HomeMy Public PortalAbout20131018 - Agenda Packet - Board of Directors (BOD) - 13-28 Midpeninsula Regional
Open Space District Meeting 13-28
SPECIAL MEETING
BOARD OF DIRECTORS
MIDPENINSULA REGIONAL OPEN SPACE DISTRICT
Hillview Community Center, Classroom 16
97 Hillview Ave, Los Altos, CA 94022
Friday,October 18, 2013
SPECIAL MEETING BEGINS AT 8:30 A.M.*
AGENDA
8:30 SPECIAL MEETING OF THE BOARD OF DIRECTORS OF THE MIDPENINSULA REGIONAL
OPEN SPACE DISTRICT—BOARD WORKSHOP
ROLL CALL
ORAL COMMUNICATIONS
ADOPTION OF AGENDA
I Board Governance and Efficiency
ADJOURNMENT
*Times are estimated and items may appear earlier or later than listed. Agenda is subject to change of order.
TO ADDRESS THE BOARD: The President will invite public comment on agenda items at the time each item is considered by the Board of
Directors. You may address the Board concerning other matters during Oral Communications. Each speaker will ordinarily be limited
to three minutes.Alternately,you may comment to the Board by a written communication, which the Board appreciates.
In compliance with the Americans with Disabilities Act,if you need assistance to participate in this meeting,please contact the District Clerk at(650)691-
1200. Notification 48 hours prior to the meeting will enable the District to make reasonable arrangements to ensure accessibility to this meeting.
Written materials relating to an item on this Agenda that are considered to be a public record and are distributed to Board members less than 72 hours prior to
the meeting,will be available for public inspection at the District's Administrative Office located at 330 Distel Circle,Los Altos,California 94022.
CERTIFICATION OF POSTIN'G OFAGENDA
1,Jennifer Woodworth,District Clerk for the Midpeninsula Regional Open Space District(MROSD),declare that the foregoing agenda for the Special
Meeting of the MROSD Board of Directors was posted and available for review on October 14,2013,at the Administrative Offices of MROSD,330 Distel
Circle,Los Altos California,94022. The agenda is also available on the District's web site at httn://www.oj2ensyace,org.
Signed this 14'b day of October,2013 at Los Altos,California.
U
District Clerk
open
eninsulaei Space District Memo ran d u m
DATE: October 18, 2013
MEMO TO: Board of Directors
FROM: Stephen E. Abbors, General Manager
SUBJECT: Board Workshop — Board Governance and Efficiency
You will not be surprised to know that the District continues to face opportunities and
challenges that can and do exceed capacity. One strategy for addressing this is to
increase our efficiencies, and this needs to occur at all levels of the organization. As
you know staff has recently received training in leadership &delegation and time
management. In addition, eleven senior and middle manager have participated in the
Santa Clara County Leadership Academy over the past four years to broaden their
perspective and hone their management skills. As the elected leaders of the District, it
is important for the Board to also hone their skills and increase efficiency as you lead by
example. To move in this direction, the morning portion of this workshop is structured
as an information/training session with Mr. Brent Ives who will focus on Board
governance best practices. An outline of Mr. Ives'training is provided below. Both
President Cyr and I recently attended several training sessions provided by Mr. Ives at
the California Special District Association annual conference in Monterey and found
them to be well-presented and relevant to our District. The afternoon portion of this
workshop will be presented by the General Manager's staff and will focus on several
topics/processes that may help improve efficiency within the organization. To
encourage a productive discussion with the Board, an outline and brief summaries of
these topics/processes is provided below.
