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Many governing boards are frustrated because most board meetings and committee meeting agendas are so full of both important and routine business that little time is left over for interactive discussion and questions concerning highly significant or future-oriented strategy and policy issues.

Spotty attendance at board and committee meetings used to be little more than a chronic nuisance, but with governance standards rising, boards are getting more serious about attendance. When a third or more of board seats are vacant or a few members are habitually absent, how can the board be fully informed, raise tough questions and reach independent conclusions as a group?