Building better advisory boards naf 7 09

2009 Institute for Staff Development

Students Today, Leaders Tomorrow

Building A Better Advisory Board ~ Relationships to Results



Industry

InternshipStrategy

Listens

Career Events

Scholarships

Fundraising

Relates to Purpose

DependableWell

PreparedValuable

Persuasive

Logical

Curious

Insightful

Effective with Others

Constructive

Engages

Contributions Contributions

toto InteractionInteraction

Knowledge of Knowledge of Key AreasKey Areas

Quality of InputQuality of Input Understanding Understanding RoleRole

Building a Better Board ~ Relationships To Results



Today - Phoenix

Who are we?

Who are you?

Why are you here in this workshop?



NAF Advisory Boards in the Seattle Public Schools



Where were we?• Strong involvement of business, community,

industry partnerships, community college and 4 year colleges

• Advisory Boards established– 1987 AOF established– 1998 AOHT established– 2003 AOIT established; reorganized 2009



• Change of Director in November 1999– Out of classroom into position of liaison between

community partners and SSD– First meetings Cancelled (WTO)

• AOF & AOHT Advisory Boards– Impressive List of members– 4 attended + myself (1 was new member)– AOHT modeled after the AOF board– director lead/called– Introductions/director update/quiet



First Impressions

• My questions concerning the boards

– Right people??

– Right relationships??

– No agenda??

– Right location??



First Impressions• Director’s Self Assessment

– Passion for success, students and programs– Limited experience with industry partners– Time constraints in learning to work with multiple constituents– Need to acquire skills– Boards needed direction, innovation, openness, support,

enthusiasm– Boundaries were being challenged with ideas, direction, different

thinking– Boards needed support, can-do solution directed, not negativity– Boards needed to feel good about what they do– Sincerity and positive approach



TEAM/RESOURCES

• Goal Directed• Board

Ownership• Broader

Perspective

SUCCESSFACTORS

CHALLENGES

STAGES/TASK

S

Q1 2008-09Q2 2008-09

Q3 2008-09Q4 2008-09

• Broaden Scope and Scale of Board Member - ship

• Broaden Scope and Scale of Board Member- ship

• Broaden Scope and Scale of Board Member- ship

• Broaden Scope and Scale of Board Member -ship

• Maintaining Purposeful Mission

• Maintain Momentum & Enthusiasm

• Productivity• Beneficial

outcomes for all partners

• Time

• Current Board members

• Positive Attitude• Advocacy• Positive District

Representation

TARGET

• Focus on Future Thinking OBJECTIVE

• Connection of experience and skills in industry

OBJECTIVE

• Collaboration

OBJECTIVE• Bring in

Technical/in-dustry skills

MISSION:

DEEPEN & BROADEN PARTNER - SHIP

OTHEROBJECTIVE

OTHEROBJECTIVE

OTHEROBJECTIVE

OTHEROBJECTIVE

OTHEROBJECTIVE

Academy Development Game Plan for Seattle

OBJECTIVE

•Board Connected

by strengths; increased numbers;

net –working;FUN

• Board given

Choices; Strategic Planning;

Board Retreat

• Commit-ment and

Follow through;

meaningful committee structure

•Deliberate & focused

intentional use of time

• Board Recognized

& valued contribution ,

i.e. celebrations



Discovery

• Community partners had little to do

• Low commitment Level of the whole board; a few workers

• Board mainly focused on fundraising

• Location did not stimulate involvement

• No school Visits

• No Fun






Building a Better Board

• FOCUS

• WORK

• PEOPLE

• RELATIONSHIPS

• AGENDA

• INFORMATION



• Focus

Vision: A goal with the highest degree of effectiveness

Integrity: Uncompromising commitment to purpose

• Work

Annual self-assessment by individual boards

Establish the years “top activities”

Define purpose, resources & effectiveness

Combined Seattle Academies Foundation Retreat



• People

Performance: The right people doing the right

job

Inside/Outside Advisory Board:

• Active Members

• Inactive/former members



• Relationships

“The key to a better board lies in the working relationships between board members, the social

dynamics of board interaction, and in the competence, integrity and constructive involvement

of each member.”



Industry

InternshipStrategy

Listens

Career Events

Scholarships

Fundraising

Relates to Purpose

DependableWell

PreparedValuable

Persuasive

Logical

Curious

Insightful


Constructive

Engages

Contributions Contributions

toto InteractionInteraction

Knowledge of Knowledge of Key AreasKey Areas

Quality of InputQuality of Input Understanding Understanding RoleRole

Building a Better Board ~ Relationships To Results



• Agenda

• Information



The Board Is Most Effective

• When focusing on goals that are:

DEVISED by its members

ENDORSED by its members

SUPPORTED by its members

• When providing member satisfaction

• When having FUN!






Where are we going?

• Expand the size of the Board

– Encourage additional sector representatives and expand as widely as possible

– Academy Graduates from program and in industry

– Bring a friend

– Identify needs for segment representation and recruit

– Parent participation

– Strategic Planning effort: Seattle Academies Foundation Retreat



• Increase Member Participation– Create a sense of need

– Increase personal visits to each Board member• gain feedback• assess individual needs• gain further commitment to the Board

– At times, meet individually (coffee, wine, chat)

– Taste of Switzerland, Winefest in October

– Holiday & Summer Socials



• Internships– Increase Community Contacts

– Assess methods of commitment and seek alternatives

– Strategic Initiative for Board planning, creates buy-in and momentum for the year

– Joint ask from Seattle Academies Foundation



• Funding– Establish new and broader based committee to

examine alternatives

– Identify community resources/partners as part of Strategic Plan

– Update and include funding at each Board meeting

– Establish/maintain 501(c)(3)



• Leadership Succession– Examine structure

– Involve Board members in leadership

– Continual discussions

– Add positions and responsibilities



• Activities with students– Consider combining academy activities to better

utilize limited Board resources and time

– Career related events combined with preparation in-class

– Be creative



• Strategic Planning Retreat– Continue this successful exercise

– Include honorary (in-active) Board members

– Assign responsibilities in advance

– Location away from worksite

– Produce Strategic Plan document



• Current Activities– Meet at each school annually

– Create, plan, and develop an Industry Specific Career Awareness Event/Conference

– Involve alumni

– Combine all academies in a college class at Seattle University

– Internships

– Academy Graduation

– Fund Raising



• Current Activities– Senior Trips

– Inside: committee work

– Outside: recruitment and internships

– Speakers for classrooms

– Mock interviews

– Increase industry awareness• Intro event with Port of Seattle as recruitment on both sides



Meeting Today’s Challenges

• Summary

• Resource materialsCharlie Katz, Advisory Board Supportwww.nafconnect.org



Industry

InternshipStrategy

Listens

Career Events

Scholarships

Fundraising

Relates to Purpose

DependableWell

PreparedValuable

Persuasive

Logical

Curious

Insightful


Constructive

Engages

Thank You

David [email protected]

C. Joanne PatrickTel: [email protected]

BUILDING A BETTER BOARD ~

RELATIONSHIPS TO RESULTS

Documents

Building better advisory boards naf 7 09