Todays Board: Setting Direction, Leadership and Oversight - - PowerPoint PPT Presentation

Today’s Board:

Setting Direction, Leadership and Oversight

Catherine Smith, CAE CSDA Executive Director

The very essence of a free government consists in considering offices as public trusts, bestowed for the good of the country, and not for the benefit of an individual or a party.

John C. Calhoun John C. Calhoun

Effective Board Members

• Recognize and respect differences of

perspective and style on the board and among staff and the community

• Govern with dignity and understand the

implications of demeanor and behavior

• Realize it is more important how you govern

than what you say

• Keep confidential matters confidential

Effective Board Members are Prepared

• They:
• Do their homework
• Work hard
• Commit the time and energy to be

effective

• Think about the future and

understand trends and the needs

• f the constituents (clients they

serve)

I to We (without losing me)

Governance

• Balancing act
• Governing board team
• Constituency
• My own values and beliefs

Governance

Governance

• The act of transforming the

needs, wishes and desires of the community into policies that direct the community’s institutions.

An Effective Team

• Unity of Purpose
• Role of the Board
• Board Culture
• Structure and Process

The Board’s Responsibilities

• Set the direction
• Establish structure
• Provide support
• Ensure accountability
• Act as leaders

Setting Direction

• Energizes the board and staff
• Unifies the entity
• Links your entity to your

constituents (clients)

Terms and Concepts to Clarify the Process of Setting Direction

• Vision
• Beliefs
• Strategic goals
• Success indicators

Vision

• A vision statement describes

the future state toward which the Board is moving the entity.

• Also referred to as a mission

statement.

Beliefs

• Beliefs are shared values and

ideas that guide the entity.

Strategic Goals

• These are the specific

achievements that must be accomplished to meet the entity’s vision.

Success Indicators

• Success indicators are the

specific measures of the strategic goals that must be accomplished to meet the entity’s visions.

• Success indicators are

measurable.

The Mindset of the Board Member

• Visionary thinking
• Strategic thinking
• Understanding the real mission

St r at egi es Tact i cs Techni ques Adm i ni st r at i

• n

& St af f Bel i ef s Vi si

• n

Pr i

• r

i t i es Pol i ci es G over nance Team

Strategic Goals Success Indicators Strategic Goals Success Indicators

W h a t H

• w

Understanding Roles Understanding Roles

Board Member Transition

• I to We
• Unity of Purpose

The function of leadership is to produce more leaders, not more followers.

Ralph Nader

External Leadership

• Understand why it is important
• Understand the various roles
• Have a community plan
• Media relations
• Legislative Advocacy

Community Leadership is Important

• Information
• Education
• Responsiveness
• Maintaining trust
• Board members must view

themselves as ambassadors for their entity.

• Oversight and Accountability

Managing the Manager

• Directors should also be

professionals

• Dissatisfied with performance –

verify and handle with professionalism

• Be specific when asking for

information

• Provide an annual evaluation

Board’s Role in Planning and Managing Change

• Establish the district’s mission

and vision

• Identify core values and ideas to

guide the entity

• Agree on what the future of the

entity should be

Board’s Role in Planning and Managing Change

• Develop strategic plan, goals &
• bjectives
• Evaluate the present
• Anticipate future – what will it look like

in 5 or 10 years

• Establish goals for accomplishing your

plan

• Review plan periodically and adjust

Board’s Role in Setting Policy

• Policies are written statements

specifying the manner in which the entity’s business (basic

• perations and management) is

conducted.

• Board’s role: maintain, revise and

enforce

• Provide direction for staff and

constituents

Board’s Role in Setting Policy

• Polices should not:
• Undermine initiative and dissent
• Promote timid, reactive and rule-bound

public officials

• Invite an excessive narrowing of

concern or legalism

• Ignore the discretion that public
• fficials must exercise
• Over-represent the interest of special

interest groups

Board’s Role in Fiscal Issues

• Develop an annual budget
• Ensure adequate funding to

provide quality services

• Develop long-range plan to

ensure fiscal stability

• Review and approve major

financial decisions and program proposals

Board’s Role in Fiscal Issues

• Review and approve changes in

investment guidelines and reserve policies

• Safeguard and approve changes

in district assets

• Accountability to your

constituents/client

Board’s Role in Legal Issues

• Only Board can bind entity

contractually

• Know and comply with all laws
• Follow advice of legal counsel
• Remain uninvolved in day-to-day
• perations
• A director is personally liable for

his/her own actions or omissions

• District is liable for the Board’s action

Basic Role in Personnel Matters

• Approve job descriptions and the

entity’s organizational structure

• Approval personnel policies and

MOUs

• Establish salary structure and

benefits

• Hire a qualified administrator
• Delegate powers as necessary

Board’s Role in Resolving Personnel Problems

• Limited to grievances and/or

meet & confer

• Be objective, set policy, give

direction and support management

• Eliminate personal feelings in

decisions

Conclusion

• Set direction, provide leadership

and ensure accountability

• I to We
• Unity of Purpose
• Be a positive influence in your

entity’s present and future endeavors