JULY 6,2016 HYATT REGENCY ON CAPITOL HILL WASHINGTON,DC

Transcription

1 JULY 6,2016 HYATT REGENCY ON CAPITOL HILL WASHINGTON,DC

2 Table of Contents Agenda... 2 Hotel Map... 4 Speaker Bios and Contact Information... 5 Powerpoint: The DD Act and Your Role... 9 Informing Policymakers Questions for "From the Past to the Future: Past Chairperson Panel Lunch Small Group Activity Note Page for "Learning the Tips, Tricks and Skills for Your Role Instructions and Scenarios for "Practicing the Tips, Tricks and Skills for Your Role Chairperson Resources Parliamentary y Procedure?... 1 Examples of Evaluations for DD Council Meetings... 7 DD Council Chair and DD Council Member Best Practice Resource NACDD/ITACC Staff Contact Information

3 Agenda 7:30 8:30 a.m. Breakfast 8:30 9:15 a.m. General Session 9:15 9:30 a.m. Break Chairpersons and Member Leaders move rooms 9:30 9:45 a.m. Welcome and Introductions 9:45 10:45 a.m. The DD Act & Your Role: What Does It Say & What Does It Mean? 10:45 11:00 a.m. Informing Policy Makers 11:00 11:10 a.m. Break 11:10 12:00 p.m. From the Past to the Future: Past Chairperson Panel 12:00 1:30 p.m. Lunch & Small Group Activity (lunch will be provided at the hotel for all registered participants) 1:30 2:30 p.m. Learning the Tips, Tricks and Skills for Your Role 2:30 2:45 p.m. Break and speakers move into groups 2:45 4:15 p.m. Practicing the Tips, Tricks and Skills for Your Role 4:15 4:30 p.m. Closing and Evaluations

4 Hotel Map LOBBY LEVEL RESTliOOMS BALLROOM LEVEL I 1 COLUMBIA d, COLUMBI A B """ "-l.-l-: '---H -IL -----"-I "L BUNKER 0 LEXNI GTON 0 CONCORD :;:.- C..- ' 11TH FLOOR THORNTON ROOM ' ' 1 > ' "<fi' REGENCY 0 '... ' "1' REGENCY B ""' o< \ 0 REGENCYC : ',,, ' ,_ ' ' 0..J.---- o.. REGENCY FOYER _ REGENCY BALLROOM ' ' 0. 0 ' ' REGENCY A 4

5 Speaker Bios and Contact Information Kathy McAllister Kathy McAllister is a past chairperson for the Florida DD Council since Kathy is a credentialed teacher in the state of Florida. She is committed to maximizing educational development in children with special needs as well as other students in elementary, middle and high school. She has over 37 years of experience addressing student needs and ensuring maximum student development. In addition to teaching and her role on the Florida DD Council, Kathy is involved with her community in a variety of ways including, being a member of the Junior League of Sarasota and volunteering at both the Teen Court and the Ringling Museum. Sara Newell Perez sara.newell@acl.hhs.gov Sara is a Program Specialist at the Administration on Intellectual and Developmental Disabilities (AIDD) and has been working with the State Councils on Developmental Disabilities program since Sara serves as the primary point person for the National Association of Councils on Developmental Disabilities (NACDD) Information and Technical Assistance Center for Councils on Developmental Disabilities (ITACC) grant. She has been leading the effort to streamline the monitoring process for Councils through the Quality Review System (QRS). Sara is also overseeing the State Plan review process, and has recently contributed to the development of the new ACL Reporting System. Sara is a graduate of the University at Albany and prior to joining AIDD worked as a Disability Advocate in Washington DC and a Service Liaison in New York State. Hillary Knapp Spears hillaryspears@gmail.com Hillary is the National Core Indicators Project Manager at The Ohio State University Nisonger Center (UCEDD) and a Policy Analyst at Disability Rights Ohio (P&A). She previously worked for the National Association of Councils on Developmental Disabilities (NACDD) and the Association of University Centers on Disabilities (AUCD). Hillary is a licensed social worker within the state of Ohio, and remains an active ally and advocate for individuals with disabilities and their families across the country. 5

