Trusteeship: salvaging the myth of the governance role.
A myth of trusteeship--that governance is the central role of board members--has been difficult for trustees to put into practice. The process of initiating new trustees implicitly communicates a set of largely unspoken practices that do not fulfill the myth. In actual practice, trustees find themselves involved in management, rather than governance. Although regulatory bodies, the courts, or a constituent can clarify the job of governance, trustees must call one another to action to reshape their practice and refurbish the myth with credibility. Trustees generally are expected to ensure quality of service and performance standards through governance, although many question their competence to do so. Since a direct link exists between a board's ability to evaluate itself and its ability to evaluate others, members first must learn to evaluate themselves in an open, verifiable manner. Trustees also must take account of the cyclical emphasis society places on private interests versus public issues, noting shifts in the cycle to identify and define board responsibilities. Members should act not as representatives of a single group but keep in touch with as many constituencies as possible. Though models are being developed to evaluate board performance and to chart management/governance functions, the most effective change in practice will come from within boards--through members' study and reflection. A board retreat that allows trustees to share information and examine principles of practice may facilitate this role definition.
D006075:Governing Board / Q000458:organization & administration*; D007400:Interprofessional Relations; D011361:Professional Competence; D014341:Trustees / Q000193:education*; D014481:United States