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1 September 12, 2017 Please do not put your line on HOLD If you can see this screen, you re logged into the webinar. If you can hear our voices, you re ready to go! For the audio you can either call (Outside of GTA) or (GTA) & Participant Code is

2 Marnie Hayes Manager of Clinic Learning

3 To reduce background noise we have muted all participants

4 Using Chat If you are experiencing technical difficulties, use CHAT If you have a question or comment, use CHAT

5 About the Recording Today s webinar will be recorded and the archived webinar will be posted for on-demand viewing.

6 Slide presentation We will send the presentation to registrants

7 Evaluation We would appreciate your feedback via our very brief survey which will pop up on your screen at the end of today s webinar.

8 Questions?

9 About the Presenter Jim Sykes For the past four years until April 1st, Jim was Executive Director at Justice Niagara - a community legal clinic serving Welland and the communities along the Lake Erie shore from Fort Erie to Port Colborne and Wainfleet. During Jim s 30 plus years as a non-profit manager he has served in CEO and Executive Director positions in the Canadian YMCA, the Youth Justice system and legislated Animal Welfare at the Ontario SPCA. Jim has also been active as a volunteer on various Boards of Directors including: Children s Aid Societies, Equine Therapy organizations, and as Chair of the provincial board of the Ontario SPCA. Jim s staff roles have focussed on support to local and provincial boards with governance issues and training, and strategic planning with both boards and staff groups. Jim s original training in board development was with John and Miriam Carver when he was responsible for this training initiative at the YMCA.

10 About the Presenter Jim Sykes Jim has also worked in crisis communication roles, trained by Jeff Ansell and Jamie West (Jeff Ansell & Associates, and Westpro Media), and has assisted board, management and staff teams through critical changes in senior management, agency direction, policy, procedure and organizational culture. Jim s teaching background includes ten years as an adult instructor at Mohawk College in the areas of Urban Politics and Developmental Psychology. Jim lives in Ancaster Ontario (Hamilton) with his wife and their two Dachshunds.

11 Board Training Series 2017 The Role of the Board in Strategic Planning

12 Cheshire Puss, she began Would you tell me please, which way I ought to walk from here? That depends a good deal on where you want to get to said the Cat. I don t much care where said Alice. Then it doesn t matter which way you walk, said the Cat so long as I get somewhere, Alice added as an explanation. Oh you re sure to do that, said the Cat, if only you walk long enough.

13 Why the Board Basic Board Responsibilities Determine the mission and purpose Ensure effective planning Monitor and strengthen programs and services

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15 Difference between: Strategic Planning About deciding where your clinic wants to be. Long term high-altitude view Operational Planning About what your clinic will do to get where the BOARD wants it to be Short term-operational Board of Directors* Executive Director

16 The Process 1. Reaffirm your Vision & Mission Statement 2. Scan the organization s future for trends and patterns based on current realities 3. Decide where you want to be in 3-5 years 4. Craft a succinct statement of your desired strategic position 5. Devise a work plan for getting there *

17 Mission & Vision Is your Mission statement still relevant? Can it be streamlined or simplified? Spend some time talking about where board members see the clinic 5 years from now.

18 Environment - S.W.O.T.

19 S.W.O.T.

20 Making informed decisions - Depends on how deep you want to go Interviews Focus Groups Clients Staff Community Partners Funders Adjacent Clinics Document Reviews Existing Research Stats Canada -Census Data Local Municipalities Studies by government such as Housing Social Planning Councils Local CIMS data

21 The Process 1. Reaffirm your Vision & Mission Statement 2. Scan the organization s future for trends and patterns based on current realities 3. Decide where you want to be in 3-5 years 4. Craft a succinct statement of your desired strategic position 5. Devise a work plan for getting there *

22 How BIG is it If it s in a binder it s a Strategic PLAN If it s a few pages you ve defined a - Strategic POSITION

23 4. Craft a succinct statement of your desired strategic position Leave the details of how to achieve the plan to your staff. Given the scope and impact of their plan, they should bring it back for presentation, and at least acknowledgement, by the Board

24 For Policy Governance Ends Policies are policies that define What the Board expects the clinic to deliver What human needs are to be met? For whom? At what cost ($) or share (%) of the clinic s resources? Outcomes - but with for whom & with what resources

25 Policy Governance Ends Policies can be approached much like Strategy Research, Data Collection, Interviews, Focus Groups Long term, Future Oriented, Not operationally prescriptive How to deliver, and operational details are left to ED/Staff

26 What are your questions?

27 Evaluation We would appreciate your feedback! A very brief survey will pop up on your screen.