6 Cindy Smith Cindy Smith joined the staff of NACDD in February 2015 as the Director of Public Policy. Prior to joining NACDD, Cindy spent almost five years as Senior Policy Counsel at the National Disability Rights Network, and two years as Policy Specialist at Children and Adults with Attention Deficit/Hyperactivity Disorder. Ms. Smith graduated from Syracuse University with a J.D with a Disability Law and Policy concentration, M.S. in Cultural Foundations in Education, and C.A.S. in Disability Studies. Ms. Smith has also completed her coursework for a Ph.D. in Special Education at Syracuse University. Ms. Smith has also worked as an adjunct professor at Syracuse and American universities teaching courses in diversity, social policy, education law, and special education. She has also worked as a researcher at university based centers including the Burton Blatt Institute and Institute for Community Inclusion conducting applied social policy and legal research on employment, education emergency management, community participation, social inclusion and other issues. Liz Weintraub LWeintraub@aucd.org Liz Weintraub has a long history of leadership in self advocacy, and has held many board and advisory positions at state and national organizations. She works as an Advocacy Specialist for the Association of University Centers on Disabilities (AUCD). AUCD is a network of university centers that provide research, education and service to people with disabilities in all 50 states and U.S. territories. Liz serves on the President s Committee for People with Intellectual Disabilities, where she and other citizens advise the President on issues related to people with intellectual disabilities. Liz is the immediate past chair of the Maryland Developmental Disabilities Council, and is also a faculty member of The National Leadership Consortium on Developmental Disabilities at the University of Delaware. She is also the past President of the Board of Directors for Shared Support Maryland, a progressive provider organization. She received the Elizabeth Boggs Leadership Award in Liz Thomson leonliz@comcast.net Liz has been a pediatric PT for nearly 30 years, serving children birth through 22 years of age, in urban and rural setting. She has two sons, the younger, Eric, age 23 has autism. She served on the New Mexico Developmental Disabilities Planning Council 2007 to 2012, serving as Chair October 2008 to October Liz also served two years as Chair of the Policy Committee in 6

7 NM and on the NACDD Policy Committee. In 2012 she was elected to the NM House of Representatives and served one term during which she sat on the House Appropriations and Health, Government and Indian Affairs Committees. Pat Seybold Patricia (Pat) Seybold is a long time advocate for the rights of people with disabilities. Pat s career experience include teaching, case management and executive management in the nonprofit disability arena. Pat was elected the first President of the newly formed NACDD in Pat retired two years ago as the Executive Director of the Commonwealth Council on Developmental Disabilities in Kentucky; a position she held for 15 years. Pat is a certified mediator, a critical incident responder with her canine Helga, serves on the board of directors for the local humane society, teaches parenting classes to mothers who are incarcerated and is working on her PhD. in conflict management and dispute resolution. Gail Godwin Gail@sharedsupportmd.org Gail is the Executive Director of Shared Support Maryland, Inc. Gail s MA is from the University of Pittsburgh, School of Education, Program in Severe Disabilities educational, employment and community inclusion. For over 20 years she has been an advocate in collaboration with people with disabilities and has worked in service provision organizations at a direct support staff, middle manager, and as an administrator and in training and development. Her current professional affiliations include Maryland Developmental Disabilities Council Executive Member (end June 2014) and MACS Board Member. Gail is a graduate and faculty member of the Leadership Institute Consortium on Developmental Disabilities. She is the co founder of the New York Downstate Person Centered Consortium. Gail s experience is in Positive Supports, Person Directed Planning and Individualized Supports Organizational Development. Aaron Bishop Commissioner Aaron Bishop leads the Administration on Disabilities. Prior to the creation of this federal office, Mr. Bishop served for two years as the Commissioner of the Administration on Intellectual and Developmental Disabilities. Throughout his career, Mr. Bishop has fought for the civil rights of persons with disabilities, both as a direct service provider in his home state of Wisconsin and as a policy advisor on Capitol Hill. As a professional staff member for the U.S. Senate Health, Education, Labor and Pensions (HELP) Committee, Mr. Bishop was instrumental in the creation of the Assistive Technology Act 7

