YWCA's of the Great Lakes Alliance Region Redesigning Board Meetings: Increasing Impact of the Board's Work May 24, 2012

Our Mission Demands Strategic Board Leadership

Building Effective Boards: A Key Concern LAN-ZZT937-20031004-5310-ZZT

Critical Board Issues The Board’s Role in . . . Alliances, partnerships and strategic restructuring Board and staff leadership succession planning Assuring financial sustainability Advocacy and public policy work Strong Foundation Fearless Future

3 Modes of Governance Fiduciary Mode -- key questions "How are we doing to date?" “Are we in compliance?” Strategic Mode -- key questions "What should we be doing?” "Where are we going?" Generative Mode -- key questions “What are the new possibilities?” “What’s coming next?”

Building Blocks That Set The Stage for High Impact Meetings

Building Blocks Effective Recruitment – people who are passionate about the mission, have needed skills, knowledge, values, contacts Solid board chair/CEO partnership A strategic plan that the board has had a hand in creating and to which it is committed Thinking about board meeting process

Proven Practices Governance Committee leads the effort Executive Committee/CEO partnership Incorporating strategic deliberation into every board meeting Consent Agendas Organizational Dashboards Board committees as "powerful engines of governance“

Board Governance Committee Continuous focus on identifying, preparing and recruiting future board leaders. Plan board education including new member orientation, ongoing training and board retreats. Assess board, chair, individual directors, and board meetings. Annually review governance practices and recommend changes.

Executive Committee Meet regularly with the CEO to develop the board meeting agendas Differentiate between governance matters and management matters Serves as a communication link with other members of the board

New Thinking About Meetings Traditional Approach Board meetings emphasize transmission of information and reports Same agenda structure Focus on the past and present New Approach Emphasis on participation and action Meetings are outcome driven Use meeting for strategic and generative thinking Consent agendas Focus on the future

Board Decision Making Flow Chart 1 Issues & Topics 2 Executive Committee 3 Board Meeting 4 Committee Work 5 Executive Committee 6 Board Meeting

Meeting Planning Steps Step 1: Executive Director and Board President meet to develop Executive Committee agenda Step 2: Executive Committee meets to develop board agenda Treasurer meets with Executive Director to review financial information Standing committees and workgroups meet Step 3: Information packet is sent out to board Step 4: Board meeting is conducted using the agenda developed by Executive Committee

Incorporate Strategic Deliberation Into Board Meetings

Strategic Vision Sample We transform lives by creating a vibrant and diverse environment in which more women become independent, visible in leadership, and able to reach their full potential. Our mission and work are embraced by a community that has become intolerant of violence and oppression. (YWCA Sauk Valley)

Strategic Deliberation Use mission, values and vision as the basis for dialogue on emerging issues. Use vision as frame-work for decision-making. Read, listen and look for future trends. Provide opportunities to share strategic information at board meetings.

Consent Agendas Bundle routine items together Eliminates the need to vote separately on many routine items Expedites routine business Frees up time to address critical matters

Organizational Dashboards Display up-to-date information about key success factors Maintain board focus on governance Increase effectiveness of board decision-making Corrective action taken before - not during or after - a crisis erupts

Total Cumulative Costs Average Unit Costs Compared to Target Unit Costs

“Can we cover our current obligations?”

Key Board Performance Indicators   Status ACTUAL GOAL KEY Attendance at Board meetings 80%  90%  Green 90% Yellow 80% Red 70% Participation in committees, work groups, task forces 70% 90% Board meeting time devoted to strategy and generative issues 75% Green 75% Yellow 60% Red <50% Board action follow-up completed 80% Green 80% Yellow 70% Red <60% Percent of Board member giving 100% Green 100% Yellow 95% Red <95% Board member participation in annual giving Yellow 90% Red <80%

Board Committees As Powerful Engines of Governance Doug Eadie

Committee Effectiveness Committee participation as an expectation Help the board do its governance work Structure and work aligned with strategic plan “The fewer standing committees the better” Use of task forces and workgroups Assign strategic thinking responsibilities

Committee Tools Committee accountability linked to strategic plan Foremost critical issues worksheet Critical issue briefing papers Other planning approaches

Committee Report Format Strategies Assigned to Committee 2012 Objective Quarterly Committee Progress/Results EXAMPLE: Generate more revenue from special events EXAMPLE: The Fund Development Committee will generate at least $285,000 net from not more than 3 special events by December 31, 2012. Annual Dinner in May raised $135,000 net.

Foremost Issues Worksheet Foremost strategic issues and challenges that the organization will need to address over the 1-3 years What roles would be appropriate for the board to play in addressing each issue listed in Column 1? Clarify the board's need for information and education re: this issue. (To make good decisions in response to this issue, what will the board need to know and be able to do?) What resources can the Board access to help address this issue?

Critical Issue Briefs Opportunities and threats for the YWCA How others are responding What major choices, decisions and/or shifts in direction does this issue challenge us to consider? How can we increase organizational effectiveness and mission impact through new strategic partnerships?

Sharing What Has Worked for You

Development of Board, Committee and Member Action Plans

Board and Committee Action Plans What Change or Practice By When Who Responsible Evaluation Measure

Resources GLA Board Assessment Tool Visionary Board Leadership Assessment Resource Bibliography

GLA 2012 Governance Series June 21 - Board Calendars and Self Evaluation July 26 - Increasing Board Accountability August 23 - Executive Evaluation and Compensation Sept 27 - Effective Board Committees October 25 - Developing an Effective Board-Executive Director/CEO Partnership

GLA Board Assessment Tool To get the most out of the 2012 Governance Series, complete the new GLA Board Assessment Tool.

Complete the Evaluation

GLA Capacity Building Consultant Contact Us Frank Martinelli, GLA Capacity Building Consultant frank@createthefuture.com