BUILDING BLOCKS FOR SUCCESS Leadership Institute March 2006

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

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

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

FUNCTIONAL STRUCTURE OPTIONS Corporate Model Event/Project Driven Strategic Framework

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

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

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

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

WHAT CAPABILIIES AND SKILLS WOULD YOU LIKE FOR YOUR BOARD?

“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

THE GOVERNANCE TRIANGLE As Leadership Type I Fiduciary Type II Strategic Type III Generative Governance as Leadership

GOVERNANCE INTEGRATION STRATEGIC FIDUCIARY GENERATIVE

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

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

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

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

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

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

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

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