AARP Board Member Recruitment

Transcription

1 AARP Board Member Recruitment 1

2 The purpose: Empower people to choose how they live as they age AARP is a nonprofit, nonpartisan social mission organization dedicated to transforming the way America defines aging. With a membership of more than 38 million people and offices in all 50 states, the District of Columbia, Puerto Rico, and the U.S. Virgin Islands, AARP helps all 50-plus Americans turn goals and dreams into Real Possibilities by designing and promoting inspiring solutions to the challenges that matter most to them and their families: health care, financial security, personal fulfillment, and protection for the most vulnerable. AARP has become one of the most effective advocacy organizations in the U.S. through an innovative mix of government and marketplace advocacy, comprehensive public information programs (including the award-winning AARP The Magazine), robust digital resources, local outreach, and charitable support for low-income adults. AARP CEO Jo Ann Jenkins AARP CEO Jo Ann Jenkins has given dozens of speeches and media interviews to catalyze national and international interest in how to #DisruptAging to challenge individual behaviors, social norms, public policies, and private-sector practices that shape the experience of aging. From building intergenerational workforces to developing alternatives to age-based marketing, AARP is helping people live their best life throughout life. Health Wealth Self AARP envisions an America where 50-plus individuals have access to the care, information, and services they need to live healthier lives in an evolving healthcare environment, one that requires more primary care providers, better support for family caregiving, and solutions to address rising insurance and prescription drug costs. AARP has shone a light on these needs; helped pass numerous laws supporting family caregivers; collaborated to expand the nursing workforce; and offered community-level programs that reinforce healthy lifestyles. AARP envisions an America where people 50-plus have the financial resources to match their longer lifespans, where retirement planning is as innovative as the shifting business models in which people work and where investments are protected. While highlighting the costs of inaction on Social Security, AARP has collaborated with government agencies to help people understand their retirement options; helped pass state laws giving small business workers new retirement saving options; and developed BankSafe, a program that helps protect people 50-plus from fraud that depletes their retirement savings. AARP envisions an America where people 50-plus are seen as an integral and inspirational asset to society. People who live longer need support to retain control of their lives and find post-retirement enrichment. AARP is working with local partners in more than 300 cities and towns to create livable agefriendly communities; has developed initiatives that mobilize Americans 50- plus to volunteer in their communities; and has delivered training that helps people integrate new technologies into their lives. 2

3 The model: setting a national example AARP leads by example, with a 60-year record of large-scale social innovation that has changed the way individuals, companies, and communities approach every element of aging. In its own operations, AARP sets a high standard of empowering people at all ages through the health, financial, and personal support it provides to its diverse and skilled workforce of 2,300 people. The AARP team works through three major organizations AARP, AARP Foundation, and AARP Services, Inc. to engage public and private partners in rising to that example and rewriting the story of aging in America. Mobilizing Communities for Change AARP s state offices are recognized for their ambitious mobilization of local individuals and institutions. AARP s national Public Policy Institute lays the groundwork for an ambitious social innovation agenda by generating insights into the health, financial, and quality-of-life needs of people 50-plus. AARP mobilizes grassroots coalitions to advocate at the local, state, and national levels to create public policies that directly address these needs; issues influential Community Challenge grants and awards that inspire and equip local partners to develop model innovations; and works with an array of local partners to provide community programs, such as AARP Family Caregiving, Driver Safety, and the volunteer initiative Create the Good. These comprehensive efforts create an aging ecosystem that remakes every element of people s experience, from the homes they wake up in every morning to the opportunities they have to work in and serve their communities each day and night. One of AARP s most pioneering efforts, AARP Services, Inc., advocates for consumers in the marketplace by selecting products and services of high quality and value to carry the AARP name and by helping members obtain discounts on those products and services. AARP Services enlists the private sector in designing products and services as aging solutions, helping people over 50 close gaps in Medicare coverage, set up college savings accounts for children, enjoy a wide range of worldwide travel and entertainment options, and access career tools and resources. While AARP advocates for all Americans over 50, AARP Foundation and AARP s Legal Counsel for the Elderly provide dedicated aid to change the lives of adults who are struggling the most. Every year, AARP Foundation Tax Aid program helps more than 2.5 million older adults claim file their tax returns free of charge. Since 2011, AARP Foundation has delivered more than 37 million meals to hungry older adults. Moreover, its long-standing Senior Community Service Employment program (SCSEP) has provided job training skills that empower struggling adults to gain greater financial security. AARP Services, Inc. Health & Wellness Restaurants Entertainment Advocacy Shopping & Groceries Community Travel Home & Technology Family Caregiving Work and Jobs Insurance Finances Auto Services Magazines & Resources Search conducted by Development Resources, inc 3

