1. “Maximizing Committee Effectiveness”
Places for People Board Retreat
April 28, 2017

2. Retreat Objective
Continue the journey of becoming a high performance board by focusing on maximizing the effectiveness of our committees, all for the purpose of helping Places for People grow, develop, and achieve its vision for the future.
It is a never ending journey. Our environment…our clients, funders, regulations, technologies…isn’t standing still, nor should we.
And we are not doing this for our own sake as a board, but for the purpose of helping PfP realize its vision.

3. Agenda 1:00 – 1:10 Welcome, introductions, agenda.
1:10 – 1:45 Review mission, strategy, values. Review board, committee philosophy. Report out on current status.
1:45 – 2:15 Open discussion re what’s working, not. What want to stop, start, continue?
2:15 – 2:45 Open discussion re what success looks like.
2:45 – 3:00 Break
3:00 – 3:45 Breakouts.
3:45 – 4:30 Report outs.
4:30 Wrap up and adjourn.
Spoiler alert: our committee efforts should be informed and guided by the agency’s mission/vision/strategy and by best practices. Need to reground everyone in the agency’s mission/vision/strategy, and establish a baseline re where we are vs best practices.
Introductions: Introduce yourself, current or past employer/profession, something can’t Google about you.
Kevin Kissling
Division president for Emerson and 2 other Emerson-like corporations for 14 years.
Do some part time consulting with CSI to share what I’ve learned with others.
My son got engaged last week.

4. Mission, Vision, Values Our Mission
“Provide caring, effective services to help those with the greatest challenges recover from mental illness and associated chronic illnesses.”
Our Vision
Through the provision of accessible, efficient, effective and accountable treatment services; individuals and families served will reach their full potential for purposeful and meaningful life.
Our Values
Hopeful Comprehensive Effective Excellence
Empowered Flexible Partnerships Culturally Competent
Joe to describe mission, vision, values.

5. Strategic Priorities – Wave 1
Retool our systems, structure and culture to fully realize our vision of being a specialized Health Care Organization providing integrated and individualized care management to our clients.
Implement the necessary technology, training and workflow to enable us to clearly define and consistently measure quality (or “outcomes”) in all our program areas.
Support the staff by further investing in an outstanding work environment and improving agency communications.
If we are going to take a holistic approach and be a leader iin our field, need supporting systems, processes, and infrastructure.
Leaders demonstrate that they are leaders with measureable results…we owe it ourselves and our clients, and our funders are demanding it.
Successful organizations develop plans and deliver them. It takes people to develop and deliver plans and the agency recognizes that and is committed to supporting who do this hard, incredibly important work.

6. Strategic Priorities – Wave 2
Update our program portfolio (consistent with our program review) refocusing resources on those programs most consistent with our mission, core competencies, and financial sustainability.
Aligned with the priority above, re-brand PfP so that our external stakeholders understand and appreciate our strengths and unique value proposition.
Develop and execute our plan for growing our earned revenue and serving more clients.
Develop a functional facility plan conducive to continued growth, and test PfP’s readiness for a capital campaign.
As our environment changes, our portfolio of programs should change as appropriate. Example: housing.
Our brand should reflect who we are and if we’ve changed it should change as well.
We are and we need to continue to be a financially strong agency. No money, no mission. And since there are more in need than we can serve, we need to increase our revenue streams so that we can serve those with un-met needs.
And we need facilities that will allow us to serve more and support our industry leading practices and programs.
Any questions?
We will dive deeper into the execution of these plans at the May board meeting.

7. Board/Committee Philosophy
“Governance as Leadership”
Taylor, Chiat, and Ryan
More than bright people using common sense
More than a role and responsibility approach…misses purpose.
Our purpose:
Effectiveness. (More than executing a job description)
Fiduciary, Strategic, Generative Governing.
Let’s shift from the agency to our board and committees.
Boards and committees have a fiduciary responsibility, but the most effective, high performing boards and committees recognize that there is more to it than that.
Our board and committees have been guided by the principles in the text “Governance as Leadership>”
It’s more than…
Our purpose is to be effective and to progress from a fiduciary through strategic into generative role.

