1. BUILDING BLOCKS FOR SUCCESS
Leadership Institute
March 2006

2. OUTCOMES BASED GOVERNANCE
>DETERMINE DESIRED OUTCOMES
>DEFINE “PROCESSES” REQUIRED TO ACCOMPLISH
>CREATE GOVERNANCE FRAMEWORK

3. GOVERNANCE FRAMEWORK TRADITIONAL VIEW BOARD --- POLICY
STAFF --- OPERATIONAL
CARVER MODEL
BOARD --- “ENDS”
EXECUTIVE DIRECTOR --- “MEANS”
CHAIT/RYAN/TAYLOR
FIDUCIARY
STRATEGIC
GENERATIVE

4. GOVERNANCE MODELS Board as “Committee of the Whole”
Strong Executive Committee
Committee Oriented
Standing Committees
Standing Committees/Project Committees/Strategic Action Teams
Staff Driven

5. FUNCTIONAL STRUCTURE OPTIONS
Corporate Model
Event/Project Driven
Strategic Framework

6. WORK GROUP OPTIONS Standing Committees vs Project Teams
Teams vs Committees
Use of “Experts”
Staying Connected
As a Board
Committee/Team Leadership

7. An organization can become so permeated by the belief that well-intended or reasonable actions (rather than results) are the reason for existence that no one realizes something is awry. A striking example is the allegiance given to services and programs as if they were results. Services and programs are often treated as if they have value in themselves; however, these are only packages of prescribed activities. Under a results orientation, services and programs are seen only as means to some end. It is that end that should be judged.
John Carver
Boards That Make a Difference

8. “ENDS” VS “MEANS”
“ENDS” = OUTCOMES
RESULTS
ACCOMPLISHMENTS
IMPACT

9. “ENDS” VS “MEANS” “ENDS” = OUTCOMES RESULTS ACCOMPLISHMENTS IMPACT
“MEANS”= PROCESS
SYSTEMS
PROCEDURES
METHODS
ACTIONS
ACTIVITIES

10. WHAT CAPABILIIES AND SKILLS WOULD YOU LIKE FOR YOUR BOARD?

11. “STAFFING” THE BOARD Traditional View Collins Governance as Leadership
Wealth
Wisdom
Work
Collins
Right People on the Bus
People in the Right Seats
Governance as Leadership
Fiduciary
Strategic
Generative

12. THE GOVERNANCE TRIANGLEAs
Leadership
Type I
Fiduciary
Type II
Strategic
Type III
Generative
Governance as Leadership

13. GOVERNANCE INTEGRATION
STRATEGIC
FIDUCIARY
GENERATIVE

14. PERSONAL COMMITMENT & CONTRIBUTION
Fiduciary
Personal Contribution
Relationship Building
Active Participation in Fund Raising
Strategic
Focus on Mission
Setting Audacious Goals
Generative
Doing the Right Things

15. TRUSTEES - RESPONSIBILITIES
SET POLICY/OPERATIONAL PARAMETERS
ENGAGE/EVALUATE LEADERSHIP
ASSESS PERFORMANCE
- ADHERENCE TO PURPOSE/CORE VALUES
- OPERATIONAL
- BOARD EVALUATION
COMMUNITY ADVOCACY
ASSURE SUSTAINABLE FINANCIAL RESOURCES

16. EXECUTIVE RESPONSIBILITIES
Connect programs/actions to the Organization’s Purpose
Develop/Implement Effective Means
People
Programs
Communicate Success/Failure/Change
Serve our Constituents

17. BREAKOUT DISCUSSION What should be our Governance Model?
What should be our Committee Structure/Roles
How can we clarify Board/Staff roles
How do we focus on Outcomes

18. BREAKOUT GROUPS * Red – Harbour/Miles/Harper/Taylor
Rodgers/Hodges/Gales/Flaherty
* Blue – Kleissier/Dickey/Field/Bowen/
Freeman/Langham/Mumma/
Litman/Wilcox
* Brown – Lechner/Rasmussen/Lawson/
Thomas/Kemp/Sullivan/Hanan/
Ruskin

19. PLANS INTO OUTCOMES WHAT GETS MEASURED GETS DONE
WHAT GETS REWARDED GETS REPEATED

20. MEASUREMENTS TRACKING ACTIONS CONSENT AGENDA AS A TOOL
Put it on the Agenda
Hard and Soft Measures
Evidence vs. Proof
CONSENT AGENDA AS A
TOOL

21. LEADERSHIP IS: “THE COURAGE TO ESTABLISH AUDACIOUS GOALS”
“CLEARLY COMMUNICATING THE STRATEGIES FOR ACHIEVING THEM”
“MANAGING THE IMPLEMENTATION PROCESS”
JAY CONGER