Creating a More Innovative Association

Transcription

1 1 Canadian Society of Association Executives Annual Meeting The Innovative Association: Preparing for the New Normal November 1, 2012 Ottawa, CA Copyright 2011 by Tecker International, LLC All Rights Reserved These materials were specially prepared for instructional use by Tecker International, LLC. No portion of these materials, in whole or in part, may be used in any fashion, or reproduced by any means, without the written permission of Tecker International, LLC. For useful information, case studies and valuable links, please visit our website: Presented by: Bud Crouch, Principal Consultant Tecker International, LLC 330 Cottonwood Drive Langhorne, PA (215) Discussion Thread Creating a More Innovative Association 3

2 2 Innovation Chief Staff Officers in North America are indicating that Boards are becoming stuck in: what they focus on and in where they are taking the association; what the value proposition is what is offered to retain and attract members; and a world of faster discontinuous change where members are not seeing the association keeping pace of what is going on in their profession, industry, or cause relevance. The result is the growing challenge of how to create a more innovative association culture to take the organization successfully into the future. 4 Innovation A Definition Innovation is a process of making something better. This means that the innovation must be relevant in an environment that is increasingly dynamic. Engaging in innovation creates several key questions? Will the process of innovation work? Is governance willing to experiment and take the risk (chance)? 5 Leadership Innovation A Definition Before an association can create an innovative culture in an the entire organization, it will need to create a more innovative governance leadership culture. What elements of your auto would reflect your current board s innovative culture? 6

3 3 Steps in Creating a More Innovative Governance Culture Step 1: Assess the current state of your governance culture for innovative leadership (Where are we today? honestly). Step 2: Identify the areas of governance that you want to review and change. Step 3: Develop leadership strategies to make the changes throughout the association s governance infrastructure (structure and processes). The above is challenging, but the real challenge is how to sustain the innovative governance culture. Implementing a Sustainable Innovative Culture Innovation must connect to the long-term strategic direction. The governance team culture must value experimentation and risk-taking and expect some failures. The governance team will need to institute a system-wide process for innovation. The governance team must support and reward innovation. Resources will need to be made available to support the changes. Funding Innovation Steps: 1. The Board approves a policy on innovation and experimentation. 2. Establish a line item budget for innovation projects so that emerging ideas do not require reallocation from other accounts or finding new money. 3. Establish criteria that governs the use of the innovation fund. The criteria should support the associations strategy and define the principles that will guide risk management. 4. These principles should include that a new product development plan to be submitted for each investment. The NPD should define predetermined test or criteria that the experiment will have to pass to successfully move to the next stage

4 4 Sample Policy Experimentation & Innovation Areas of Innovation Innovation The board recognizes that: Innovation is essential to maintaining an enterprise responsive to the continually changing world of the populations it serves; New initiatives involve prudent risk, experimentation and adjustment based on changing circumstances or experience in implementation. Such initiatives may lead to new business, service or product lines; and Modification of organizational structure, process or practice may, at various times, be deemed appropriate to keep the parts of the whole well aligned with mission as a nonprofit corporation. Its fiduciary responsibilities as a governing Board are best fulfilled by encouraging a culture of experimentation and thoughtful consideration of new ideas that demonstrate the potential to advance the core purpose of the enterprise Tecker International, LLC What are the areas in your associations infrastructure (structure and process) that need to be reviewed and reshaped to meet today's needs? Examples: Governance Staff Volunteers Financial Leadership development and succession planning Board meeting Etc. Areas where TI sees innovation currently taking place: Governance Staff (content /value proposition) Volunteer Decision making models

5 5 Discussion Thread Creating a More Strategic Focused Governance Team Innovative Governance The challenge to creating an innovative culture is get the governance team to have an ongoing strategic focus. Trends in Association Governance 2012 These trends in governance are presented as thought prompters. Like all such observations, there are exceptions and multiple combinations present throughout the association community. They are present in no particular order because the order of relevance will be different for each enterprise Prepared by: Bud Crouch Principal Consultant Tecker International, LLC budcrouch@verizon.net