8 of 2004 and the Traumatic Brain Injury Act. In addition, he led efforts for the inclusion of provisions to support communications access for the deaf and hard of hearing community in the Higher Education Opportunity Act. In 2010, Mr. Bishop was appointed Executive Director of the National Council on Disability, advising the President, Congress, and other federal officials on policies, programs and practices affecting people with disabilities. Previously, Mr. Bishop has served as the Project Coordinator for the Waisman Center University Center for Excellence in Developmental Disabilities, and as the Director of Technical Assistance for the National Service Inclusion Project for the Association of University Centers on Disabilities. A graduate of the University of Wisconsin Madison, Mr. Bishop holds a Master of Science degree in social work with an emphasis in public policy, and two Bachelor of Science degrees in natural sciences. In 2003, he was the recipient of a Kennedy Foundation Public Policy Fellowship. A committed advocate for inclusion and diversity, Mr. Bishop looks forward to combining the resources and expertise of multiple sectors of the disability networks and self advocacy communities for the benefit of all people with disabilities. Amie Lulinski lulinski@thearc.org Amie currently serves as The Arc of the US s Director of Research and Evaluation. Amie has worked with and for individuals who have I/DD and their families since 1995, beginning with serving as a direct support professional as well as in leadership positions at service provider organizations in two states through Prior to joining The Arc s national office in 2014, Amie served as Senior Research Specialist in Developmental Disabilities at the Institute for Disability and Human Development at the University of Illinois at Chicago where she also earned a PhD in Disability Studies and currently serves as Adjunct Assistant Research Professor. 8

9 The DD Act and Your Role: What Does It Say and What Does It Mean? NACDD/ ITACC Chairperson Leadership Training "July 6,2016 The Developmental Disabilities Assistance and Bill of Rights Act of 2000 (The DD Act) Public Law Full DD Act of 2000 available online: bit.ly/ddact

10 Purpose: Purpose of the DD Act (Section 101 (b)) to ensure that people with developmental disabilities and their families have access to community services, individualized supports, and other forms of assistance that promote: Self-determination Independence Productivity Integration and inclusion 3 DD Network (Section 101 (b) 1-4) The DD Act establishes the DD Network, which includes: State Councils on Developmental Disabilities (DD Councils) State Protection and Advocacy Agencies (P&As) National Network of University Centers for Excellence in Developmental Disabilities Education, Research, and Service (UCEDDs) and... Projects of National Significance (PNS) 4 9

11 5 12 Policies and Principles of DD Act (Section 101 (c)) 1.People with DD, even the most severe, are capable. 2. People with DD and their families have goals and abilities. 3.People with DD and their families make the decisions. 6 10

12 12 Principles (Continued) 4. Assistance to people with DD should be respectfully provided based on the individual. 5. People with DD and their families from minority backgrounds must be able to access community supports and services. 6. More people from minority backgrounds must be recruited to work in the DD field Principles (Continued) 7. Through education and support, communities can be accessible to and responsive to individuals with DD and their families. 8. People with DD have access to opportunities to be included in the community life (independent relationships, live in homes and make contributions). 9. Opportunities for people with DD to live in the community should be maintained and expanded. 8 11

13 12 Principles (Continued) 10.Families of children with DD need access to integrated childcare. 11.People with DD need access to and use transportation. 12.People with DD need access to integrated recreational and social opportunities in the community. 9 Definition of Areas of Emphasis (Section 102 (2)) Quality Assurance Child-care Education and early intervention Transportation Employment Health 10 12

