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APA Good Governance Project
Cate Bower, FASAE, CAE, Cygnet Strategy LLC
Nancy Gordon Moore, PhD, MBA, ED Governance Affairs
012.DIVISION.LEADERSHIP.CONFERENCE.
• Overview of Good Governance Project (GGP)
• Share Some Preliminary “Findings” into Governance Issues
• Get Your Input from the Division Perspective
• Dialogue About Governance Project –Your Advice
Today’s Agenda
If I could ask one thing of a crystal ball in any new situation, it would not be “What’s wrong and what will fix it?” It would be “What’s possible here and who cares?”
Marvin Weisbord, Founder, Future Search
Assure APA’s governance practices, processes and structures are optimized and aligned with what is needed to thrive in a rapidly changing and increasingly
complex environment.
–Solicit broad input to assess effectiveness
–Identify trends impacting governance
–Learn about best practices of others
–Develop consensus on the “state of governance”
–Decide together if modifications are needed
What Is The GGP?
GOOD GOVERNANCE PROJECT TEAM
GOOD GOVERNANCE PROJECT TEAM
APA Members Sandra L. Shullman, Chair Ronald Rozensky, Vice Chair Rosie Phillips Bingham Judith Blanton Rosalind Dorlen Linda Forrest Gary Hawley Kurt Geisinger Frederick Leong Mary Miller Lewis Gilbert Newman Konjit Paige Mitch Prinstein Kenneth Sher Richard Suinn
APA Staff Nancy Gordon Moore Michael Honaker Maureen O’Brien
Cygnet Strategy Consulting Firm Marybeth Fidler Cate Bower Kermit Eide
Project Elements APA Governance Practices, Processes & Structures
Consensus Building
Data Gathering
From broad cross section of stakeholders and reflective learning of what is possible
Strategic Analysis & Assessment
Turning information into knowledge and wisdom about what is needed
Decision Point
Is there sufficient need and will to move forward?
Specific Proposals
If so, what is needed to align for future APA success?
2011 2011-2012 2012 2012-2013
– The Good Governance Project will be an iterative process that will engage all
relevant groups in:
• Providing input
• Assessing current reality against relevant measures
• Learning together about what is possible
• Deciding together what we want that all will support
– We will use the services of Cygnet Strategy to provide a neutral container for
our inquiry and bring relevant information and data about external trends
and best practices
What’s different?
A Few Emerging Themes
There is general consensus that APA’s governance is a) complex, b) at times cumbersome, c) does not always result in timely decisions, d) provides an opportunity for everyone to be heard, which is seen as a great strength, and e) generally results in good, albeit slow, decisions.
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A Few Emerging Themes
• There is confusion and difficulty distinguishing between engagement and governance.
• There is frustration about governance, as well as hope for change, and there is general agreement that governance needs to be“updated.”
• This is accompanied by a desire to “not lose anything.” • There is a desire for less governance time spent on administrative issues and
more focus on strategic issues. • There is a need for greater alignment of governance work plans/agendas and
APA’s strategic plan.
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Perspectives on Relationships
Take a moment to write down your thoughts on the following question before we discuss it as a full group:
1. Describe the ideal role of Divisions in APA governance today?
Now with your table, take 10 minutes to consider:
2. What about that role works very well now? 3. What aspects could be strengthened? 4. What would you like to see be very different? Be prepared to share highlights of that discussion with the full group
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Direct Input
1. What opportunities exist to strengthen governance that could be implemented immediately?
2. What advice or insight would you share with the Project Team at this point in the process?
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Consultant Insights from Analysis of Findings What We See in Successful
Associations APA
1. Strategic thinking is applied to all governance discussions
2. Clarity and consensus on what
constitutes both short term & long term success
1. Little indication of strategy applied to governance structure/process
2. Just beginning to agree on the
strategic plan as defining outcomes to be achieved
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Consultant Insights from Analysis of Findings What We See in Successful
Associations APA
3. Governing bodies are focused on policy and strategy
4. The ability to triage issues, addressing issues of varying complexity and importance differently
5. Nominations process that identifies needed characteristics, seeks out candidates who possess them and balances recycling of leaders with new leaders
3. Governing bodies spend significant time on organizational administrative matter and micro-management of decisions
4. A one size fits all approach to issues with everyone commenting on everything
5. Absence of strategic process to identify needed characteristics and vet candidates before they run, and significant recycling of past leaders
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Consultant Insights from Analysis of Findings What We See in Successful
Associations APA
6. Organization is open, values new opinions and fresh ideas and is not wedded to status quo
7. Members trust that good work can be done whether or not they are in the room and they can value and respect that work
8. A process that engages younger members on a regular basis and ensures differing perspectives are solicited and honored
6. Organization (governance system) appears minimally welcoming of new ideas and protective of the status quo
7. People do not appear to value or trust work done if they are not present or a part of the discussion
8. Absence of institutionalized mechanisms to ensure perspectives of younger members are heard on key issues
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Additional Consultant Insights from Analysis of Findings
What We See in Successful Associations
APA
9. Clear distinction between engagement in the organization via program versus engagement through governance
10.Thinking separately about governance and program structures, i.e. “governor” vs. volunteer work force
11.Multiple mechanisms exist to provide input into decisions so having a physical seat at the table is unnecessary
9. Governance and programmatic involvement are confounded, leading to the belief that to be involved in APA, you must be part of governance
9. Assumption that all entities, no
matter what their function, are entitled to have a say in governance
10.Perception that the only way to have influence or provide input is to “have a seat at the table”
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Additional Consultant Insights from Analysis of Findings
What We See in Successful Associations
APA
12. Team approach to leadership where the governing bodies shares accountability for achieving outcomes
13. Organization is open, values new opinions and fresh ideas and is not wedded to status quo
14. Members trust that good work can be done whether or not they are in the room and they can value and respect that work
15. A process that engages younger members on a regular basis and ensures differing perspectives are solicited and honored
12. Leader centered culture where the focus can change from leader to leader and the culture encourages the “Lone Ranger” syndrome
13. Organization (governance system) appears minimally welcoming of new ideas and protective of the status quo
14. People do not appear to value or trust work done if they are not present or a part of the discussion
15. Absence of institutionalized mechanisms to ensure perspectives of younger members are heard on key issues
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