1. Board Governance,Strategic Planning, & Board Retreats (in a perfect world)www.dowellstute.com

2. Section 1Policy GovernanceWe cant talk about strategic planning until we understandthe role of the board. 3. Policy Governance OverviewBoards That Make a Difference: A New Design for Leadershipin Nonprofit and Public OrganizationsBy John CarverBoard GovernanceIn a perfect world 4. Policy Governance OverviewThe board governs the staff managesLeadership: Volunteer leaders are responsible for the direction of the organization. The board governs, develops policy, and sets a course for the future. Maintain focus on the mission and strategic goals avoid micro- managing the organization and staff. 4 Functions Governance Policy & Position Development Visionary Future Focus FiduciaryBoard GovernanceIn a perfect world 5. Policy Governance OverviewThe board governs the staff managesManagement: Paid staff and contractors are responsible for theadministration of the organization. Staff act as partners to theboard, advancing the goals and strategies, while taking care of thedaily administrative needs unique to organizations.Board GovernanceIn a perfect world 6. Policy Governance OverviewPolicy Governance separates issues of organizationpurpose (ENDS) from all other organization issues(MEANS), placing primary importance on those Ends.Policy Governance boards demand accomplishment ofpurpose, and only limit the staffs available means tothose which do not violate the boards pre-statedstandards of prudence and ethics.Board GovernanceIn a perfect world 7. Policy Governance OverviewThe Policy Governance Model enables boards to: Focus on the larger issues Delegate with clarity Control managements job without meddling Rigorously evaluate the accomplishment of theorganization Truly lead!Board GovernanceIn a perfect world 8. Section 2 Strategic PlanningIts hard to know what to focus on unless youre workingtoward a goal. 9. Strategic Planning 101 Everything the organization does flows from its strategic vision Strategic planning determines where an organization is going over the next year or more and how its going to get there.Strategic PlanningIn a perfect world 10. Importance of Mission/VisionMission: Statement indicating why were in business Disney 1: The mission of The Walt Disney Company is to be one of the worlds leading producers and providers of entertainment and information. Using our portfolio of brands to differentiate our content, services and consumer products, we seek to develop the most creative, innovative and profitable entertainment experiences and related products in the world. Disney 2: To make people happyStrategic PlanningIn a perfect world 11. Importance of Mission/VisionVision: Vision statements answer questions like: What do we want to be in the future? What are the ideal circumstances we want to operate under? Microsoft: A personal computer in every home running Microsoft software Coca-Cola: To achieve sustainable growth, we have established a vision with clear goals.Profit: Maximizing return to share owners while being mindful of our overallresponsibilities.People: Being a great place to work where people are inspired to be the best they can be.Portfolio: Bringing to the world a portfolio of beverage brands that anticipate and satisfypeople; desires and needs.Partners: Nurturing a winning network of partners and building mutual loyalty.Planet: Being a responsible global citizen that makes a difference.Strategic PlanningIn a perfect world 12. Value StatementsLike any organization, your Chamber needs to stand for certain things. The collective beliefs and values are important, and chambers should measure their current and prospective activities against them.Examples: First and foremost, we are a customer-driven organization In order to be successful as an organization, the Chamber industry must be successful in and of itself. Growth is a key indicator of the success of the organization.Strategic PlanningIn a perfect world 13. Value StatementsExamples (cont.): It is our responsibility to look toward the future and to provide visionary leadership. Solutions within the community are better developed through opportunities created by market-driven sectors, then through government mandates. Risk-taking and entrepreneurism should be encouraged and rewarded We believe individuals in the business community should be actively involved in the political process.Strategic PlanningIn a perfect world 14. Strategic Planning steps are similar regardless of who facilitates the process Development Decision DiscoveryStrategic PlanningIn a perfect world 15. Research phase. The outcome of thisphase is a work plan that translates Discoveryyour strategic planning goals into keyquestions, activities, and milestones..Focus groupsSurvey WorkIn-depth interviewsSWOTReview industry trendsStrategic PlanningIn a perfect world 16. DiscoveryStrategic PlanningIn a perfect world 17. DiscoveryStrategic PlanningIn a perfect world 18. Discussion phase. Go through a process thatengages leadership in discussion of theDevelopmentorganizations future based on the informationobtained in the Discovery Phase.Revisit mission, vision, and valuesIdentify factors critical to successPrioritize key strategiesStrategic PlanningIn a perfect world 19. Put it on paper. Prepare a written draft strategicDecisionplan and summary reflecting the work completed inthe Development Phase. The organizations roleduring this phase is to ensure that the plan isrealistic given the capacity of the organization andits resources. Organize goals, strategies, tactics, resources, andaccountabilityStrategic PlanningIn a perfect world 20. Strategy vs. Tactic Strategy: A plan of action designed to achieve a goal; an idea Example: Build the companys brand Tactic: An action you take to execute the strategy Example: Hire a celebrity to endorse our productStrategic PlanningIn a perfect world 21. Strategic Goal: Grow Jobs + Attract InvestmentThe Chambers top priority is to create jobs and attract investment for the community. This requiresthe Chamber to effectively lead select economic development initiatives and partner with the EconomicDevelopment Foundation. Strategies TacticsResourcesTimelineAccountabilNeededityThe Chamber will develop anChamber is theVolunteers, preferably Start meetings byExecutiveEconomic Developmentprivate sector with ED experience February 2013Director Committeeleader oneconomic Clarify Chambers role inHave signedExecutive DirectorExecutivedevelopment foreconomic development with agreement bywork with EDFDirectorthe region, leaders of the FoundationJanuary 2011partnering withthe Foundation Invest in building the Chambers Time to accumulate Plan of action by Executiveto accomplishcapacity to implement economicdata, budgetMarch 2013 Committeeregional goals. development activities Explore existing resources in the Those with knowledgeChamber supports community and determine what Delegate to EDin business ED committeeinnovation and committeeis neededdevelopmentnew business Develop programs for membersdevelopment for Local business people Delegate to ED and non-members on businessED committeethe region.with expertisecommittee skills 22. Common Pitfalls Organizations get hung up on the tactics, miss the big picture No structure for accountability to manage plan implementation No check-ins to update strategic plan as major shifts in external or internal environment occurStrategic PlanningIn a perfect world 23. Section 3Board Retreats Do more with your annual check-in 24. Board Retreats 101 Annual retreats most often focus on operations, or annual business planning Should be used to build off of and update strategic vision Address tactical concernsBoard RetreatsIn a perfect world 25. Sample Board Retreat Agenda Items Board survey/evaluation Mission/Vision check-in Keep, kill, edit programs Membership Satisfaction SWOT exerciseSurvey (MACE model) Program evaluations Strategic plan Team building activities review/update Board roles and responsibilitiesBoard RetreatsIn a perfect world 26. Sample Board Evaluation Results QuestionScore The Board and management understand and respect each others roles 4.7 Board meetings allow for candid and constructive discussion4.6 I feel comfortable asking critical questions at Board meetings 4.6 We make decisions based on whats best for The Chamber 4.6 We have a shared vision4.6 We debate issues without getting personal4.6 I understand my role as a Board member 4.6 The organization has the appropriate number of board committees in place 4.2 The Board plays an effective role in the strategic planning process and the implementation of the tree-year plan 4.1 The Board has established appropriate and clear benchmarks to measure the strategic objectives 4.1Board RetreatsIn a perfect world 27. Recap Role of the BoardStrategicPolicy GovernancePlanAnnual Check-ins/RetreatsOrganizational PlanningIn a perfect world 28. thank youww.dowellstute.com