JLT Governance/Management Presentation at September 2014 GMM A Review of JLT’s Proposed Governance and Management Changes
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 our 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
Key Discussion Groups Governance Advisory Committee 2012-2013, 2013-2014 Executive Board 2012-2013, 2013-2014, 2014-2015 Past Presidents 2013 AJLI ODI (Organizational Development Institute) 2013 & 2014 Attendees AJLI Staff Leadership Council 2013-14, 2014-15 Nominating Committee 2013-2014 Advisory Committees 2013-2014 Other JLs who have implemented similar changes - Ongoing Community Advisory Board (April 2014)
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 opportunities 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 organizational effectiveness by distributing responsibility Strengthen the League’s ability to build a pipeline of community and civic leaders
Current Leadership Structure Committees / Membership Advisory Committees Leadership Council Executive Board
Proposed Structure and Functionality Executive Board Committees Management / Council Membership Advisory Leadership Committees Council
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.
Proposed Governance Team 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 Management 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)
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 Community Advisory Board Management Council Issue Identification Advisory Committees Membership Leadership Council
NEXT STEPS 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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