8. Fiduciary Inquiry vs. Oversight

9. Fiduciary Inquiry vs. Oversight
Can we afford it?

10. Fiduciary Inquiry vs. Oversight
Can we afford it?
Oversight
What’s the opportunity cost?

11. Fiduciary Inquiry vs. Oversight
Can we afford it?
Balanced budget?
Oversight
What’s the opportunity cost?

12. Fiduciary Inquiry vs. Oversight
Can we afford it?
Balanced budget?
Oversight
What’s the opportunity cost?
Budget reflect our priorities?

13. Fiduciary Inquiry vs. Oversight
Can we afford it?
Balanced budget?
How much $ do we need?
Oversight
What’s the opportunity cost?
Budget reflect our priorities?

14. Fiduciary Inquiry vs. Oversight
Can we afford it?
Balanced budget?
How much $ do we need?
Oversight
What’s the opportunity cost?
Budget reflect our priorities?
What’s the case for raising $?
Here are some examples of boards and committees thinking and acting in an old school fiduciary manner versus a more effective, strategic, generative manner.

15. Strategic Governing Focus on thinking and ideas vs. plans (execution)
Organize around strategic priorities
Use task forces, ad hoc committees
Collaborative
Direct access to experts
We want our board and committees to be strategic, and here are some of the behaviors of a strategic board as opposed to those at the 2 ends of the spectrum:
Passive. Serves at the pleasure of the ED.
Certifying. Focused on fiduciary responsibilities.
Intervening and Operating: Making day to day decisions, really running the organization.

16. Generative Thinking Ideation Think out of the box Brainstorm
The ultimate goal is to become generative board.
Taking the focus on thinking and ideas (versus execution) to another level.
Any questions or comments re this philosophy and where we are in the journey? Everyone aligned and on board?

17. Current Committee Structure
Executive
Development
Finance
Services
Performance Excellence
Before we get to work re where we want to go, let’s establish a baseline re where we are today.
I’d like each of our 5 committee leaders to spend about 10 minutes grounding everyone in who they are, what their charter is, and what they’ve been able to accomplish over the past 3 years.

18. Executive Committee
The purpose of the executive Committee is to exercise the powers of the Board of Directors of Places for People in relation to matters that arise between regularly scheduled Board meetings or when it is not practical or feasible for the Board to meet.
The Committee is also responsible for delegating certain tasks and responsibilities to the properly constituted Board Committees.
The executive Committee shall have overall responsibility for operations of the Board of directors including, but not limited to, fiscal operations, legal/ regulatory compliance and fulfillment of community the agency’s mission and community benefit.
Our charter is to:
Act on behalf of the board when necessary.
Leverage the strength of our board and committees by delegating work appropriately.
Carry out our fiduciary responsibilities.

19. Executive Committee Members Accomplishments (Last 1-3 Years)
Kevin Kissling (Chair), Robin Kolker Adkins, Bob Brown, Sam Sked, Dennis Wells
Tiffany Lacy Clark, Jamie Greenfield, Laura McCallister, Gary Morse, Kristine Mannecke, Meredith Throop, Joe Yancey
Accomplishments (Last 1-3 Years)
We have 5 board members on our committee as well as Joe and his leadership team.

20. Executive Committee Accomplishments
Well-attended (80%+) monthly meetings, well-prepared for meetings
Established the board's fiscal year agenda and the focus of the board's annual retreat
Provided counsel to Joe and the executive staff on a wide range of subjects such as staffing, financials, facilities and housing strategies, programs (CCBHC  application process)
Directed various committees’ involvement in decision matrix, decision dates
Example: Finance committee, Housing Financials - Value Information. Develop 5 Year Capital & Maintenance scenarios: High – Mid – Low
Over the last 3 years we’ve:
Showed up, well prepared.90% of life is showing up.
Hopefully been a sounding board and counsel to Joe and his team. Sharing our experience and expertise. Focused on strategy and not the day-to-day running of the agency.