Morning Session: Board Governance Training by Brent Ives
Brent Ives has served on the Tracy City Council since 1991 and is currently the mayor
of Tracy. He operates BHI Management Consulting in Tracy, a consulting firm that
specializes in assisting small government agencies and non-profits in areas of strategic
planning, governance, organizational health and supervisory excellence. Through his
training, Mr. Ives seeks to promote clarity in organizations, namely clarity in
expectations, clarity in directions, and clarity in understandings. Mr. Ives' program will
include but is not limited to the following topics:
- The Board Role, Obligations, Authorities, and Constraints
- Hour-glass Organizational Model
- Best Practices for High Functioning Boards
Afternoon Session: Tools for Increased Efficiency
Board Policy Manual
The Board of Directors' Rules of Procedure were first adopted by the Board on January
10, 1975 and have been amended several times since that date, most recently on
February 13, 2013. Numerous other Board policies have been adopted since the
District's formation to administer a variety of matters, such as eminent domain, contract
bidding, and the Conflict of Interest Code. These documents have never been brought
together in a comprehensive fashion and so it is very important that these separate
documents be compiled into a single source of information, namely a Board Policy
Manual. The proposed Board Policy Manual would incorporate the Rules of Procedure
and all current Board Policies into a collection of policies that could be individually
amended as needed. Additionally, the Board Policy Manual would allow for continuity
among policy format, standard procedures for drafting and updating policies, and
organization of policies into topical chapters. The attached draft policy (Attachment A)
explains the purpose of the Board Policy Manual as well as outlines the method for
organizing and amending the Board Policy Manual.
Bi-weekly Reports from General Manager
The District has a practice of having Department Managers report out on noteworthy
items at the end of each regular Board meeting. Oftentimes Board members engage in
question and answer sessions with staff during these reports. This part of the Board
meeting often takes 15-45 minutes. It also requires Department Managers to stay for
the entire Board meeting, whether or not their Department is lead for any of the
Board's agendized items. While this practice has benefits, it also has time impacts to
the organization.
An alternative practice, and one that is common in many agencies, is for the Chief
Administrative Officer to send, via e-mail, a weekly or bi-weekly memo to the Board
succinctly summarizing noteworthy items during the time period. The concept is for
each item update to be no more than a short paragraph. In some cases, a supporting
document (report, memo, article, etc.) may be appropriate to attach. If a Board
member has follow-up questions about any particular item, these can be sent to the
General Manager for staff response and reply to all Board members. Bi-weekly notes
can be prepared by staff relatively easily throughout the week, so are not expected to
be a significant impact on staff time, as contrasted to Department Managers staying for
entire Board meetings. Additionally, written notes and any supporting documentation
can provide more information to the Board than the current verbal report out practice.
Also, in the event there are late-breaking noteworthy items to update the Board
verbally at Board meetings, the General Manager or Assistant General Managers will be
available to provide these updates.
Board Committee Referrals
Committees of the Board are established to study specific matters and provide
recommendations to the Board on such matters (Rules of Procedure, Section 1.81).
According to the Rules of Procedure, work items for the five Standing Committees
(Action Plan & Budget; Legislative, Funding, and Public Affairs; Planning & Natural
Resources; Board Appointee Evaluation; and Real Property) are determined and
referred to Committee in several ways:
• The work item is within the subject matter jurisdiction of the Committee. This
could be termed an "automatic" referral (Attachment B shows the subject matter
jurisdiction language from the Rules of Procedure);
• Unique work items can be referred by Board action; these items can be placed
on the agenda for full Board vote by any Board Member or the General Manager.
This could be termed a "Board Discretionary" referral;
0 Work items needed to implement the Action Plan can be referred directly to an
appropriate Committee by the General Manager. This could be termed a
",General Manager Action Plan-Related" referral.
These rules provide wide latitude for how Committees take up work items. However,
amongst staff as well as Board Members there is occasionally some level of confusion
about whether or not a particular work item is required to go to Committee. Staff has
also observed that the Board's deliberation on a Committee recommendation is often as
detailed as the Committee's original deliberation on the topic, raising the question of
whether the Committee's study of the topic and development of a recommendation
adds efficiency or effectiveness to the process.
Staff is raising this observation for discussion by the Board at the workshop to see if
there are any Board member observations or suggestions for refining the Committee
process. Questions for discussion might include:
1. Are refinements to the process necessary or does a majority of the Board think
the current practices are fine?
