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Becoming an Effective Board Member

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

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  1. Becoming an Effective Board Member The Heartland Conference April 9, 2008

  2. 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

  3. WIB Member Job Description • Identify and assess issues and needs • Solicit input and participation • Provide guidance and oversight Dynamic Works Institute www.dynamicinstitute.com

  4. 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

  5. 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

  6. 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

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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

  12. Success Factor: Relationships • The law does not structure WIBS to be “great,” only “in compliance.” Dynamic Works Institute www.dynamicinstitute.com

  13. 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

  14. 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

  15. 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

  16. 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

  17. 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

  18. 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

  19. Contact Me: Ann Merrifield, General Manager Dynamic Works Institute 573-864-1839 amerrifield@dynamicinstitute.com Dynamic Works Institute www.dynamicinstitute.com

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