21. Finance Committee
The purpose of the Finance Committee is to ensure the overall financial viability of the organization as a critical factor in fulfilling the mission and overall success of Places for People.
Specifically the Committee is responsible for reviewing and advising on all financial reports prior to presentation to the full Board, financial processes/procedures, loan authorizations, adequacy of insurance coverage, and cash flow projections.
The Committee is responsible for reviewing and approving the annual agency budget and the annual financial audit prior to presentation to the full Board

22. Finance Committee Members Accomplishments (Last 1-3 Years)
Bob Brown (Chair), Thomas Granneman, Paul Kauffman, Henry Rzonka
Laura McCallister, Joe Yancey
Accomplishments (Last 1-3 Years)

23. Finance Committee Accomplishments
Monthly meetings - 70% attendance in-person & via conference calls. Members come prepared through posting financial documents on timely basis.
Good discussions past 6 months – integrating finance processes into PfP (Forecast Treatment Impact) rather than standalone function (see #5 Accomplishment & Treatment Plan Model slide)
Leading the process on new PPS (prospective payment system)

24. Finance Committee Accomplishments
FY17 Budget
Department “bottoms-up” process, cost reporting connected to departments/teams
Revised budget process to identify cost containment & revenue targets; Attained break-even forecast
Developed Cost Reporting Process for CCBHC
October 2015 – Present: Laura participated in Prospective Payment System work group
April – May 2016: Completed Cost Report - costs since FY15 audit; Anticipated costs to meet standards to become certified; Forecast visits

25. Finance Committee Accomplishments
Monthly Financial Package
Move toward dashboard summary - Added AR & Cash Average Balance exhibits
Focus on critical items for comprehension & action
Cash Flow Management – Cash into CD’s
Housing Financials - Value Information
Develop 5 Year Capital & Maintenance scenarios: High – Mid – Low
Add to Decision Matrix for Housing Committee
Co-lead Housing Team negotiation with Gateway Housing First
Revenue Forecast Model into Treatment Plan Impact Model
Past 24 Months - Developed Financial Processes, Secured New People, Transferred Job & Process Knowledge

26. Health Coaches Develop Customized Journeys for Clients
“Provide caring, effective services to help those with the greatest challenges recover from mental illness and associated chronic illnesses.”
Through the provision of accessible, efficient, effective and accountable treatment services; individuals and families served will reach their full potential for a purposeful and meaningful life.
The Hope Journey Begins -
"Illuminating the possibilities" and working collaboratively with those we serve to design a path toward a meaningful life.
Levels of Care – CPRC, ACT Team, Transition
Health Coaches Develop Customized Journeys for Clients
Treatment Plan
Housing
Employment
Treatment Plan
Therapy
Treatment Plan
Client Impact
Client Impact
Client Impact
The Recovery Center
Medical Services
Path
Intake
Assessment
Outreach
“…to have the opportunity to live, work and thrive as an integral part of their community…”
Nurturing Children & Youth
Treatment Plan Model – Client Impact Moving Forward
Enhancements, Effectiveness for Client Impact
Share Best Practices amongst Health Coaches
Forecasting Treatment Plans Impact for Clients’ Health/Life Improvement

27. Board Services Committee
The purpose of the Board Services Committee (“Committee”) is to support the Board in the recruitment, retention and engagement of members, specifically to examine and improve how the Board attracts, maintains and motivates members and to assure that the Board remains responsive to those issues.
The Committee advises the Board on Board policies and oversees the activities of recruitment, retention and engagement of members. The Committee shall recommend prospective Board Members for open positions. It shall be the responsibility of the Committee to recommend a slate of Officers and at-large directors for election by the Board at the June Annual Meeting.
It is also the responsibility of the Committee to assess the overall performance of the Board as a whole and that of each director at least annually. The Committee is also responsible for re-engagement or removal of nonperforming Board members in accordance with the Board Compact Letter.

28. Board Services Committee
Members
Sam Sked (Chair), Mark Boyko, Tom Eschen
Kristine Mannecke, Joe Yancey
Accomplishments (Last 1-3 Years)

29. Board Services Accomplishments
Established Board orientation so that new members could connect with the agency more expediently.
Established and maintain annual Board and Executive Director cross-functional assessment survey.
Established and maintain Board committee makeup balance sheet to assess “health” of each committee.
This feeds the targeted recruitment of new Board members.

