Becoming an effective board member
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Becoming an Effective Board Member. The Heartland Conference April 9, 2008. Introductions. When someone asks you what it means to be a WIB member, what do you say? Turn to your neighbor and share. WIB Member Job Description. Identify and assess issues and needs

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Becoming an effective board member

Becoming an Effective Board Member

The Heartland Conference

April 9, 2008


Introductions

Introductions

  • When someone asks you what it means to be a WIB member, what do you say?

  • Turn to your neighbor and share.

Dynamic Works Institute

www.dynamicinstitute.com


Wib member job description

WIB Member Job Description

  • Identify and assess issues and needs

  • Solicit input and participation

  • Provide guidance and oversight

Dynamic Works Institute

www.dynamicinstitute.com


Wibs the cornerstone

WIBS – The Cornerstone

  • Convener of community to develop workforce solutions

  • WIB Role:

    • Provide program and performance oversight

    • Align resources and partners of local workforce system with private sector

Dynamic Works Institute

www.dynamicinstitute.com


Effective workforce boards

Effective Workforce Boards

  • Understand local economy

  • Data-driven strategic focus

  • Accept responsibility for services

  • Convene essential voices

  • Engage business members

  • Seek diversified funds

  • Demand proactive & diverse business services

  • Advocate on behalf of community

Dynamic Works Institute

www.dynamicinstitute.com


Characteristics of competitive communities

Characteristics of Competitive Communities

  • Forward Thinking Community Leaders

  • Business Investment in Human Capital

  • Strong and Diverse Economy

  • Integrated Infrastructure

  • Effective, Articulated Education System

  • Clearly Defined and Accessible Career Pathways

  • Ready, Willing and Able Workforce

Dynamic Works Institute

www.dynamicinstitute.com


Wib evolution

Systemic

Comprehensive strategy; service focus

Secures and targets funds

Community outcomes

Customers: employers and residents

Program/Traditional

Implements programs

Targets funds

Grant outcomes

Customers: funding sources

WIB Evolution

Dynamic Works Institute

www.dynamicinstitute.com


Moving a board to a systemic approach

Moving a Board to a Systemic Approach

  • Define management’s authority

  • Clarify management decisions

  • Strategic initiative instead of operational improvement

Dynamic Works Institute

www.dynamicinstitute.com


Board and staff roles

WIB Member

Convene broader community

Create plan

Provide oversight

Connect community to WIB

Staff

Manage services and resources

Administer grants and budgets

Manage measures and goals

Foster relationships

Board and Staff Roles

Dynamic Works Institute

www.dynamicinstitute.com


Management or board

Management or Board?

  • Activity

    • With a partner, complete the management or board activity

    • Share and discuss answers with large group

Dynamic Works Institute

www.dynamicinstitute.com


Benchmarking success factors

Benchmarking: Success Factors

  • It’s about relationships, connections and communications

  • Great boards define roles broadly

  • Great boards don’t just think regionally, they act regionally

  • The Executive Director is a critical position

  • Both good staff and good members are critical

  • Board membership and its staff collectively comprise “the board”

Dynamic Works Institute

www.dynamicinstitute.com


Success factor relationships

Success Factor: Relationships

  • The law does not structure WIBS to be “great,” only “in compliance.”

Dynamic Works Institute

www.dynamicinstitute.com


Success factor roles

Success Factor: Roles

  • Workforce Intelligence Provider

  • Convener of “Bigger Tables”

  • Campaign Manager

  • Quality Assurance Agent

  • Resource Development and Venture Capitalist

Dynamic Works Institute

www.dynamicinstitute.com


Success factor regionalism

Success Factor: Regionalism

  • Good boards foster regionalism by getting people to understand the interdependence of the various part of the region

Dynamic Works Institute

www.dynamicinstitute.com


Success factor the ed wib director characteristics

Business competent

Entrepreneurial

System thinker

Strategic thinker

Political strategizer

Problem solver

Relationships manager

Influencer

Mediator

Flexible

Team player

Success Factor: The EDWIB Director Characteristics

Dynamic Works Institute

www.dynamicinstitute.com


Success factor the board

Success Factor: “The Board”

  • Members and staff work together in partnership:

    • Members aren’t expected to do staff work

    • Staff don’t expect members to deal with categorical programs

Dynamic Works Institute

www.dynamicinstitute.com


How to make an impact

How to Make An Impact

  • Learn relevant facts

  • Attend meetings REGULARLY

  • Serve on committees

  • Visit a One Stop

  • Learn the rules

  • Be positively impatient

Dynamic Works Institute

www.dynamicinstitute.com


Becoming an effective board member

Leadership

Desired State

Revolving Gap Analysis

Trends & Issues

Current Conditions

Outcomes Vision Mission Goals Activities

Process Keep Modify Let Go Create

Past

Strategic Plan

Future

Planning Strategically

Dynamic Works Institute

www.dynamicinstitute.com


Contact me

Contact Me:

Ann Merrifield, General Manager

Dynamic Works Institute

573-864-1839

[email protected]

Dynamic Works Institute

www.dynamicinstitute.com


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