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Board Chairs Boot Camp - AGB UPLOAD.pdfBuild Time for Dialog and Engagement 23 Making Meetings...
Transcript of Board Chairs Boot Camp - AGB UPLOAD.pdfBuild Time for Dialog and Engagement 23 Making Meetings...
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Board Chairs Boot Camp
AGB Foundation Leadership Forum
Naples, Florida
January 27,2013
James L. Lanier – Senior Fellow and
Consultant, AGB [email protected] (202) 580 – 5194
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Setting the Stage
So You Are the New Chair ?
Highly Effective Chairs Focus
on Results
Building and Growing a Board
of Champions
Running Energized Meetings 3
Boot Camp Agenda
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Relationships and Issues
The University of Central Florida Case
A Chair’s Reflections
The View from Across the Street
– A President’s Perspective
Leaders Panel – Tying It All Together
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Boot Camp Agenda,
Cont.
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So, You Are the
New Board Chair ???
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» Why Are You So Passionately
Connected to Your
Institution ???
» Why Do You Like Being Chair ???
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The Why Questions ?
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Highly Effective
Chairs Focus On
Results !!!
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Describe the Characteristics
of an
Ideal Chair ???
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General Foundation Functions
Gift Repository
Asset Management
Fund-Raising
Stewardship
Real Estate and Entrepreneurial Ventures
Advisory and Consultative Roles
Advocacy
50 Ways to Run Foundations
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Building Champion Board
Members
1. Personal Passion Story
2. Where’s the money?
3. Mission Moments
4. Engaging Meetings
5. Understand What They Want
6. Social Time Together
7. Clear Expectations and Assignments
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1. Share Your Passion
Why Do I Give Time, Energy
and Money ?
Have Your Elevator Speech
Ready
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2. How Is the Money Used ?
Why Are Our Expenses So High?
What Are the Priorities for the
Quarter and the Year? Why?
How Do We Change Lives?
Try Interviews – Be More
Interactive
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3. Mission Moments
Write on Top of Agenda
One Every Meeting
Move Around, Let Members
See, Hear and Feel Results
Results Builds Trust
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4. Engaging Meetings
“Old School” – Robert’s Rules
Member’s Success Story
Plan Discussion – Think and Talk
Panels, Small Groups, Q&A
Listen-up
Clear Priorities
Assignments
Assessment
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5. Understand What They
Want
To Feel and See Results
To Work With People Who Share
Their Passion
Use Their Time Wisely
Spend Time with Other Members
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6. Social Time Together
Non-Formal Time Together Is
Critical to Build A Team
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Expectations
Assignments for the Next
Quarter
Assessment of Meeting
7. Clear Expectations an
Assignments
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8. Results -
Clarity and Enthusiasm for Members
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Making Meetings
Meaningful
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1. Avoid Boring Members to Death
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2. Consent Agenda
3. Each Meeting Should Inform, Engage, Inspire
and Assure Adherence to Board Responsibilities
4. Add Fun and Significance
a. Leadership Styles – Boman and Deal
b. Tell Stories of the Impact and Meaning of F-R
5. Build Time for Dialog and Engagement
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Making Meetings Meaningful
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6. High Functioning Committees
7. Clearly Define the Role of the Board
8. Develop Specific Objectives for Each Meeting
* Let Board Select Annual Priorities for Meetings
* Consider Annual Theme Meeting
9. Compose a Specific, Timed Agenda for Each
Meeting and Distribute it with Related
Materials Well in Advance
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Making Meetings
Meaningful, Cont.
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10. Stick to the Agenda
11. Establish and Adhere to Meeting Start and Stop
Times
12. Assess the Effectiveness of Each Meeting and
Identify Future Agenda Items at the End of
Each Meeting
13. Executive Session
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Making Meetings
Meaningful, Cont.
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Structure
Behavior Process
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Mission or Vision Statement: (Written at Top)
1. Chair Welcome and Outlines Goals
2. Donor Story – (“Keep the Main Thing the Main Thing”)
(5 to 10 min)
3. Institutional President’s Report/Conversation (20 min)
4. Celebrate a Campus “Impact” Story (5 – 10 min)
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Sample Meeting Agenda (Consent Agenda - Shared Two Weeks in Advance)
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5. Official Business - Votes and Discussion – (10
to 30 min)
6. Strategic Issue Discussion – (15 to 30 min)
7. Consent Items – Minutes, Committee
Reports (10 -15 min)
8. Meeting Assessment, New agenda topics
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Sample Meeting Agenda, Cont,
(Consent Agenda - Shared Two Weeks in Advance)
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High Performing Boards
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1. Bold Aspirations Replace Being “Good Enough.”