6 6 Process is being emphasized more than structure. Movement toward defining and delegating rather than reacting and ratifying. Informed dialogue is becoming increasingly important. Generative thinking is practiced more. Executive Committees are creating white papers for Board discussion. Information collection and analysis is becoming more important/research agendas are expanding. Agendas are changing consent agenda is the norm/four part agenda. Focus on strategy and mega issues for both the association and field/industry/profession are being discussed. Trust and transparency are critical to future success. Use of technology tools for discussion between meetings. Communication to focusing on the what and the why decisions are being made. Oversight is a key word leadership oversight, cultural oversight, and operational oversight. Accountability is becoming increasingly important. Better understanding of association finances is becoming crucial. Board assessment is gaining broader appeal. There is no single right structure emerging. Boards are getting smaller. Boards are moving toward competency/knowledge based. 16 Associations are eliminating or decreasing the role of Executive Committees. Nominating Committees are evolving into Leadership Development Committees. Use of advisory groups is increasing. Boards are not meeting less/meeting more by conference call. Boards are transitioning from representative positions to at-large positions. Boards are embracing the value of diverse opinions. Boards are using both face-to-face and conference calls for decision-making. Boards are questioning the value of non-voting positions. Focusing on policy development for the profession. More difficult to get members to attend. Raising the question, What voices need to be heard? Geographic representation is being questioned. Term limits are becoming more important. It is becoming more difficult to justify costs. Groups are increasingly being used to collect and interpret member input. Focus is still on creating resolutions and approving policies and bylaws changes although some are evolving. Knowledge-based governance is being practiced more and more. Dialogue becomes part of practice. ASAE s books The Will to Govern Well and The Race for Relevance are increasingly being shared with Boards to promote conversation about governance and other organizational issues that need to be addressed. 17 Defining What Constitutes Value Strategic Intent Governance The Innovative Association Developing Strategy Program Operational Structural Fiscal Sustaining Value Leadership CSO Board Applying personal, Defining what will process, and constitute value & functional ensuring it's being competencies received Formative Evaluation Information Exchange Earning Loyalty: A Reputation for Remaining Relevant Over Time as The World Changed Brand Behavior Implementing, Monitoring & Adjusting Strategy Relevance is a dynamic state. If there is a race for relevance, it s a marathon and not a sprint. Glenn Tecker ASAE CEO Symposiums

7 7 A Board s Role Continuum Board Self-Evaluation Very Much Like Us Not At All Like Us Oversight and Direction Setting Strategy and Policy All board work is focused on the strategic, long-term direction of the organization, including external scanning, goal and strategy development, policy development, and overall evaluation and accountability. Strategy, Policy, and Management Most board work is focused on strategy and policy, but also includes some highlevel management functions. Management The majority of the board's work is comprised of determining and assuring achievement of the mission and goals, including planning, organizing, directing, supervising, and evaluating operations. Management and Operations The board spends most of its time managing the operations, but also serves as the actual workforce for certain administrative or programmatic operations. Operations and Activities The majority of the board's work is comprised of actually doing the frontline operational work of the organization, because board members also are the organization's volunteers. 19 The following is a board self-evaluation that includes the following areas: 1. Oversight and direction setting. 2. Board meeting and relationships. 3. Stakeholder relationships. 4. Personal Qualities. 5. Relationship with the Chief Staff Officer. How are your board members doing? We participate in board meetings where the majority of the agenda and board time is focused on issues of direction setting, policy and strategy We maintain sound fiscal policy and practices and realistically face the financial ability of the organization to support its program of work We are committed to strategically planning for the long term future of the organization, consider this a regular activity of the board, and weigh all decisions in terms of what is best for those served by the organization We work to foster growth in the organization based on the ability to understand how the decision(s) interrelate with other boards, committees and external organizations We take into consideration the immediate and long-term issues and ramifications associated with the decisions and actions that are taken. 21