30. Board Services Accomplishments
Established annual retreat for focused time to re-visit agency objectives and establish annual action plans
In spite of high turnover on the committee, we have been able to grow our Board.
Lost 7 members, but grew from 13 to 17 current
Still need 5 more to be at maximum efficiency at the committee level

31. Development Committee
The purpose of the Places for People Development Committee is to oversee the organization’s overall fundraising and community relations policies, plans, goals and strategies.
Additionally, this Committee is responsible for engaging members of the Board of directors in personal giving and solicitation of funds, resources and good will on behalf of Places for People.
Specifically, the Committee will: Oversee the department’s long range donor-based revenue and fundraising strategies and priorities to support PFP’s programs and operations; create and oversee department’s development plan to identify ways to enhance the growth of PFP’s donor based revenue opportunities, utilizing analysis of current funding trends against future funding scenarios; participate in and oversee the department’s major fundraising initiatives; participate in identifying and cultivating donor prospects and soliciting contributions to PFP; monitor department efforts to create and grow long-term legacy programs; oversee fundraising efforts with focus on adherence to ethical practices and appropriateness of donor acknowledgment and cost effectiveness; oversee and coordinate involvement of all of all Board members in fundraising and promotion of Board giving as a model throughout PFP.
Establish Board fundraising goals and seek to create within the Board an awareness of the important of giving to PFP; oversee department’s communications plan aimed at strengthening PFP’s advocacy, community relations, and image amongst audiences with potential to become long-term supporters and the community at large.

32. Development Charter Fundraising and Community Relations Engaging Board
Policies, plans, goals, strategies
Engaging Board
Personal giving, solicitation of resources, ambassadors
Annual Fund + Special Projects

33. Development Committee
Members
Robin Kolker Adkins (Chair), Nicholas Ayling, Bob Brown, Debbie Johnson, Michael Johnson
Craig Brunk, Tyler Dinkelaker, Alex Zylka,
Kristine Mannecke
Accomplishments (Last 1-3 Years)

34. Development Committee Accomplishments
Good Fundraising – Plan & Execute Good Events
Harvest Moon, Golf Tournament, Trivia Night
Good ROI on events (staff & volunteer hours & event cost)
Good PfP “Appeal” Campaigns
Annual Board Fiscal Support
Improve – Potential donor nurture process, once we have captured a “potential donor”

35. Performance Excellence Committee
The purpose of the Performance Excellence Committee is to provide guidance and recommendations to the Board, Leadership, and staff in pursuit of organizational excellence.
Specifically the Committee will focus on issues related to agency workforce, performance management, program implementation, and overall monitoring of the agency’s Strategic Plan.
The Committee shall be responsible for approving and providing oversight to agency employment policies, performance management/improvement processes and monitoring overall program and organization effectiveness.

36. Performance Excellence Committee
Members
Joe Stoff
Gen Frank, Bethany Spaulding
Mark Brennan, Dianne Maguire, LeAnn Buttice, Jamie Greenfield, Joe Yancey
Accomplishments (Last 1-3 Years)

37. Performance Excellence Accomplishments
Non-staff committee members conducted five focus groups with staff from different levels of the organization (executive, management and line staff) to glean additional information from the employee satisfaction survey.  From these focus groups three primary themes emerged as areas to work on improvement:
Internal communications, transparency with information and planning, and improvement in process for addressing staff training needs.
Reviewed available data on performance.  Specifically the committee has reviewed and made recommendations on the following:
1st full year clinical outcome report, staff turnover rates, Health Care Home adherence data, and clinical staff productivity data.
Identified four priority areas to monitor including:
Decreasing staff turnover, service notes completed within required time frame, increase number of persons served accessing employment/vocational services, and clinical productivity.

38. Open Discussion What’s Working, Continue
Diving into details. Not avoiding things. Focus. Level of engagement. Call in access. Utilization of non board members. Ride along portion of orientation.
Stop thinking so narrowly re committee work.
Start
Do more with non board members. “Continuation” of ride along experience. Mission moments. Outreach to policy leaders. Better use of technology to create connections. Direct recipient on our board? Committee report outs at board meetings to increase accountability. Increase opportunities for all (board, staff, clients) to interact. KPIs for each committee, aligned with strategic plan. Benchmarking (board and committee). Leverage financial strength. Bring committees together, get them out of silos. More bandwidth, bench strength. Management by walking around.

39. Potential Committee Agenda Topics
New Facility
Capital Campaign
Program Review
KPIs
New Revenue Streams
Managed Care
Budget
Assessments
Fundraising Targets
Events
Mission moments
Policy outreach
Committee report outs
Increased interaction with staff
Benchmarking
Pan committee meetings
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