2. Actual Strategies Trump Lengthy Strategic Plans.
3. Financial Strength and Productivity, Openness and Donor Stewardship Are “Really Big Deals.”
4. Transparency and Collaboration Between the Institution and the Foundation are Non – Negotiable.
5. Metrics and Modeling Replace Anecdotes for the
“Best ROI” from Staff and Projects. Source: Adapted with permission from –
Terry MacTaggart, Trusteeship 30
Features of High-
Performing
Foundation Boards
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5. Metrics and Modeling Replace Anecdotes for the “Best ROI” from Staff and Projects. 6. National Recognition Builds on Regional Presence. 7. Board Engagement Is Prized Over Attendance. 9. Debate Displaces Deference. 10. Self-Evaluation Is Expected. 11. Transformative Gifts Supplant 100 % Giving. Source: Adapted with permission from -Terry MacTaggart, Trusteeship Magazine
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Features of High-Performing
Foundation Boards, Cont.
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Committee on Directors
or Governance Com.
Board Composition
Criteria for Membership
The Watch List
New Members and Orientation
Assessment
Future Leadership
and Secession
Motivation and Recognition
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Working with CEO
What have You Found that
Works?
Assessment Independent Foundation
Interdependent Foundation
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MOU Process Maps and Defines Respective Roles
and Responsibilities
Collaboratively Developed Business Practices and
Policies
Orientation for New Institution and Foundation
Board Members (Common Elements)
Overlapping Board Memberships and Joint
Gatherings
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Supporting a Strong Institutional -
Foundation Partnership
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Supporting a Strong Institutional -
Foundation Partnership, cont.
Alignment of Institution and Foundation
Planning
Periodic Meetings: Board Chair and
Institutional President, and Foundation
Chair and CEO
Regular Reciprocal Reporting
Accountability to Constituents
Rule of No Surprises
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Lack of Formal Preparation or Orientation
Lack of Clarity About the Chair’s Role and Responsibilities (No Benchmarks)
Lack of Transition Planning
Lack of Time or Commitment
Controlling CEO
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Common Challenges for
Chairs
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Personal or Political Conflicts Within
the Board or Institution
Rogue or Distracting Individuals
Social Risk
Lack of Assessment
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Common Challenges for
Chairs
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• Heightened Standards of Accountability for all
Governing Boards
• Budgetary Challenges
• Shifting Compact Between States and
Institutions
• Who Owns the Money ???
• Open Records and Meetings
• Challenges Posed by Entrepreneurial Donors
• Leadership Transitions
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Issues for Institutions and
Foundations Going Forward
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• Perception of Secrecy
• Internal Controls and Transparency
• Use of Unrestricted Funds
• Compensation of and Expenditures by
Institution President
• Real Estate and Entrepreneurial Ventures
• Compliance with Donor Intent
• Donor Clearance and Control
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Common Perceptual Issues and
Challenges for Foundations
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Board Chair Expectations
Written expectations form the basis for the chair’s
orientation and for periodic assessments of
performance.
• *Acting as a Liaison Between the Foundation
CEO and the Board (Interdependent)
• *Supporting and Advising the CEO, and Leading
the Performance Assessment and
Compensation Process for the CEO (as
Applicable Within Each Institution)
• *Serving as a Liaison with Institutional Leaders
Other Leadership Groups
* Critical Roles for Chairs
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Board Chair Expectations, cont.
• *Planning Meeting Agendas with the CEO and
Executive Committee
• Appointing Committee Chairs and Members
• *Making Sure the Work of the Committees
Flow From and Support the Goals,
Objectives and Priorities Defined by the
Board (On Time and Reports Shared)
• Communicating Expectations and
Responsibilities to Board Members,
Committee Chairs, and Other Leadership
Groups
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• *Working with the Governance Committee and
Leading the Orientation Process
• Working With the CEO to Plan Retreats and
Board Education Programs
• Attending Other Meetings and Events
Representing the Foundation
• *Leading the Foundation's Fund-Raising
Programs Through Personal Philanthropy
and Advocacy
• Advocating on Behalf of the Foundation’s
Mission and the Institution’s Vision
Board Chair’s Expectations, cont.
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Private Support for Public
Higher Education
• Morrill Act of 1862: Provision of Annual Appropriations to
Land-Grant Institutions Diminished the Need for Them to
Seek Private Support
• Prior to the 1980s Public Advancement Efforts Were
Inconsistent and Poorly Coordinated
• Since the 1980s State Appropriations Have Failed to Keep Pace
with Escalating Costs
(Core Story -- Margin of Excellence)
• Institutions Are Increasingly Relying on Tuition, Research
Overhead, Sales and Services (Auxiliaries), and Fund-
Raising
• Today’s Policy Question -- Public Good or Private Good
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Beyond “Margin of Excellence”
As a Result of:
Continued Decline in State Appropriations
Tuition Caps and Concerns About Student Access and Debt
Increasingly Competitive Nature of Higher Education
Institutions Are Placing:
Increasing Reliance on Foundations for Fund-Raising, Real
Property and Entrepreneurial Activities; and
More Requests for Operating and Capital Projects
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