A Review of JLTs Proposed Governance and Management Changes - - PowerPoint PPT Presentation

A Review of JLT’s Proposed Governance and Management Changes

JLT Governance/Management Presentation at September 2014 GMM

Governance and Management Changes - Goal

Our goal in implementing governance changes is to deepen the satisfaction and sense of accomplishment our members experience through their work in the League, and build a model for leadership that drives organizational change and a culture of engagement across

• ur communities.

History of Evaluation

2011: AJLI begins evaluation of structure of Leagues through ALTs, JLT starts exploratory internal discussions 2012: JLT leaders discuss need for governance changes and start to think about what a new structure could look like 2012: Other Leagues around the nation begin implementing their own versions of the new structure proposed by AJLI January– November 2013: JLT conducts thorough review of Bylaws, GM approves changes that affirm Exec as voting, legal body for compliance with FL non-profit laws. August 2013: JLT leaders begin evaluation of current structure, participates in presentation by AJLI Strategic Planning VP, discussions of governing structure and identify key concerns

Identified Needs

• Time constraints: More than 87% of our members work outside the home –

current model was built for fulltime volunteers

• Time for governance: Current management duties keep Exec from being able

to think big picture: unless leaders choose to take on long-range plans and big issues, they go unaddressed

• Leadership paths: Create more paths to the Presidency
• Leadership paths: Create more desirable leadership paths that DON’T end in

the presidency, ending in a satisfying placement in a VP-level position

• Assuring strong leadership pipeline: Survey of last year’s Board (LC) showed

many who are eligible to run for elected office won’t because of perceived time commitment

• Member satisfaction: New structure could provide more higher level

leadership roles

• Drawing on diversity: New structure could create leadership roles that suit

different competencies, leadership styles

Structure Research Timeline

2013: Research new governance model being implemented by other Leagues, i.e. Dallas, Palm Beach, Charlotte September 2013-August 2014: Formulate proposed model, hold 30+ sessions with stakeholders for comments and deeper dives by Advisory Councils and LC April 2014: Begin to hone actual positions and job descriptions and present at LC Summer 2014: Begin transition with strategic planning driven by the organizational needs, and owned by all members of Exec regardless of title. August 2014: General membership and leadership roundtables

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Governance Advisory Committee 2012-2013, 2013-2014

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Executive Board 2012-2013, 2013-2014, 2014-2015

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Past Presidents 2013

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AJLI ODI (Organizational Development Institute) 2013 & 2014 Attendees

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AJLI Staff

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Leadership Council 2013-14, 2014-15

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Nominating Committee 2013-2014

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Advisory Committees 2013-2014

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Other JLs who have implemented similar changes - Ongoing

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Community Advisory Board (April 2014)

Key Discussion Groups

Why are we proposing a change?

Current League body does not have the time to address critical, strategic issues facing the organization Create new and more manageable leadership

• pportunities which play to the strengths and interests of

members Distribute decision-making opportunities to more levels of the organization Increase efficacy in fundraising, community impact and

• rganizational effectiveness by distributing responsibility

Strengthen the League’s ability to build a pipeline of community and civic leaders

Committees / Membership

Advisory Committees

Leadership Council

Executive Board

Current Leadership Structure

Proposed Structure and Functionality

Executive Board Management Council Leadership Council Advisory Committees Committees / Membership

Governance vs. Management: A Quick Review

The governing body must govern; that is, it must provide leadership and strategy and must focus on the 'big picture'. Governance is about planning the framework for work and ensuring it is done. As such, it is distinct from management/operations (organizing the work and doing the work). Nonprofit Boards carry out four primary governance roles as independent fiduciaries: approving major policies, making major decisions, overseeing performance, and serving as external advocates. The management team makes operational decisions and policies, keeps the Board educated and informed, and brings to the Board well-documented recommendations and information to support its policy-making, decision-making and oversight responsibilities.

Executive Board – Overall Governance Responsibilities

• 1. Maintain legal and fiduciary responsibility for the League.
• 2. Establish, implement and monitor strategic and long-term direction of

the League.

• 3. Work in concert with the Management Council to ensure that the

strategic direction is executed properly.

• 4. Mentor Management and Leadership Council members, as well as other

members, and remain deeply involved with all community and membership activities.

• 5. Provide a lens for continuous improvement and represent leadership

capabilities to external constituencies.

• 6. Maintain high level leadership relationships in the community and

determine opportunities for external leadership engagement.

Proposed Governance Team

Executive Board – Composition

 President  President Elect (Chairs Management Council)  Secretary (Sits on the Management Council)  Community Director  Finance Director  Membership Director  Nominating Director  Strategic Planning Director  Sustainer At Large Member*

*all members of Exec are elected, except where noted

Italics denotes new positions

Proposed Governance Team

Management Council– Overall Management Responsibilities

• 1. Works with Executive Board to ensure the strategic direction is executed

properly and effectively.

• 2. Empowered to make management decisions.
• 3. Primary liaisons to JLT Committee Chairs.
• 4. Oversees day-to-day operations for JLT including deployment and proper

management of resources.

• 5. Assures current partner relationships are maintained and that activities

that ensure the effectiveness of JLT as a “business” are well-run.

Proposed Management Team

Management Council Composition  President Elect (Chairs Mgmt Council, sits on Exec Board)  Secretary (sits on Exec Board)  Advocacy Manager  Communications Manager  Child Welfare Community Manager  Education Community Manager  Fund Development Manager  Legal Chair  Membership Manager  Operations Manager  Treasurer  Asst Treasurer (rolls up to Treasurer)

Proposed Management Team

Leadership Council

Leadership Council

Composition: Executive Board, Management Council and Committee Chairs Responsibilities:  Meets monthly  Discussion of League wide initiatives  Collaboration with Chairs and other leaders  Ability to make recommendations to Executive Board  Opportunities for Training

Advisory Committees

Composition: Management Council, All Committee Chairs are designated to an AC, key committee members Responsibilities:  Meets monthly  Discussion of initiatives specific to their area (ie Membership)  Allows for deeper vetting of issues  Collaboration with Chairs and other leaders  Opportunities for Training

Issue Identification

Issue Identification Executive Board Management Council Membership Leadership Council Community Advisory Board Advisory Committees

Issue Identification

 September: Job Descriptions Finalized  September: Bylaws drafted  September 16: Bylaws Presentation shared with Leadership Council  October 7: Bylaws Presentation to GMM  November 4: Bylaws Vote GMM  November: Nominating Interviews begin  January: Drafting of the evaluation plan of the new structure

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