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Aspire Executive Committee Self-Evaluation Retreat – June 29, 2005.

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Presentation on theme: "Aspire Executive Committee Self-Evaluation Retreat – June 29, 2005."— Presentation transcript:

1 Aspire Executive Committee Self-Evaluation Retreat – June 29, 2005

2 June 2005 Aspire Public Schools 2 McKinsey’s Dynamic Nonprofit Board Framework Ensure leadership & resources Shape mission & strategic direction Monitor & improve performance 3 Boar d Roles Enablers Environment Monitor external and internal environment to highlight areas for Board attention Ensure quality performance across 3 key Board roles Develop set of enabling practices around board composition, size, structure and processes

3 June 2005 Aspire Public Schools 3 Prioritizing Board activity Focus Board time and activities in the near-term Reinforce and reinvest Pursue incremental change with modest investment if resources are available Monitor and ask whether some resources can be redirected Self-assessed performance Perceived importance Poor (1)Distinctive (4) Low (1)High (3)

4 June 2005 Aspire Public Schools 4 Setting priorities: Survey results Note: sample size of 5 is extremely small and does not represent entire Board

5 June 2005 Aspire Public Schools 5 “Focus Board time & activities” Ensuring adequate financial resources Overseeing financial performance & risk mgmt

6 June 2005 Aspire Public Schools 6 Areas for Focus Ensuring adequate financial resources Overseeing financial performance & ensuring risk management

7 June 2005 Aspire Public Schools 7 Next steps on “Focus” areas

8 June 2005 Aspire Public Schools 8 “Reinforce and Reinvest” Monitor performance & ensure accountability Strategic planning & policy decisions

9 June 2005 Aspire Public Schools 9 Areas to Reinforce Monitoring performance & ensuring accountability Strategic planning & policy decisions

10 June 2005 Aspire Public Schools 10 Next steps on “Reinforce” areas

11 June 2005 Aspire Public Schools 11 “Pursue incremental change” Improving Board performance Building Aspire’s reputation

12 June 2005 Aspire Public Schools 12 Areas for incremental change Improving Board performance Building Aspire’s reputation

13 June 2005 Aspire Public Schools 13 Next steps on “Incremental change” areas

14 June 2005 Aspire Public Schools 14 “Monitor and redirect resources” Providing expertise & access Selecting, developing & evaluating the CEO Shaping the mission & vision

15 June 2005 Aspire Public Schools 15 Areas to redirect resources from? Providing expertise and access Shaping the mission and vision Selecting, developing and evaluating the CEO

16 June 2005 Aspire Public Schools 16 Next steps on areas to Redirect resources (?) from

17 June 2005 Aspire Public Schools 17 Performance on enablers

18 June 2005 Aspire Public Schools 18 Performance on enablers

19 June 2005 Aspire Public Schools 19 Next steps on enablers

20 June 2005 Aspire Public Schools 20 Survey results: By perceived improvement Area Scale: 1=poor; 4=distinctive Select, evaluate and develop CEO Build reputation Processes Board leadership Composition Participate in strategic decisions Improve Board performance Monitor organizational performance Size and structure Provide expertise and access Ensure adequate financial resources Oversee financial and risk management Clarify mission and values


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