2018 WASBO New Director Board Orientation June 6, 2018

Introductions – Woody Wiedenhoeft Board Staff

A new process….Jason Demerath Successful Board Orientation Last year’s orientation changed from previous years We will seek your feedback Please ask questions as we go The process came from discussions at the 2017 ASBO Leadership Conference.

Board Responsibilities – Jason Demerath Set WASBO’s direction Ensure necessary resources Provide oversight

Set WASBO’s Direction – Pat Finnemore Engage in strategic thinking and planning Set the organization’s vision and mission for the future Establish organizational values (Belief Statements) WASBO members provide input (9 themes) Approve operational and/or annual plans (SMART Goals) WASBO moved to policy governance to ensure staff is engaged in prudent work for the organization. The board works to be strategic. The mission and vision came from strategic planning from Bob’s director position. From member in put the board is intentional in their strategic planning. Policy governance came from a SMART Goal.

Ensure Necessary Resources – Leadership Team Hire capable executive leadership – Jason Demerath Ensure adequate financial resources – Ken Mischler Approve budgets (Foundation and Inc) Promote positive public image – Kent Ellickson Ensure the presence of a capable and responsible Board – Pat Finnemore Nominating committee (Board committee) Promote positive public image with DPI, SAA, at WASBO Regional and Committee meetings, with legislators and WASBO District Professional and Service Affiliate Members Ensure capable and responsible board – consider running for president and/or treasurer positions; second year board members attend the ASBO Executive Leadership Conference usually held in February.

Provide Oversight – Jason Demerath Oversee financial management Minimize exposure to risk Measure progress on strategic plan Monitor programs, services and SMART Goals Provide legal and moral oversight Evaluate the Executive Director and Board

Ten Basic Responsibilities of WASBO’s Board – Ken Mischler Determine WASBO’s Vision, Mission and Purposes Select the Executive Director (Succession Planning) Support the Executive Director and Assess Performance (Monitoring Reports) Ensure Effective Organizational Planning (Monitoring Reports) Ensure Adequate Resources

Ten Basic Responsibilities of WASBO’s Board – Ken Mischler (cont’d) 6. Oversee Resources Effectively 7. Monitor and Strengthen WASBO’s Programs and Services 8. Enhance WASBO’s Public Standing 9. Ensure Legal and Ethical Integrity and Maintain Accountability 10. Recruit and Orient New Board Members and Assess Board Performance Board Orientation (timeline and specific activities TBD) Board Self Evaluation (board monitoring reports and debriefing at each board meeting and annual Board Self Evaluation typically in February What are WASBO’s Programs and Services beyond the over 12 WASBO conferences? Year of Success, Certification for Facilities Management and the CSRM designation through the National Alliance for school risk management. We support ASBO’s SFO certification by hosting a one day study group in December. A mentorship program both for the business manager and facilities director. Annually WASBO awards 8 different awards and 9 different scholarships. All 9 scholarships are matched by the sponsor amount through from WASBO Foundation fundraising at the spring and fall golf and bike outings. In addition we provide for the ERC – Educational Resource Center, Peer to Peer, Investing in Wisconsin Public Schools and Career Center. Our staff also prepares 6 editions of Taking Care of Business. Intention is that first year board members have a chance to speak. Please always feel free to ask questions.

Strategic vs. Operational Planning – Kent Ellickson Strategic Planning (Board and Board Committees) Longer-term Driven by the vision and mission Responsive to external environment and membership Establishes direction Leadership is accountable Operational Planning (Working Committees and Staff) Annual and Multi year Planning (SMART Goals) Driven by the strategic plan and ongoing operations Improvements on existing programs and services Establishes work priorities Staff and volunteer work groups are accountable to the Executive Director Board members govern rather than do/the board represents the people who voted them to the board/must govern for the good of the whole/what can we do together?

Policy Governance Overview – Woody Wiedenhoeft Overview with Jon Bales, WASDA Executive Director (Ends vs Means) - Policy Governance PPT

Strategic Plan – Leadership Team Primarily Membership Surveys and other input techniques 9 Themes (prioritized) – Pat Finnemore 2016-17 Strategic Plan – Pat Finnemore 2016-17 SMART Goals – Pat Finnemore 2017-18 Strategic Plan – Jason Demerath 2017-18 SMART Goals (to be finalized) – Jason Demerath 2018-19 Strategic Plan – Kent Ellickson 2018-19 SMART Goals (to be determined) – Kent Ellickson Membership Survey – Kent Ellickson

Preparing for a Successful Board Meeting – Jason Demerath Leadership Team (board committee) Agenda development and execution (Agenda information emailed one week before board meeting) Strategic planning discussion Monitoring reports Basic Board Business Information, Reports and Communication Consent Agenda Next Steps (future agenda items) Board Evaluation/Debrief If board member wants something added to the agenda bring up at meeting, anytime in between. Would be great to have before the leadership team meets as well. Questions about agenda items direct to Woody or the President.

Next Steps – Kent Ellickson September Meeting Mentorship Program Update ASBO Eagle Institute Update ASBO Leadership Conference Monitoring Reports Audit Review Preliminary 990 Approval Finalize 2018-19 SMART Goals (if needed) Review policies December Meeting Budget – approve dues and fees Final Audit Approval if needed Review results Succession Planning Survey (email to board in November) Monitoring Reports Review policies

Next Steps (cont’d) Kent Ellickson February Meeting Final Budget Approval including Dues and Conference Fees Select award recipients Mentorship Update Monitoring Reports Review policies April Meeting Strategic Planning (president elect selects theme for 2019-20) 2019-20 SMART Goals developed from member survey Board Self-Evaluation Results (email eval to board late February) Appointed director position discussion Executive Director contract Monitoring Reports Review policies

Next Steps (cont’d) Kent Ellickson June Orientation New Board Member/Officer Orientation Dinner following meeting June Board Meeting SMART Goals Establish board meeting dates Incoming and Outgoing Board Meet Together Committee and Regional Chair Board Liaison Appointments (President-Elect) Monitoring Reports Review policies

Basic Board Administration – Jason Demerath WASBO Inc and Foundation (financial) Board appointments – director and service affiliate WASBO does not endorse Google Group email includes all board members and all staff Board members author 2 newsletter articles annually (due the 15th before each issue)

Additional Questions What should be added for future orientations?

Reflection/Evaluation/Debrief/Feedback 1. Where does your “mental model” for Board leadership come from? 2. What are the major differences between the source(s) of your “mental model” and WASBO Board leadership 3. What are the implications of those differences for your association leadership? 4. For current leaders, what surprised you about board service? 5. What are the WASBO culture (model) and cultural behaviors? 6. Other