2. Does the list of subject matter jurisdiction for"'automatic referrals" need to be
made more specific?
3. Would the Board like staff to research Committee processes in other agencies
and return to the Board for future deliberation on this topic?
Using the Consent Calendar
Under parliamentary rules governing public meetings, use of the consent calendar is
one of the best available tools for managing efficient Board meetings by allowing the
Board to group as many items together as is desired, and adopt them all at once
without discussion. Not every agenda item necessitates a full Board discussion that
leads to a motion, second, debate, and vote. Some decisions are routine or non-
controversial, or are so widely supported that to make approval a separate action would
take away from valuable time, energy, and thoughtful discussion that should otherwise
be reserved for issues that truly call for public debate. Moreover, use of the consent
calendar also frees significant staff time by allowing staff to allocate more of their time
to other important District work rather than assembling a formal presentation for Board
items that do not necessitate a high level of formal review and discussion.
The secret of the consent calendar's success is twofold: choosing the appropriate items
to place on the consent calendar, and ensuring that only those items requiring
extensive Board discussion be pulled from the consent calendar at the Board meeting.
If either piece is missing, the consent calendar loses its effectiveness. Examples of
items to consider for the consent calendar include:
• Approval of minutes
• Amendments to contracts previously approved by the Board
• Approval of Committee recommendations (if non-controversial)
• Commendations
• Appointment of committees
• Award of bids for construction projects previously approved by the Board
• Final approvals for items that the Board has previously reviewed and is in
agreement with
Staff recommends greater reliance of the consent calendar for items that are routine,
non-controversial, or have wide Board support. Also, only those items that are pulled
from the consent calendar should be discussed; other items should be approved with no
debate for increased expediency. Routine questions related to agenda items, including
those on the consent calendar, should be sent to the General Manager in advance of
the Board meeting to allow for staff research of the issue. Responses to these
questions will be provided to all Board members, available at the meeting for members
of the public, and made part of the legislative record for the item. If the Board agrees,
staff will work closely with the Board President to identify those items that are best
candidates for the consent calendar as part of each packet review.
Streamlining the Claims Review
In an effort to find opportunities to streamline Board processes, staff seeks Board
support in looking at new formats for the Claims report that utilizes the available
automated report outputs from the new Integrated Accounting and Finance Software.
Currently, the Claims Report is a manually created document, with each line item
individually entered by our Accounting staff. The level of detail provided in the current
format was intended to answer Board questions about line items in the claims reports
prior to the Board meeting and this has been largely successful. However, in its current
form, the Claims Report can take up to 8 hours to create and due to the requirement
for manual input, this report has a high possibility for user input errors as compared to
reports generated by the software. Although the reporting forms created using the
software will likely look different from the current Claims Report, staff would make it a
priority to provide similar information and as close to the same level of detail as is
possible using the new software program.
If the Board agrees, staff will work on preparing alternative Claims Report forms and
present these to the Action Plan and Budget Committee for review and support prior to
unveiling the new reporting form to the Board as part of the Claims Report.
�
� ~ Attachment
Midpeninsula Regional Open Space District
Board Policy Manual
Board Policy Manual Policy 1.01
Effective Date: �Revisecl Date:
Approved by Board Action:
Prior Versions:
| Purpose
� |tis the intent of the Board of Directors of the Midpeninsula Regional Open Space District to
maintain a Board Policy Manual. Contained therein shall bea comprehensive listing mfthe
Board's current policies, being the rules and regulations enacted by the Board from time to
time. The Board Policy Manual will serve as a resource for Directors, staff and members of the
public in determining the manner in which matters of District business are to be conducted.
This policy will establish clear processes and procedures by which the Board of Directors shall
conduct District business and activities, propose new policies, and review and revise policies
� contained in the "Board Policy Manual" so that itis kept current. The Board Policy Manual will �
also provide guidelines for the Board of Directors to conduct its business in an orderly,
consistent, and fair manner.
