Strategic Agenda Development

Transcription

1 Strategic Agenda Development Heather Lane Gallenbeck Manager of Board Relations Columbia College Chicago Brian R. Steeves Executive Director & Corporate Secretary University of Minnesota Board of Regents

2 What is Strategic Agenda Development? The art of collaboratively developing agendas to achieve engaging board meetings that educate, provide oversight, and drive forward thinking for impact and change.

3 Responsibilities of the Board Professional Advise and educate board members and serve as an advocate for good governance practices Act as a liaison between the board and senior university leaders Cultivate a culture of proactivity Coordinate planning and communications Manage logistics and board operations

4 Architect + Builder + Operator

5 Board Professional s Roles Architect Idea Generator suggest discussion topics; connect the dots Planner map out a plan; help others see a path forward Builder Coach help frame issues; prepare board/senior leaders Project Manager define deliverables; set/enforce deadlines; ensure efficient use of time Operator Implementer seamlessly bring it all together Record Keeper keep clear minutes; note need for follow up

6 Architect: Design a Master Plan Give me six hours to chop down a tree and I will spend the first four sharpening the axe. -Abraham Lincoln

7 Start with Board Priorities Develop broad statements that highlight a small number of topics for special emphasis during the year. Statements inform and assist the president and senior leaders in advancing their work, and guide agenda planning and development throughout the year.

8 Implementation Ideas University of Minnesota Board of Regents Priorities Raise national profile of the University s academic health sciences and guide evolution of the M- Health partnership. Oversee implementation of UMTC strategic plan, monitor progress toward Operational Excellence goal of $90 million in administrative cost reallocations by FY 2019, and identify additional opportunities for transformational change within the University. Establish principles and objectives to govern campus enrollment strategies, graduation targets, and tuition/aid philosophy over the next decade. Define and give voice to the University s 21 st Century land grant mission and demonstrate its impact on all corners of Minnesota. Create a vision to guide long-term development and change in key areas of campus and bring UMTC Master Plan into alignment. Priority-setting can be a unifying purpose for annual retreat. Alternately, use work sessions or other informal meetings to discuss and set priorities.

9 Use Priorities to Guide the Board s Work Engage with board members and senior leaders to outline major meeting topics along with other outreach activities planned for the year ahead. Track reports and approval thresholds required by board policy. Develop a production calendar to establish deadlines and guide behind-the-scenes work.

10 Sample Planning Calendar

11 Sample Reports & Thresholds Summary

12 Sample Production Calendar

13 Builder: Build Relationships Trust is the glue of life. It s the most essential ingredient in effective communication. It s the foundational principle that holds all relationships. -Stephen Covey

14 Focus on Key Partners Board Chair Committee Chairs Board Professional President Senior University Leaders

15 Think Win-Win Board s work needs to reflect interests and concerns of its members. But, should also flow from and be in concert with work senior leaders are already undertaking.

16 Implementation Ideas 5-Way meetings standing monthly meeting of board chair, vice chair/officers, president, chief of staff, and board professional to shape board s work, finalize agendas, and maintain open communications. Docket preview calls standing meetings between committee chair, vice chair, senior leader liaison, and board professional to preview meeting materials, discuss committee s work, and plan future meetings. Check-in lunches one-on-one lunches with individual board members to learn about interests/concerns and help frame issues.

17 Operator: Strive for Balance

18 Set the Stage Articulate the board s role and reinforce it often. Clarify how agenda items support governance. Identify and mitigate assumptions.

19 Elements of a Balanced Agenda Education Background that builds understanding of the institution and higher education trends. Fiduciary Required reports and items that need board approval under its reserved authorities. Strategic topics Discussions framed at an appropriately high level for the governing board, enabling proactive leadership and helping the board drive forward thinking.

20 Visionary Tactician

21 Implementation Ideas Discussion Questions tee up probing discussion questions at the conclusion of a presentation to spur discussion in a strategic direction. Conversation Arcs plan multi-part discussions that take place over the course of 2-4 meetings to move beyond education and drive forward thinking. Consent Agenda free up time by handling routine items in a single vote. Idea Hour use 1 hour prior to each board meeting to introduce issues of strategic importance that will inform the board s discussion/debate.

22 Key Takeaways Regardless of title, understand the influence of your role as a board professional. Be an Architect Offer ideas and realize there is no substitute for planning. Be a Builder Coach others and develop relationships to advance the board s work. Be an Operator Bring it all together and strive for agendas that are balanced so the board is able to learn, provide oversight, and drive change to impact the institution s future.