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

3. Our Mission Demands Strategic Board Leadership

5. Building Effective Boards: A Key Concern
LAN-ZZT ZZT

6. 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

7. 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?”

8. Building Blocks That Set The Stage for High Impact Meetings

9. 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

10. 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“

11. 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.

12. 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

13. 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

14. Board Decision Making Flow Chart1
Issues & Topics 2
Executive Committee 3
Board Meeting 4
Committee Work 5
Executive Committee 6
Board Meeting

15. 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

16. Incorporate Strategic Deliberation Into Board Meetings

17. 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)

18. 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.

19. 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

20. 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

21. Total Cumulative Costs
Average Unit Costs Compared to Target Unit Costs

22. “Can we cover our current obligations?”

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

24. Board Committees As Powerful Engines of Governance
Doug Eadie

25. 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

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

27. 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.

28. 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?

29. 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?

31. Sharing What Has Worked for You

32. Development of Board, Committee and Member Action Plans

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

34. Resources GLA Board Assessment Tool
Visionary Board Leadership Assessment
Resource Bibliography

35. GLA 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

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

37. Complete the Evaluation

38. GLA Capacity Building Consultant
Contact Us
Frank Martinelli,
GLA Capacity Building Consultant