8 8 Very Much Like Us Not At All Like Us Board Meetings & Relationships We honor the established procedures for board meetings, providing ample time for interested parties to be heard, but preventing a single individual or group from dominating discussions We seek ways to support all elected leaders and fellow board members in the successful execution of leadership duties. We seek to recognize the strengths of each individual and provide opportunities for the organization to benefit from these strengths We make informed decisions based on data available, and support the organization s commitment to collecting the information needed for sound decision making We seek and respect the opinion or recommendation of staff management when considering a decision and insure that board committees and other work groups are given proper authority and resources for completion of assignments We take the appropriate time for decision making (e.g., controversial items are given adequate attention, and matters of urgency are acted on with deliberate speed) and present decisions of the board without bias to others. Very Much Like Us Not At All Like Us Stakeholder Relationships We actively foster a clear understanding of the organization, its future direction, and its leadership decision among the stakeholders, and actively foster open lines of two-way communication and information sharing between leadership and the stakeholders We seek to be fully informed of stakeholder attitudes and the special interest groups seeking to influence the organization, and are fully prepared to represent the interests of the organization to others We act responsibly in channeling concerns, complaints, and criticisms of the organization through the chief staff officer / chief executive officer, and we speak thoughtfully in the face of unjust criticism of others. Very Much Like Us Not At All Like Us Personal Qualities We demonstrate an ability to think independently, grow in knowledge and rely on fact rather than prejudice, and are willing to hear, understand, and consider all sides of a controversial question We show respect for the intentions and interests of others and for group decisions cooperatively reached We have a willingness to devote the necessary time to fulfilling the responsibilities of a board member as outlined in the organization's written position description We are prepared to let go of our leadership roles and fully support (not interfere with) those who follow in future leadership We do not redo the work of committees or work groups We take the appropriate time for decision making (e.g., controversial items are given adequate attention, and matters of urgency are acted on with deliberate speed) and present decisions of the board without bias to others

9 9 Very Much Like Us Not At All Like Us Relationship With Chief Staff Officer We have clarified (in writing, if appropriate) a mutually agreed upon definition of what success will look like for the organization and for the performance of the CSO, and we have provided the resources and authority necessary to achieve expectations We have provided the CSO with a clear statement of the personal qualities and performance expectations against which he/she will be measured periodically; and we have agreed to a formative process for providing feedback as plans are being executed We provide opportunities, encouragement and resources for the professional growth and development of the CSO and staff We provide opportunities, encouragement and resources for the professional growth and development of the CSO and staff We discuss immediately, rather than allow to fester or deteriorate, those items that are controversial to either board members or the CSO. 25 Very Much Like Us Not At All Like Us Personal Qualities We demonstrate an ability to think independently, grow in knowledge and rely on fact rather than prejudice, and are willing to hear, understand, and consider all sides of a controversial question We show respect for the intentions and interests of others and for group decisions cooperatively reached We have a willingness to devote the necessary time to fulfilling the responsibilities of a board member as outlined in the organization's written position description We are prepared to let go of our leadership roles and fully support (not interfere with) those who follow in future leadership We do not redo the work of committees or work groups We take the appropriate time for decision making (e.g., controversial items are given adequate attention, and matters of urgency are acted on with deliberate speed) and present decisions of the board without bias to others. 26 The Mission of the Board What board leaders focus on and how they choose to do it 27

10 10 The Board s Roles and Responsibilities The Board s Roles and Responsibilities The Board s Roles and Responsibilities 1. Set the organization s direction: 2. Ensure necessary resources. 3. Provide oversight. Engage in strategic thinking, planning and outcomes. Set the organization s mission and vision for the future. Establish organizational values. Approve the operational and annual plans. Hire capable executive leadership. Ensure adequate financial resources. Promote a positive public image. Ensure the presence of a capable and responsible board. Oversee financial management. Minimize exposure to risk. Measure progress on the strategic plan. Monitor programs and services. Provide legal and moral oversight. Evaluate the CEO and Board

11 11 Strategies Creating a More Strategic Board Focus Strategic thinking and planning. Accountability. Strategic board meeting agenda. New board orientation process. Leadership development and succession planning. Board member working job description. Board values. The Strategic Board Agenda: Strategy as a Basis for Informed Discussion and Decision-Making Discussion of Strategic Issue(s) Review and Adjustment of Strategy Policy Determination: Public and Operational Routine Board Business Implementing an Innovative Culture Please identify the current governance areas (processes or structures) where you believe your association s governance team can create an increased innovative leadership culture

12 12 Discussion Thread Staff Innovation Implementing an Innovative Culture Staff will need to be given time to innovate. Brainstorming will be accepted and is practiced regularly. Teamwork across silos, shared experiences, and organizational demographics is practiced. A formal process of analysis is in place. Innovation is imbedded into the leadership s belief systems rather than just perceived as a passing fad. New Product Development - Attributes Innovation: To be able to improve and/or customize products and services much more rapidly; to respond to specific member needs and/or develop and deliver new categories of offerings. Risk Management: To establish a consistent but open process in the association to reduce risk aversion; to demonstrate that experiments and new initiatives will be effectively managed. Nimbleness: To increase speed to market and/or improve member/customer satisfaction while at the same managing risk and measuring progress

