more Vice Chairs, and the Secretary of the university serves as the Secretary of the Board. We also currently have one standing committee (State and Local Relations) and one task force or ad-hoc committee (Best Practices).

Best Practices Task Force UNC BOV - Structure Recommendations 1. Continue to utilize the hybrid structure currently in place that maintains a small number of essential standing committees, while allowing the flexibility to create Ad-hoc Committees or Task Forces around specific University or BOV needs. 2. Make the Best Practices Task Force a standing committee. It should focus on completing the work on performance metrics and maintaining a forward thinking approach to continuous improvement of BOV. 3. Create a task force whose primary mission is to identify ways in which the BOV can assist departments and schools in meeting their objectives and providing members of the BOV with future university involvement. 4. Create a membership involvement task force to focus on the recommendation from Best Practices Task Force Subcommittee on membership involvement.

Best Practices Task Force UNC BOV – Performance Metrics Background Board of Visitors Task Force on Best Practices in May, 2007 surveyed other universities’ Boards of Visitors and learned they did not conduct evaluations or have metrics for measuring the effectiveness of the Board. The Best Practices Subcommittee felt that by measuring the BOV impact, we then could assess its effectiveness. The Best Practices Subcommittee proposes the BOV pursue several different measurement tools to assess the effectiveness of the Board.

Best Practices Task Force UNC BOV – Performance Metrics Methods of Assessing BOV Effectiveness: Moving Toward Metrics Bi-Annual Survey of BOV Members Following in the steps of a few other Boards of Visitors, a bi-annual survey could gauge the members’ understanding of the role they play. Annual Chancellor/BOV Leadership Survey An annual survey completed by the Chancellor and BOV Leadership to provide anecdotal feedback on performance. This survey could be matched to responses from the bi-annual surveys of the BOV Members. Further, both of these surveys could be coordinated with the survey proposed by the Subcommittee on Members. Measurable Goals/Clear Tasks Once the Board of Visitors has reviewed the information gathered from the surveys, it may be possible to then consider a set of measurable goals and specific targets for the BOV.

Best Practices Task Force UNC BOV – Member Involvement –Before Term Coming on Board – the Buddy System Each newcomer randomly assigned two buddies: Ø 3 rd-year Visitor – leadership Ø 2 nd-year Visitor – active participant, substitute as necessary Buddy responsibilities: Ø Prior to BOV meeting, initiate contact using “talking points for accurate and consistent message Ø Offer to meet ahead of time (if practical) Benefits: Ø Welcome personally at the meeting ØEase transition onto BOV ØClarify expectations ØCreate new networking channels ØProvide natural “sub”

Best Practices Task Force UNC BOV – Member Involvement –During Term Helping the Most While We’re Here IDEA Smaller subcommittees Friday BOV Meeting AGENDA PROGRAM? More specific topics INCREASE SOCIAL/NETWORKING OPPORTUNITIES IDEA PROGRAM? Small-group dinners after Thursday None. reception Informal Meals with faculty Optional Sit in on Faculty/ Departmental Meetings Host gatherings with regional development officer Identify / address promising student applicants Faculty agenda BENEFITS Networking Participation Networking Development office agenda Participation Service Coordinate with admissions Participation Service INCREASE SERVICE OPPORTUNITIES IDEA PROGRAM? Sponsor Volunteer Planned activity, e. g. , Habitat Day with Students house, packing food Host dorm receptions BENEFITS Participation Informal topical “fireside chats” BENEFITS Service Networking Participation Service

Best Practices Task Force UNC BOV – Member Involvement –After Term How could BOV get better? How can we stay involved? Exit interviews: Ø Target fourth-year members who want to stay actively involved Ø Small group interviews with five to seven “subjects” Ø Led by BOV member trained by Linda Douglas Focus of interviews: Ø Evaluative of BOV o Strengths, weaknesses, accomplishments, failures o Goals for next three years o How BOV advances UNC’s mission o How BOV could improve

Best Practices Task Force UNC BOV – Member Involvement –After Term (Continued) ØFuture involvement of exiting visitor o What role should outgoing Visitors play? o How might connection best be sustained? o How can Visitors match themselves to UNC’s needs? o Regular communications? Timing of interviews: Ø Mostly at Fall meeting of fourth year Ø Spring interviews for people missed in the fall

Best Practices Task Force UNC BOV – Member Involvement – Recommendations This year: Ø BEFORE: o Buddy system will start next fall o This year’s 1 st- and 2 nd- year members will be notified late spring/early summer of newcomer to “buddy”, with contact information and talking points Ø DURING: o Committee will continue to fine-tune ideas generated by subcommittee Ø AFTER: o Exit interviews will be piloted at the Spring meeting o You will be asked during the year whether you would like to continue in an active role after your term—if yes, you may be invited to an interview in the Spring—most likely on Thursday afternoon Next year: Ø BUDDY SYSTEM in place Ø IN-TERM OPPORTUNITIES increased at meeting Ø EXIT INTERVIEWS in place

Member Involvement = BOV Sustainability Agenda Driven Meetings Buddy System E Inte xit rvie w Outreach BOV Meetings Committee Participation (Standing/Ad Hoc) Networking Size Measurable Goals Clear Tasks Key Priorities s Charter Chancellor Board of Trustees Development Officer Relationships Personal Development Private Development Intelligence Structure Metrics Annual Admin/Staff Chancellor Surveys Pre-BOV Bi-Annual BOV Survey During BOV Specific Projects Annual Admin/Staff Chancellor Surveys Post-BOV

Best Practices Task Force UNC BOV – Next Steps 1. Present the work and appropriate recommendations of the Best Practices Task Force to the Board of Trustees and Chancellor at the next possible opportunity formal adoption of certain recommendations. 2. Develop a Survey Tool to be given to University leadership and staff so that surveys can begin being conducted on an annual basis in 2009. 3. Begin designating current BOV members as “Buddies” for incoming 2009 BOV Class, and start providing training/talking points by the Spring meeting of 2009. 4. Start training current BOV members immediately to conduct Exit Interviews of 4 th Year BOV members starting in the Spring of 2009. 5. Consider continuing the work of the Best Practices Task Force, particularly focusing on the areas of improving membership involvement and increasing the BOV’s interaction with academic departments and schools throughout the University.

Best Practices Task Force UNC BOV – Committee Members Jeff Allred Chris Avery Katrina Avery Bill Bates Charlie Brindell Russell Browning Don Caudle Courtney Cavatoni Toure Claiborne Anthony Cummings Fred Davenport Will Du. Bose Alan Fields Bill Fuller Jill Gammon Jim Garriss Howard Godwin Jean Grainger Jeff Gray Barbara Gunn Tara Hammons John Hatcher William Hawkins Donald Holzworth Isaac Horton Ken Howard Jim Inscoe Joseph Jenkins Suefan Johnson Harry Jones Michael Kennedy William Keyes Johnny Krawcheck Melissa Levine Margaret Martin Fred Mc. Coy John Moore Ken Morgan Lee Niegelsky Jill Olson Michael Painter Geoffrey Parker Karen Parker Allan Parrott Carlos Pauling Amy Pitt Carter Pope Jane Pope Ann Powell Randolph Steve Raper Robert Selden Allison Smith Ann Sullivan Jenny Swindal Jim Tatum Wendell Wilkerson Tonya Williams Rick Zollinger

Best Practices Task Force September 19, 2008