I began my association with the Transnational Association of Christian Colleges and Schools (TRACS) as a Commissioner in 1996. Eventually, I became a Regional Coordinator, and then, in January 2002, I was appointed as the Associate Executive Director. In this role I visited many campuses, conducted workshops, and consulted with individuals. One of my several presentations focused on the indicators of success of an institution. My colleagues and I identified the "Fab Five" and then the "Incredible Seven." as the non-negotible standards that gauge the success of an institution. The view is that weakness in any one of these major areas raises a red flag and indicates the overall weakness of an institution.

The issues or non-negotibles are governance, academic programs, faculty, finances, library, planning and assessment, and student development or services.
 

Governance includes standards for the governing board known as the Board of Trustees, Directors or Regents and the administration of a college, university, or seminary. According to Governance for Nonprofits, the governing board has two legal obligations and can be held liable when it fails to observe duty of care and duty of loyalty. Duty of care requires directors to "exercise the care, diligence and skill that an ordinary, prudent person would exhibit under similar circumstances" (Governance for Nonprofits). This means that a board must be attentive to matters brought before it, attend meetings, ask questions, challenge assumptions, and read and understand materials.

Duty of loyalty implies the pursuit of decisions in the best interest of the institution and avoidance of conflicts of interest. A board member must protect the interests and welfare of an institution. Duty of loyalty also implies duty of confidentality and duty of obedience. Duty of obedience requires board members to follow the organization's charter and bylaws. Bylaws exist for a reason and must be followed.

Successful educational institutions have governing boards that establish policy, maintain the financial stability of the institution, guide mission accomplishment, formulate and maintain the strategic vision and plan of the institution, and evaluate its effectiveness. The board does not micromanage. The board is concerned with policy; the administration is concerned with day-to-day operations. A successful board is clear as to its role and is not confused.

The second aspect of governance is administration. An institution must have an administrative or leadership team in place that is qualified academically and experientially. Management style, leadership skills, and temperament must be appropriate for the position. Demonstrated competence is very important for effective leadership as a Chief Executive Officer, Chief Operating Officer, Chief Academic Officer, or Chief Financial Officer. As someone has said "everything rises and falls on leadership."

I am still amazed how important coaching skills are in the success of a football or basketball program. Coaching skills and player ability are both important, but it takes both. A successful institution must have excellent governance in the form of competent and principled leadership from its governing board and administration. You can have resources, but if governance is weak or ineffective, the money will not guarantee success.

Academic programs. Successful educational institutions must have degree programs that are reflective of the mission and general institutional goals. The degree programs must have well-defined student learning outcomes, must be logical and have appropriate scope and sequence, must be adequately supported by the institution, and must reflect national norms. Christian institutions should not minimize or offer sub-standard general education or general studies. Well-designed educational programs teach the knowledge, skills, and attitudes required for a specific ministry or vocation and are absolutely essential.

Faculty. The faculty is the heart of an educational institution, especially Christian institution. The faculty must be qualified spiritually, academically, and experientially. The character of the faculty member is important and impacts the mentoring of a faculty member with a student. Faculty members should be concerned with the pursuit of doctoral degrees and be committed to professional development.

The first three non-negotibles are governance, academic programs, and faculty. Next week, we will deal with the other four: finances, library, planning and assessment, and student development or services. See you next week!