13 13 New Product Development - Attributes The Distinguishing Value Proposition of the 21 st Century Association Value Driven Strategy Consistency: Every new initiative must be accompanied by a business plan that includes criteria for each gate. Flexibility: Each new initiative is judged by criteria responsive to its unique character as well as any common expectations (strategic principles) that have been established for all new initiatives. What does this mean in your association? What does this mean in your association? Commitment and Trust Consistent and organized focus on important things of high value that require coherent effort over time. Member s Actual Experience Content: Brand Advocacy- effective clout that influences the beliefs and behaviours of others that affect things that are significant to me; Knowledge insight that enables me to be successful at things that really matter to me. What does this mean in your association? Community: Enjoyable shared experience that makes me feel better about myself and my place in the world A Critical & Continuing Member Need Sweet Spot A Supportable Response A Core Competency of the Enterprise 39

14 14 New Product Development: Tradeoffs Development Cycle Time Product Performance Acceptable Risk Product Cost Development Cost Idea Inputs Gate 1 Stage I Criteria Preliminary Market Assessment Concept Analysis Gate 2 Stage II Outputs Inputs - prescribed deliverables Criteria - hurdles or questions that the project is judged on Outputs - a decision go /kill /hold /recycle an action path or path forward Gate 3 Stage III Gate 4 Example New Product Development Process Design and Development Stage IV Review and Validation Gate 5 Stage V Post Implementation Review Market Launch and Delivery Review This tool provides the written requirements for a standard project management process to be used by all work groups in any recommen Charge: Project Management This tool provides the written requirements for a standard project management process to be used by all work groups in any recommendation they bring to the board for a project including a new or revised program, service or product

15 15 Project Management Project Management Project Management Charge: A written charge from the board or other convening body that clearly identifies the project s strategic intent, financial objectives, time line (milestones) for project implementation and deliverables. Comments Board guide lines concerning a start and finish date and projected timelines for development of the project proposal. Comments The board may make suggestions for the targeted audience(s). Comments 43 Required Resources A complete list of estimated resources required by the committee/workgroup to carry out its charge (e.g., budget, staff, volunteers are other required people, consultants, partners etc.). Comments Determine if staff, volunteers and partners currently have the capacity and capability to implement the project and what fraction of their time will be required to execute it. (This may be a determination that the board makes as a function of the strategic plan.) Comments 44 Research Preliminary proposal to conduct internal market research concerning member s and key stakeholders needs and wants for this project. Is there an internal and/or external market for the project s outcomes? Evaluate the program s relevance and risk. Are there any barriers to success? What are the potential unintended consequences? Comments Preliminary proposal to conduct external research concerning the current dynamics and future trends in Materials research as they relate to the project. This includes changing demographics, growth and decline of topical areas, position of other professional societies, evolving member needs, and trends in funding. Comments 45

16 16 Project Management Financial Develop the financial due diligence on the project. Evaluate the budget including both projected costs and income, and define metrics for financial success. Comments Determine if the project/program is expected to be a source of net nondues revenue, or break even, or be subsidized (this may come from the board as part of the charge). Comments Project Management Required Resources A complete list of estimated resources required by the committee/workgroup to carry out its charge (e.g., budget, staff, volunteers are other required people, consultants, partners etc.). Comments Determine if staff, volunteers and partners currently have the capacity and capability to implement the project and what fraction of their time will be required to execute it. (This may be a determination that the board makes as a function of the strategic plan.) Comments Chief Staff Officer Role Continuum

17 17 Management Accountability Program (MAP) Most associations have some type of CSO performance evaluation program in place. The traditional format is typically the executive committee and/or board develops annual objectives for the CSO with the CSO s input. At the end of the operational year, the CSO s written appraisal occurs and sometimes with the CSO s input. Typically, the process only focuses on one dimension of the CSO s accountability which is the strategic plan. A New Wave of Thinking One that is engineered to encompass more than one dimension. It requires: Commitment and hard work from the board and CSO to build and review annually. The board to be fully engaged in the CSO s performance. The CSO to be held accountable for their work. Management Accountability Program (MAP) By instituting a management accountability program (MAP) for the CSO, the association demonstrates: A strong commitment to achieving, recognizing and rewarding competence. That commitment can then be carried out throughout the staff leadership team. There is a clear understanding of expectations, deliverables and on what areas performance will be measured

