Redefining Library Boards for Dynamic Communities Dr. Ken Haycock January, 2004.
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Transcript of Redefining Library Boards for Dynamic Communities Dr. Ken Haycock January, 2004.
www.kenhaycock.com
Basic Factors in Effectiveness Determine Mission
and Purpose Select/Support/
Evaluate the CEO Articulate Roles and
Relationships Plan Strategically/
Allocate Resources
Monitor and Evaluate/Accountability
Maintain Legal and Ethical Integrity
Public Standing and Credibility
Recruit Aggressively/Assess Performance
www.kenhaycock.com
Determine Mission and Purpose
What business are we in?
How do we measure success?
Outputs vs. outcomes
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Select/Support/Evaluate the CEO
Position profile Community profile Knowledge; skills;
attributes Succession
management Performance
measures Current issues
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Roles and Relationships Board/Ground Rules Board/Mayor/Council/
Municipal Manager Board/Community/Power Bases
Board/CEO Board/CEO/Community/Power
Bases Board/CEO/Staff/Community CEO/Municipal Manager/Executive
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Plan Strategically…Allocate Resources
Preferred Futures (roles) Process/Outcomes Walk the Talk: The Agenda
(“don’t major in the minors”) Who Drives the Agenda? Consent/Information; Decision; Exploration Delegations? Representation? Liaison?
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Plan Strategically: Priority? This project is so important that we
cannot allow things that are more important to interfere with it!
Doing the same things twice as hard will not lead to different results.
How will the world be different tomorrow as a result of what we do here today?
If we don’t know where we’re going…any road will take us there…
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Monitor and Evaluate…
Effect of Organizational Culture Goals S.M.A.R.T. Objectives Evidence-based Decision-making What? Why? Who? When? How? 5% Cut: What goes and why? Monitor and Adjust… Accountability
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Enhance Public Standing
Community events (what is “political”?)
Community information Role counterparts Profile of Director/CEO Profile of Chair
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Maintain Integrity
Legal: Effect of legislation Ethical: Effect of decision-making Financial: Effect of priorities
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Recruit/Assess Performance
Succession Management for the Board
Older Readers or Community Leaders?
Trustee or Board Development?Goal-driven or Reward-driven?Improve the knowledge base…
Governance Committee? Sustainability/Audit
Committee?
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Board Performance
Improved education Improved relations Improved strategic development
annual work plans Improved monitoring, tracking,
evaluation of programs and services(not personnel)
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Clichés? Improvement is not mandatory…
but then neither is survival.—Deming Anything worth doing well…
is worth doing slowly.—West Rowing is the only activity where you
can sit on your backside, look backwards, and still make progress…
How many Board members does it take to change the Board? Only one, but the Board has to want to change…
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The Choice Is Yours What kind of
Board? What kind of
relationships? What kind of
impact? What kind of
difference?
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Basic Factors in Effectiveness Determine Mission
and Purpose Select/Support/
Evaluate the CEO Articulate Roles and
Relationships Plan Strategically/
Allocate Resources
Monitor and Evaluate/Accountability
Maintain Legal and Ethical Integrity
Public Standing and Credibility
Recruit Aggressively/Assess Performance
www.kenhaycock.com
New Designs for Effectiveness Make decisions based on evidence
rather than opinion Create a culture of trust for staff with
common agreement on what will constitute success
Develop nimble infrastructure with systems that can respond efficiently and effectively
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Role of Evidence Transform information into knowledge Staff’s role will increase in importance Concise communication based on
evidence Maintain internal/external scanning Cultivate culture of strategic thinking Tolerance for ambiguity/uncertainty Expect leaders to deliver more from
expanded knowledge bases
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Implications
Outcomes desired vs. activities required
What’s next vs. what’s done Use evidence vs. collect evidence Consider capacity, capability,
position Outcomes vs. methods
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Questions for Decisions
Needs, wants, expectations of stakeholders? and “shareholders”?
Capacity and position of library? Niche…
Realities, dynamics of community? Ethical implications for choices?
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Role of Trust Trusting environment creates
enjoyable culture Governance means balance
(distinction between oversight and supervision)
Relationship between trust and nimbleness
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Implications Necessary knowledge Well-defined roles
(not “command and control”) Strategy and direction-setting vs.
implementation and detail Open flow of information (director) Opinions of community leaders (solicit) Value-added dimensions to community
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Nimbleness requires… Tolerate risk Parameters with wide boundaries New technologies to aid work Right people with right expertise in the
right seats Experiment with new methods Organize for value and benefits not
“love all, serve all” Define unique niche and exploit
opportunities that fit
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Strategies Knowledge-based governance leads to
dialogue around critical issues Direct communication with customers
and stakeholders Strong core values Clear focus
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Newer Models Alter process as well as structures Board focuses on value to clients and
ensuring it is delivered Three priorities: direction-setting;
operation oversight; organization's culture
Expertise and honesty more important Knowledge-based model vs. debate ideas
of others Conscious choices about what to be
accomplished and how Board will lead
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Building on Foundations
We will focus on adding value to our community’s development by playing a lead role in these areas:
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Resources You Can Use Trustee Associations
The Ontario Library Trustee’s Handbook: A Workbook for Library Boards (part of the OLTA Trustee’s Tool Kit)
Alberta Library Trustees’ Association Resource Centre (well-organized web site with many links)
National Center for Nonprofit BoardsTen basic responsibilities for nonprofit boards
University of North Carolina at Chapel Hill Institute of GovernmentGround rules for effective groups
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Resources You Can Use The Will to Govern Well…
Knowledge, Trust and Nimbleness: The Will to Govern Well. Glenn Tecker, Jean Frankel and Paul Meyer. American Society of Association Executives Foundation, 2002. 236 pp.
Writers/Consultants: John Carver, Doug Eadie, Ken Haycock, Randee Loucks, Glenn Tecker
www.kenhaycock.com
To your success
No time to ask your question? Concerned about privacy?
Feel free to contact me at any time…
Dr. Ken Haycock voice: 604.925.0266
more about me…www.kenhaycock.org