�
Policy �
The Board of Directors is the legislative body of the District and shall determine all questions of �
policy. [Rules of Procedure Section 1.2OY
Generally, policy statements in the Board Policy Manual will incorporate only such matters by �
which the responsibility of decision is vested in the Board of Directors by virtue of state law,
and specific ordinances and resolutions.
Policy statements of the Board of Directors shall be prepared inwriting and approved byaction �
of the Board ofDirectors. Once approved, statements mf policy will be reproduced, distributed, �
and included in the Board Policy Manual accompanied by resolution number and date of
� adoption, ifapplicable.
|n the event that a Board Policy isfound tobein conflict with state ur federal law or the rules of �
a higher authority, that portion of such policy is automatically null and void without Board
action and shall be deleted from the accumulated body mf policies and rules. �
�
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Board Policy Manual Sections
Board policies will be indexed and numbered in chapters asfollows:
1. Administration 0iGovernment
2. District Personnel & Board Support
3. Fiscal Management
4, Acquisition Q^ Maintenance of District Lands
G. Historical/Cultural
6' General
Procedure for Amending the Board Policy Manual
Consideration by the Board of Directors tmadopt a new policy ortm amend an existing policy
may be initiated by any Director or the General Manager. A draft of the proposed new mr
amended policy shall be submitted to the Board President and the General Manager in addition
to a request that the item be included for consideration on the agenda of the next appropriate
regular meeting ofthe Board ofDirectors.
Adoption of new policy or amendment of an existing policy shall be accomplished at a regular
meeting of the Board of Directors by a majority vote of the Board Members and may be
amended administratively by the District Clerk in order to remain current with state and
� federal, state and local law or[o correct typographical errors, asnecessary.
Copies of the proposed new or amended policy shall be included in the agenda packet for any
meeting in which they are scheduled for consideration and provided to all Board members and '
available to members pf the public in accordance with the Brown Act.
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Attachment B
1.81 Standing Committees
The following shall be standing committees of the Board with subject matter
jurisdiction to perform the designated duties as set out herein and as assigned by
the Board:
'a, Action Plan and Budget Committee: Reviews the proposed budget and any
required midyear budget amendments; makes budget recommendations to the
Board; reviews Action Plan and Strategic Plan implementation; and receives reports
from the District Controller concerning investments of District funds and current and
long-term fiscal analyses.
(b) Legislative, Funding and Public Affairs Committee: Reviews and makes
recommendations to the Board on the proposed two-year legislative program;
reviews policy matters related to the Board's Rules of Procedures and other Board
policies and regulations as assigned by the Board; reviews matters concerning
District funding, public affairs, and outreach; and reviews requests for naming
District facilities, lands and preserves.
(c) Planning and Natural Resources Committee: Reviews Use and Management
Plans, Resource Management Plans, amendments, and issues (including consistency
with related Board policies; conducts site tours relating to these matters as needed
(includes trail use, facilities, structures, and resource management items).
(d) Real Property Committee: Reviews leases; reviews consistency with Board
rental policies concerning District real property; conducts site tours for potential real
property purchases and disposition of structures at time of purchase.
The Real Property Committee set forth the following guidelines for site tours of real
property purchases:
1. Properties of regional significance
2. Coastal properties
3. Conservation partnership projects
4. Grant funded projects
5. Properties with known strong public interest
6. Large properties
7. Properties with significant habitable structures
8. Properties with significant or unique use and management issues
The Real Property Committee set forth the following guidelines for not holding site
tours:
1. Remote properties with poor roadway access
2. Properties with existing hazardous or unsafe conditions
3. Property owners not willing to have a public tour at their property
Attachment B
4. Small, minor or inholding properties
(e) Board Appointee Evaluation Committee: Reviews performance and employment
contracts of Board appointed employees: General Manager, General Counsel, and
District Controller.
Other matters may be referred to an appropriate Standing Committee with prior
approval of the Board. Such matters shall first be placed on a Board agenda by any
Board Member or the General Manager for Board approval.
