National Volunteer Fire Council November 1, 2013 Presented by Bryan R. Cole Professor Emeritus Texas A&M University
Bryan R. Cole Dr. Bryan R. Cole is Professor Emeritus of Educational Administration in the Department of Educational Administration and Human Resource Development at Texas A&M University. During his 41 year career at Texas A&M University, Dr. Cole served in numerous administrative and professorial capacities including Assistant and Associate Dean of the College of Education, Department Head of the Department of Educational Administration and Human Resource Development and as Assistant Vice President for Quality Leadership. Dr. Cole's professional interests include continuous improvement in educational systems, educational law and educational administration and he is a frequent speaker and consultant on planning and managing complex educational systems and implementation of continuous improvement in educational systems. Dr. Cole taught graduate classes in education management, education law and managing and improving complex educational systems and has provided training in this area to over 9000 faculty, staff and administrators since 1993. Dr. Cole has chaired to completion more than 50 doctoral students, published over 40 refereed and non-refereed publications, had over 275 international, national and state invited presentations, generated over $1,000,000 in outside funds and consulted with over 50 institutions of higher education, school districts and other organizations. He served as the Director of the Summer Seminar on Academic Administration for twenty-five years training over 1000 higher education administrators representing more than 150 institutions. Dr. Cole is a recipient of the Texas A&M University Association of Former Students Distinguished Achievement Award in Teaching for 1979, 1994 and 2011. Dr. Cole served as the Coordinator and Facilitator of the Bonfire 2002 Planning Committee (2000-2002) and served as Co-Chair (with President Bowen Loftin) of the Texas A&M University Vision 2020 Mid-Term Review (2010-2011) and has facilitated significant planning and improvement efforts throughout the University as well as for a number of non-profit organizations. Dr. Cole currently serves on the Board of Directors for St. Joseph Health System and the Baptist University of the Americas and previously served as a Board Member for the Quality Texas Foundation for seven years and the Baptist General Convention of Texas Christian Education Coordinating Board for six years including two years as chairman. Dr. Cole is a retired Colonel from both active duty and the U. S. Army Reserve that included tours of duty in Germany, Vietnam and the U.S. Dr. Cole received his B. S. from the U.S. Military Academy at West Point and his M.Ed. and Ph.D. in Educational Administration (Higher Education) from Texas A&M University. Dr. Cole is married to Wanda Kay Cole, his wife of 46 years. They have two adult children, Keith and Allison and two grandchildren. Dr. Cole has served as a Deacon at First Baptist Church Bryan since 1983.
Overview of today’s session: To provide an opportunity for the Board to enhance its leadership skills and understanding of its role and responsibilities in coming together as one voice for the volunteer Fire/EMS/Rescue organizations of the United States.
KEY Take A-ways from Today’s Session … * Governance performance matters. It has a significant impact on organizational success and community and the stakeholders it serves.
The purpose of the National Volunteer Fire Council shall be: to formulate and promulgate programs useful to the volunteer fire, emergency medical or rescue services of the United States; to represent the interests of the member state fire, emergency medical or rescue organizations to the Congress of the United States and with the various federal agencies involved with the preservation of life and property; and to do all other things designed to better preserve the lives and property of the citizens of the United States, thereby fostering good will and fellowship among the members of the fire/emergency services in the United States.
NVFC MISSION To provide a unified voice for volunteer Fire/EMS organizations. This Mission will be accomplished by: Representing the interests of the volunteer fire, emergency medical or rescue organizations at the U.S. congress and federal agencies Promoting the interests of the state and local organizations at the national level Promoting and providing education and training for the volunteer fire, emergency medical or rescue organizations Providing representation on national standards setting committees and projects Gathering information from and disseminating information to the volunteer fire, emergency medical or rescue organizations
KEY Take A-ways from Today’s Session … In today’s ever increasing complex environment, it is critical that Boards understand their role as “Strategic Assets” to their organization.
Everything you do as a Board should keep your mission and purpose uppermost in your mind. They are the reason for your being!!!
Jeffery Sonnefeld in his article, “What Makes Great Boards Great” ( Harvard Board Review ) observed: … ”What distinguishes exemplary boards from poor, or just good, ones is they have great cultures.” Common Purpose
… ”What distinguishes exemplary boards from poor, or just good, ones is they have great cultures.” Respect for Board and Staff alike in all meetings and associations Divergent Thinking Challenging premises and assumptions on which proposals/plans are based Asking probing/uncomfortable questions Tolerating/encouraging respectful dissent Rigorous discussion and dissent Not “rubber stamping” management decisions
Role and Responsibilities of the Board of Directors of a Non-Profit Organization Sources : http://smallbusiness.chron.com/roles-responsibilities-board-directors-nonprofit-2180.html and Carver, J. and Carver, M., “Basic Principles of Policy Governance.” San Francisco: Josey-Bass, 1996.
Strategic Guidance The board creates and periodically updates a strategic plan to carry out the organization mission and goals. The staff then creates an implementation/operational plan based on this strategic guidance.
Excerpts from NVFC Strategic Plan 2012-2015 Goal One Objectives: Serve Legislative Standards Codes Collaboration Internal Goal Two Objectives: Advocate Membership Outreach Goal Three: Educate
EXCELLENCE IS A JOURNEY!!! “ Every organization that strives for excellence must define the goal and map the journey. ” Management Lessons from the Mayo Clinic - Inside one of the World ’ s Most Admired Service Organizations Len Barry Distinguished Professor of Marketing M. B. Zale Chair in Retailing and Marketing Leadership Texas A&M University
The Role and Importance of Planning Every manager has two sets of responsibilities. One set involves managing today ’ s business. The other set involves managing tomorrow ’ s business. There are differences in these two sets of responsibilities. For instance, today’s business exists because of decisions made in the past and it cannot be altered in any significant way in the immediate time frame. That is why it is today’s business!
The Role and Importance of Planning On the other hand, tomorrow’s business depends exclusively on decisions that are made now (or not made now). In contrast with today’s business which cannot be changed, tomorrow’s business can be shaped into almost anything that is desired.
Strategic Guidance The board must recognize and intentionally carry out its duty as a “Strategic Asset” to the organization. This means that Boards spend the majority of their time in proactively visioning, discerning, setting and monitoring strategic direction – not simply reacting to operational management reports.
Oversight Role Foresight Role (20%) (80%) Primary purpose… Primary purpose… - Past and present - Future - Efficiency - Effectiveness - Preventing problems - Seizing opportunities (reactive) (proactive) - Inspection/compliance - Quality design
Strategic Guidance In carrying out its duty as a “Strategic Asset,” , the board will use various historical data as well as conduct a comprehensive environmental scan (e.g. PEOST/SWOT analysis) to determine the anticipated context (KEY Environmental Factors) within which the organization will be operating in the next several years. From this analysis, the board identifies KEY challenges, KEY stakeholders, KEY programs and services KEY systems and processes and KEY goals for the selected timeline.
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