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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