18 18 Management Accountability Program (MAP) MAP merges the association s strategic plan with its appraisal of the CSO s professional performance and envelops the position description into a structure for purposeful and continuous attention to effectiveness. Effective evaluation of professional performance involves focusing constructively on strengths, competencies and needs in three related dimensions of the CSO s job. If you build it, they will follow Why did we undertake this new approach? Need for a fair and professional staff accountability program. Scope. Greater ownership of the board and CSO in performance management. Key documents required to develop the MAP: Strategic plan Reports and activities of the CSO (financial, etc). Position description and any other reference material to support the CSO s activities. Implementing the MAP How do we go about building and implementing the MAP? Time, commitment, review of processes and tons of energy. Three column format for strategic plan and position description. The strategic plan (objectives, measurement and outcome). The position description (rating scale, performance responsibility and comments)

19 19 Dimension One Strategic Plan The use of knowledge and judgment by the CSO in the process to monitor, evaluate and adjust development of objectives/action for the successful implementation of the strategic plan should include the following as a guide: Suitable Measureable Feasible Acceptable Flexible Motivating Clear Commitment Participative Dimension Two The CSO s Position Responsibilities This dimension evaluates the CSO s fulfillment of his or her position responsibilities as outlined in the position description. The questions to be answered in this section are focused on How well is the CSO doing the job? Dimension Three Personal Leadership Competencies This dimension evaluates the CSO s demonstration of, and growth in the required professional competencies for the CSO s position. Examples were provided earlier. CSO s don t be afraid to complete this list as well, it can serve to be an eyeopener

20 20 Discussion Thread Volunteer Innovation The Challenge of Attracting Volunteers in the Future Volunteer organizations of all types are facing the challenge of attracting and retaining volunteers. The issue is not the will to volunteer, but rather how to find the time to volunteer. The real challenge for associations is ROT return on time. Volunteers have much less discretionary time to give so they carefully choose where they are going to give that time and evaluate what they get back for investing that time the ROI of their precious time. So the challenge is how can associations can create an experience that both attracts and retains volunteers in the future? Strategies & Expectations The following is a list of strategies and expectations that will be required to attract and retain volunteers in the future (sort of a volunteer s Bill of Rights). The work will need to be broken into smaller pieces/chunks. I need to get in and out of work faster. I have less interest in ongoing volunteer work (like being on a standing committee) and much more interest in engaging in smaller pieces of work like a task force, project team or ad hoc group. Then as a potential volunteer, I know the project or task will require two months and this is a good time for me to commit to this work. When the project is finished, I am finished. In the future I will be available for this time of volunteer work in and out. As a volunteer, I want to work on things that are important. I want to be able to trace my effort to the strategic plan and see how its moving the organization successfully forward. I do not want to waste my time on things that are not important

21 21 Strategies & Expectations Continued How Can we Make the Change Discussion Thread The association needs to be very clear about the expected outcomes and what will constitute success. I will expect along with members of my team to be held accountable. I will need the required resources (financial, volunteers, staff, technology, etc. ) that will be needed to successfully complete my task. This is a critical step. I want to spend my time on completing my project and not having to deal with and solve surprises, problems or challenges. I will expect to work with people who are as excited as I am about the project and who bring something to the party. I very much prefer to work with people who also understand good basic people/social skills and are fun to work with. I give my time freely as a volunteer because what I am doing contributes to the organization s mission or cause and overall success. I do like to be recognized and hear the words thank you. Finally, when I look back on my last volunteer experience, I want to remember it as worthwhile and enjoyable. What strategies can we use to successfully introduce the Knowledge based concept? How can we alter our association s meeting agenda to accommodate time for knowledge-based dialogue? How can we adjust our knowledge-based strategic governance process over time? What challenges do we expect to face in implementing this operational philosophy and process? Knowledge Based Strategic Governance Decision Making