The General Manager may also refer matters directly to an appropriate Standing
Committee as needed to implement the District`s Action Plan.
Three Board members shall be appointed to serve on each standing committee.
Appointments to the Action Plan and Budget Committee shall normally be made at
the first regular meeting in January. The Treasurer shall be one of the three
members of the Action Plan and Budget Committee.
Appointments to the Board Appointee Evaluation Committee shall include the Board
President and Vice President as two of the three members of the Committee.
Appointments to other standing committees shall be made at the first regular
meeting following the meeting at which officers of the Board are elected.
3/5/2014
i
Board ..
. a
Workshop
�,�BHIe
MEMNON=
e INTRODUCrION(s)
-Brent Ives,BHI Management Consulting L...
-Organizational consultant to Special Districts(12 years)
•Strait-&Planning-Board Goyemance/Dynamks-Soard/manoger imerattbns
SuPe Awr training,etc.
•Conducted hundmcis of hours of training each year,broad client base,many Boards
•CSDA faculty for Board Leadership Academy,other rocks.
-25 years technical manager at LLNL
-21 years on City Council(last 7 years as elected Mayor),many local and
regional Boards/Commissions—(similarly obligated to serve as you)...
BHI.
workshopWhat we will discuss in this
II
1.The Basis,Evolution and Obligation of Board Membership
2.Good Governance
3.Board Member Role
4.The Board and the CEO
5.Board Best Dynamics
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'When a man(or woman)assumes a public trust,
he should consider himself as public property."
-Thum.,.fires,
�. .��
REPRESENTATION
Sewice ofthe Mission to the public
MANAGEMENT operations
MISSION
1.PUBLIC MISSION NEED/PURPOSE ETC.
2.REPRESENTATION
3.MANAGEMENT
4.OPERATIONS
5.SERVICE OF THE MISSION TO THE PUBLIC...
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• TAKE SOMETIME TO THINK ABOUT LEGACY(your
personal Vision for service)
What would you like to be remembered for?
• Is it something that supports the overall Mission of
the District?
• Is it something that will serve the ownership?
• Is it something the District/Board achieved during
your service?
• Is it a singular purpose or interest?
• How can you best assure legacy success?
What would you like for your legacy to be?...
• What does being"elected or appointed"mean to good
governance?
• Who do you represent now?
• Where should your commitment be?
• Whose counting on you?
• What is your primary role and how can you optimize it?
• What is not your role?
• How can you make an enduring impact?.
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• You come with ideas,passions,hopes,and
impressions.
• You find yourself making decisions publically now
• You apply values in your decision making
• You want to do what's"right"
• You now need to relate to a process and a team
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• The public!Those that are served by your agency. THE
OWNERSY
• Not—a special interest
• Not—a single agenda
• Not—a certain area
• Not—a single interest
• Not—only the vocal minority
• Not—your own ambition or self-identity
• ITS THE PUBLIC-THE MISSION!!—THEAGENCY
BELONGS TO THEM!
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• You are part of a process that existed before you arrived—
method,process and culture
• You do your best get your initiatives heard,understood and
moved forward
• You employ a process for public decision making,(informed
by staff,your experience and the public)
• Decisions are made by the team
• The process dictates that representatives are equal
• You respect the process,thus any vote is a good vote
1. Each Board member must realize his/her role with regard
to their position
2. Each Board member represents the public
3. Each Board member prepares for his/her public role
14. Each Board team must put the Mission first
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5. Each Board must protect and forward the Mission...
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The Role of Board
A.Policy Making
B.Setting Direction
C.Representing the PUBLIC
D.Managing the General Manager/CEO/Chief Administrator
All with PREPARATION and EFFICIENCY—
it's clearly and fairly expected...