4 Board Culture As pressures on aging continue to evolve in America, AARP remains an ambitious driver of change, anticipating rather than reacting to opportunity and participating enthusiastically in remaking the frontiers of what is possible. AARP seeks new members for the dynamic Board overseeing this effort. The AARP Board is a high-performance team, with a strategic, agile, and proactive focus on collaboration both within the Board and with management. The Board also encourages participation from all with respect for individual skills and perspectives, and welcomes new ideas and innovation. The Board demonstrates strong ethics, transparency, fiduciary responsibility, and a culture of inquiry. With appropriate deliberation and respecting the right of Board members to differ, the Board makes the best decisions for AARP, which all members then support. The Board reinforces its high-performance culture through a robust onboarding process for new members and through a set of operating principles. Mission-Driven. The Board advances AARP s mission and impact in the world. It frames discussions and decisions around why AARP exists, what it strives to do, its intended beneficiaries, and its significance as a social institution. It serves the interests of AARP as a whole and works as a collaborative team. Strategic Leadership. The Board stays focused on the big picture and higher levels of strategy and policy. Healthy Debate. The Board believes diversity and healthy debate lead to the strongest decisions. It encourages diversity of perspective, differing points of view, and a full discussion of questions in an environment of trust. Once a decision is reached, it unites to support the majority view and the CEO charged with carrying it out. Independence and Objectivity. The Board ensures its integrity and ability to make unbiased decisions on behalf of AARP, avoiding even the appearance of conflicts of interest and disclosing any potential concerns immediately. Nose In, Fingers Out. The Board is the governance entity and steward of the public trust; it is not responsible for executing AARP s plans and programs. Collaborative Partnership. The Board partners with AARP management based on shared expectations to ensure vision and priorities are aligned. It trusts the CEO to bring significant matters to its attention and engage it in shaping key strategies, and works in tandem with the Executive-Team to respond to bad news and during a crisis. Return on Time Invested. The Board uses the time, skills, and experiences of its members wisely, recognizing their time is valuable. Continuous Learning. The Board seeks ongoing opportunities to learn about AARP and the evolving needs of the 50-plus. Continuous Improvement. The Board learns from and continually improves its practices. 4

5 Board Roles and Responsibilities New Directors will join a 9 to 15 member volunteer Board of Directors with ultimate responsibility for all policies, programs, activities, and services for the Association s 38 million members. The Board oversees organizational performance by determining AARP s direction, setting policy positions, and ensuring its fiscal and operational health. Board members serve two-year terms and may serve up to four terms. Assumes fiduciary responsibility and ensures adequate financial resources Reviews and approves budget, ensuring there are sufficient financial and human resources to carry out the Strategic Plan. Ensures there is a viable revenue base to support the mission. Verifies that financial systems and practices meet accepted standards. Ensures AARP has adequate operational reserves. Approves investment policy and oversees performance. Conducts annual and other necessary audits to earn and keep public trust. Reviews IRS 990 forms. Selects, supports, and evaluates the CEO Clarifies expectations and objectives for the CEO, including annual and long-term goals. Assesses performance. Works with the CEO to set the agenda for Board and Committee meetings. Gives substantive and constructive feedback. Supports the CEO s professional and personal development. Ensures succession planning at executive levels and that talent is recruited, rewarded, and retained. Shapes AARP s policy and advocacy agenda Approves significant AARP public policy and provides high-level input on major advocacy issues. Ensures effective planning Approves long-term strategic plan. Works with the CEO and Executive Team to adjust and modify plan as needed based on external developments and lessons learned from implementation of plans. Approves use of funds for new ventures, undertakings and acquisitions above a threshold and in accordance with governance policies. Oversees and monitors performance Approves Dashboard encompassing annual objectives and metrics reflective of strategic plan as well as longer-term goals. Reviews periodic standardized reports both at Board and Committee meetings and in-between meetings to assess results and variances. Identifies and addresses risks and opportunities Assesses and advises on risks and opportunities. Safeguards AARP s reputation, ensuring the organization operates in a transparent and accountable manner to earn and keep the public s trust. Builds a diverse Board with needed skills and experience and commitment to the mission Ensures that the skills and experience of Board members are diverse, match the needs of AARP, and support advancement of AARP s purpose. 5

6 Emphasis on Director Candidates with Governance and Leadership Skills and Experience AARP seeks to have a diverse Board in thought and skills that is reflective of the 50-plus, with directors possessing proven governance and executive leadership skills and experience in not-for-profits or forprofits. Key qualities and talents that would complement the talents of existing directors include: Executive/C-suite leadership. Governance experience in complex organizations: setting strategic direction, monitoring organizational effectiveness, overseeing large/complex operations. Prefer candidates who have served in leadership roles on other boards, chairs of boards or committees. Extensive experience leading large, complex organizations of size and scope comparable to or larger than AARP. Ability to think across all disciplines applying to AARP (i.e. Finance, IT, HR, Compensation, Advocacy, Public Policy, Social Impact, Communications/Brand): synthesizing new information without a bias to any one discipline. Possessing core masteries for transformation: Future-casting envisioning the future role AARP can play in the lives of the 50-plus; Ripple intelligence discovering patterns and connecting the dots to see new possibilities; Sense-making understanding the forces shaping the lives of the 50-plus. Director experience and expertise of interest for this recruitment process: Consumer experience. Entertainment industry partnerships and distribution. Digital transformation and innovation. Managerial finance. Experience with leveraging emerging trends and product delivery channels to maximize mission. Experience serving as a board or committee chair of a national organization. A successful board member will demonstrate the following behaviors and characteristics: Be comfortable within ever-changing environmental and organizational conditions. Bring innovation, creativity, and a focused decision-making style that supports implementing practical, timely solutions. Ability to learn quickly and thoroughly while continually recognizing and adapting to changing conditions is critical. Stay focused on results despite changing conditions. The role requires a sense of urgency and the confidence to handle a variety of challenges; a full commitment to successfully fulfilling AARP s social mission; and high standards of achievement. Able to build rapport and relationships with other Board members and staff. Self-assurance and the confidence to purposely drive toward results. Strategic thinking, problem solving, and engaging the commitment of others are essential. 6