22 22 Knowledge Based Decision Making A strategic decision protocol (tool) that increases the: Legitimacy and Credibility of the governance team s strategic decision making process. 64 Assessing Readiness The following conditions are an indication of an organization's readiness to embark on the challenge of becoming knowledge-based. By examining the extent to which these conditions exist in your organization, you will be able to identify the areas in which your organization is already well-prepared as well as any shortcomings that could threaten to sabotage your efforts before they have a chance to succeed. Assess the readiness of your organization. 1 = Strongly Agree, 2 = Agree, 3 = Disagree, 4 = Strongly disagree 1. A desire exists among member and staff leadership for better information being available to use in decision making There are indications that the current approach is creating negative effects Staff is open to changes in the way things get done Member leadership is open to changes in the way things get done There is understanding of the fundamentals of becoming knowledge-based, the differences between a knowledge-based organization and the current organizational philosophy and reality are understood There is clarity about desired organizational outcomes Focus, goals, or functions of the organization are ill-suited to traditional hierarchical, political and/or power-oriented approaches. 8.Some examples (successes) of knowledge-based decision-making on at least a small scale have occurred in the organization. Those aware of these successes are proud of them and have earned the respect and envy of others. 9.There is a willingness to continually critique processes and make changes a commitment to continuous improvement and a coherent process for managing through constant change. 10.Certificants, staff and other key stakeholders are open to new approaches and are energized by the prospect of being leading edge Mega Issues Strategic Thinking about the Relevant Future Mega issues are overriding issues of strategic importance that cut across multiple goal or outcome areas. They address key strategic questions that the organization must answer, illuminating choices the organization must make, and the challenges that need to be overcome in moving towards its envisioned future. Mega issues articulate questions that will need to be asked and answered by the organization in the next five to ten years

23 23 Mega Issues Please identify 2 or 3 mega issues for your association. They should be in the form of a question. Examples: How can our organization contribute to the long-term solution to the increasing labour shortage in our profession? How can the organization more effectively utilize members in advocacy work? What does the organization need to do to diversify its revenue stream? How can we neutralize barriers to increased client participation in the association s programs and services? Knowledge-Based Decision-Making Four Questions for Knowledge-Based Decision-Making: 1) What do we know about the current realities and evolving dynamics of our organization's environment that is relevant to this decision? 2) What do we know about the capacity and strategic position of our organization that is relevant to this decision? 3) What do we know about our members and stakeholders needs, wants and preferences that are relevant to this decision? 4) What are the ethical implications of our choices? Knowledge-Based Decision-Making 1. Develop choices or solutions for the mega issue. 2. Identify the advantages and disadvantages for each solution

24 24 Dialogue: Making a Decision What can we do? 1. What alternatives or choices do we have in formulating our responses to this issue? Solutions are a discrete but not mutually exclusive decision? 2. What are the advantages and/or disadvantages of each? 3. What is our consensus choice or decision? Are there any choices that: we want to eliminate now? can be combined with others? we want to commit to now? we are still interested in but need more information about before deciding? About Bud Crouch Bud Crouch is a Principal Partner with Tecker Consultants, LLC and President of Innovations Plus. Bud has completed projects internationally for hundreds of groups in the United States, Canada, the Caribbean and Mexico. He focuses on providing customized management consulting services to not-for-profit, corporate, charitable and public organizations. Bud has a twenty year track record of successfully helping organizations to identify issues of strategic importance and assisting them to confidently prepare for the future. Drawing from substantial experience with a variety of organizations, Bud has utilized the most successful approaches to assist clients in solving their challenges by developing successful strategies that achieve their desired outcome, change their culture and positively affect many lives. He has a reputation for being a knowledgeable and practical expert on notfor-profit organizations. Bud s consulting work with individual clients spans the entire spectrum of not-for-profit sectors, including medicine and health care, scientific and engineering, education, academic and education, construction, financial, sports and hobby, religious, community organizations, business, accreditation, military, agriculture, local government agencies and organizations, association management companies, art and music and cause related organizations. Bud has served on the American Society of Association Executives Education Committee in the past and has been a coinstructor of the ASAE CEO Symposium with Glenn Tecker for over 18 years. He also conducts an annual seminar: Building a Strategic Governance Team for the Canadian Society of Association Executives as well as the Council of Engineering and Scientific Society Executives. He has published articles, led workshops, and is co-author of the best-selling book on organizational strategy and governance, The Will to Govern Well: Knowledge, Trust, and Nimbleness. Bud has a Bachelors of Arts in Psychology from the University of California and a Master of Science Degree from American University. Bud Chairs his Parish Pastoral Council and supports charitable activates and organizations via pro bono consulting, including the National Military Families Association. Past clients have included the American Dental Association, American Chemical Society, American Veterinarian Association, Caribbean Hotel and Tourism Association, Canadian Society of Association Executives, Big Ten Athletic Conference, Central Intelligence Agency, Fabricators & Manufacturers Association, International, National Council of University Research Administrators, New Orleans Convention and Visitors Bureau, American Dressage Federation, Canadian Dental and Medical Associations, Al-Anon and many other organizations