The Role of Board
"Your •
Representative perspective-applied
• Clear minded forward thinking/setting direction
Openness/Listening
TEAM membership in your decision making body
• Professional level,team management of the MISSION
• Fiduciary(commonly expected)responsibilities
• Looking after ends,not means(the long view/big picture)
• Creating policies that reflect the values and needs of the owners
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V� Understanding Roles
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Governance
—•'..Team
Strategies
E
TacUos
Techniques
Methods
Administration MEANS
and Stall n
Skill D
i8
Board Membership
• Anything unilateral
• Representing one faction,single interest(other than the Mission)or special
interest in the community or in District business
• Spending time with MEANS instead of ENDS
• Meddling with operations in a unilateral way
• Practicing your skills rather than learning and applying good Board skills
• Delving into staff-level working relationships,including manager to staff
• Representing staff
(ENDS,NOT MEANS),(WHAT NOT HOW),(POLICY NOT PRACTICE)
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Board Membership
"Your Role --helpful knowledge"
• Know about the history of the District
Understand the physical and economic limitations of the District
Know that policy development is a whole Board responsibility,and not
unilateral
Understand the District's policies,past practices,and procedures
Making policy-too often underestimated
• Applying all of the acquired knowledge to
MOVING THE MISSION FORWARD... {�
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The Exemplary Board Member-
"Your Role—Policy making
•
Make good Policy—its what we do
- Budget/finance-Personnel-Operational-Administrative-Board
conduct/procedures,etc.
- Good policies are the lasting documentation of excellent Board work
- Good policies create the framework boundaries within which this
and future Boards and staff will work
- Policies are like nested bowls.
You should always ask yourself,
'IS THEIR POLICY QUESTION OR IMPLICATION HERE?
The Exemplary Board Member
YoUr Role Develop Ends, not Means
• This term means that a Board should set clear outcomes
(ENDS-WHATS-RESULTS-VISION STATES)and
boundaries(policy)for your professional staff and then let
them get it done with MEANS and HOWS.
• This concept is based on the fact that they are the
professionals in their respective areas(that's why you hire
them)and you stick to high level good Board leadership work
(policy/direction).Carefully considering good public policy.,.
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The New Board Member-
"Connecting with the Owners
•
Make yourself available
• Listen-the breadth of opinion
• Don't make decisions too quickly
• Use their perspective,input,opinion,and the community's
values to formulate your bestod decision to oroteglaAn
forward the Mission...
• Carefully decide what you will really do with public input
when you ask for it!
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The Exemplary w•. • Member-
"Your role-Establishing
Direction"
■Vision/Direction/Planning
■Mission/Vision/Values/Strategy
■This is where you collectively think through and articulate the
ENDS WHAT is critical to this District and its future
■This keeps the Board governing at the right level(the 30000
ft.level)...
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i•. • Performance
"The Mission"
• It is critical to fully understand WHY the organization exists
—What Good—for What People—at What cost?
• Everything the agency does should find basis in and
linkage to the Mission.
• The Mission should be carefully developed,understood and
supported.
• A commitment to the Mission keeps the Board member
focused on the right things!
• The Mission serves as the key motivator and baseline for
the Board member...
Board Performance
"The Mission(s)
"To acquire and preserve a regional greenbelt of open space land in
perpetuity;protect and restore the natural environment;and
provide opportunities for ecologically sensitive public enjoyment
and education."
CPA-"To acquire and preserve in perpetuity open space land and
agricultural land of regional significance,protect and restore the
natural environment,preserve rural character,encourage viable
agricultural use of land resources,and provide opportunities for
ecologically sensitive public enjoyment and education."
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The Board, Vision and Strategy
• Looking into the future and setting a clear path—a virtuous,
safe,productive,successful,effective,efficient,directional
trend
• VISION motivates Strategy thus Strategy implements Vision
• Do not presume that this is a job for others—it's a Board's
role.
• It serves your public—your whole public,as expected!
• It sets the direction and tone for strategy/planning...
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GM/CEO Performance Management
Clearly a critical role of the whole Board
Evaluating and improving the performance of your Execurtve is more
about relationships than tools
Doing it right promotes a trustful,professional relationship
• Doing it right demands that we know what we want done in our agency—
the WHATIRESULTSIACHIEVEMENTS
• Doing it right means that we spend/allow appropriate time to do it right
• Doing it right means that we develop our own clear and collective
expectations,goals and objectives each year
• Doing it right yields efficiency...
GM Pe ormance anagement
The cost of inefficiency-
• Its risky to let it go unchecked...the Symptoms
—Productivity is diminishing
—Manager not measuring up when efficiency is required
—Distrust begins to grow and suspicions arise;the
relationship suffers
—Performance can be unfairly questioned or with
inadequate knowledge
—Issues between Manager and Board become the sink
for District"energy",often cumulating in the"ultimate
action"
—Organizational stress takes over!! ...
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Board Best Practices
Proper Board dynamics is dependent on an understanding of proper
roles of individual Board members and the whole Board
•Proper Board dynamics depends on individual Board member
motivations
•Proper Board dynamics are expressed in relationships,relationships
expressed in communications
Between each other(Team)
Between Board and staff(Role)
Between Board and the public and in the greater community(Role)
The exercise of proper Board dynamics will optimize what the District
does and will do....it keeps focus and corporate energy on the proper
things...
1. The Process and one another
2. The Process—its why and how you perform
1 The governance model to which you are elected
4. The fact that you are each duly elected
5. The fact that there is no strata among you
6. The fact that the process includes input,discourse,
debate,and a vote
7. Ail votes are good votes...IT'S THE PROCESS...
Board Best Practices
Membership-Teamwork"
• You cannot get anything done by yourself!
• YOU HAVE NO UNILATERAL AUTHORITY
• The general public sees a"leadership team"not individuals!
• Influence,logic,credibility,professional guidance and
relationship skills are the attributes and skills that really get
things done!
• Adopt the"I to We"mentality
• Public policy setting,visioning,management is a team effort,
even if you don't like the outcome!
• Unity of Purpose(leading toward the Purpose/Mission)
together
• A commitment to your commitments...
" .w-
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Board Best Practices
EFFICIENCYH
tamhurflow
a) a_ d m�ammam
flaw-
. EFFICIENCY
Tur6ulant flow
ou pa4
Maas and
INEFFICIENCY
V
Board Best Practices
"Teamwork-Culture"
• Mutual Respect Respect the organizational
• Listen Well structure
• Value Humor Well informed—we do our
• Humility homework
• OPEN to other perspectives Fiscally responsible(define)
and opinions Mindful of and open to the
• No Grandstanding public's interests and concerns
• Share Information and Ideas Represent our public
• Trust one another and District Openly bring and share
Staff different perspectives
• Pre-meeting preparation
1. Respecting one another can be a struggle
2. We,as elected officials,can often disagree on things,
however,we should seek common ground
3. This team and teamwork
4. Respect says that we are willing to at least prepare,
listen,out of respect(input,a point?),discuss,debate, j
discourse...then vote
5. Respect of the process means that the vote represents
the people
6. Respecting the process is demonstrated by"THE
CLEAN SLATE...
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Board Best Practices
"Self-Assessment
•The best Boards are self-secured and evolved enough to
be comfortable with assessing themselves
-They make guiding policy and conduct rules for
themselves and those to follow
•They get training and/or help to improve performance
•They look assess their performance in an honest way
•They work together to create a positive future,free of the
bias of single,special or self interests,
A- ---- -- ------------
Board Best Practices
"Seff-Assessment"
• Communications - Policy Making
• Board to Board - Planning
Dynamics - Committees
• Board to Mgr./Staff - Mission Focus
• Board to Public - Board Development
• Board meetings
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ANIN
IN,in
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•Start with Board self-assessment(Open to improve—ol)
•Commit yourselves preparation and to work together for the Public good
(Teamworky
•Review and tune-up your Board Policies and Procedures Manual(Policy)
-Assure that you have a great Executive performance management system
(Clarity)
•Be sure that your Vision and Long-Term Plan are practical,well integrated
and provides ciarity for your agency(Useful ptarwVng)
THANKYOU
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