14 Definition of developmental disability (Section 102 (8)) The term developmental disability (DD) means a severe, chronic disability of an individual that: is attributable to a mental or physical impairment or combination of mental and physical impairments; is manifested before the individual attains age 22; is likely to continue indefinitely; results in substantial functional limitations in 3 or more of the following areas of major life activity Subtitle B- Federal Assistance to State Councils on Developmental Disabilities Full DD Act of 2000 available online: bit.ly/ddact

15 Purpose of the Council (Section 121) Purpose: Engage in advocacy, capacity building and systemic change activities Contribute to a coordinated, consumer and family centered, consumer and family directed, comprehensive system of community services, individualized supports, and other forms of assistance. 13 State Plan (Section 124) Full DD Act of 2000 available online: bit.ly/ddact

16 5 State Plan Requirements (Section 124 (c)) Establish and maintain a Council meeting specific membership requirements. Designate a State Agency (DSA) to support the Council. 1. Include the results of a review and analysis on needs being met and unmet needs in the state for people with DD and their families. 4. Create 5-year goals based on data driven strategic planning. 4. Include assurances (to be covered later in slides). 15 State Plan Review and Analysis Requirements (Section 124 (c) 3) The results of this review and analysis will inform what goals you focus on. Unmet needs are barriers to the desired outcomes: Identify needs What issues are problems that impact the everyday lives of individuals with disabilities and their families? Identify barriers- What conditions are blocking or may interfere with accomplishing the targeted outcome? 16 15

17 State Plan Goals Requirements (Section 124 (c) 4) Make sure goals are related to the areas of emphasis and... Are created from the unmet needs of people with DD and their families that were discovered through state plan requirement #3 (review and analysis) Include a self-advocacy goal for each year of the 5 year plan (requires 3 parts) 17 State Plan Assurances Requirement (Section 124 c(5) (B-N)) An assurance is a pledge, a guarantee; free from any doubt. There are 13 listed assurances (B-N). However, there are 3 that trigger the most questions: (B) Use of Funds (D) Conflict of Interest (L) Non Interference 18 16

18 The Council... Use of Funds Assurance (Section 124 c(5)(b)) Can t use less than 70% of their funds on goal/ objective activities from the state plan ((Section 124 c(5)(b)(i)). Can t supplant funds ((Section 124 c(5)(b)(iii)). Can t duplicate or replace services for people with DD ((Section 124 c(5)(b)(iv)). The DSA... Can require the Council to pay up to half of the entire expenses incurred by the DSA to support the Council or $50,000 (whichever is less) ((Section 124 c(5)(b) (vi)). Can t receive more than 20% of Council funds ((Section 124 c(5)(b)(vii)). 19 Conflict of Interest Assurance (Section 124 c(5)(d)) A conflict of interest exists when the Council member or a member of their family appears to gain or benefit personally from their position on the Council. A conflict of interest can be real or perceived A perceived conflict is often more damaging than a real one since it is much harder to resolve. Perceived means that it might not be real, but seems or appears real

19 Conflict of Interest (continued) 21 Noninterference Assurance (Section 124 c(5)(l)) The Council must be free to act: The State Plan must provide assurance that the designated State agency (DSA) or any other agency, office or entity of the State, will not interfere with the advocacy, capacity building activities, budget, personnel, State plan development, or plan implementation of the Council 22 18

20 Noninterference Assurance (Section 124 c(5)(l)) The Council must be free to act: The State Plan must provide assurance that the designated State agency (DSA) or any other agency, office or entity of the State, will not interfere with the advocacy, capacity building activities, budget, personnel, State plan development, or plan implementation of the Council 23 The DSA and Budgets Noninterference Assurance (continued) (Section 124 c(5)(l)) DSA Cannot: apply hiring freezes, make the Council reduce its staff, tell Councils they cannot travel, or tell a Council they cannot use federal funds to carry out activities under the DD Act. DSA Can provide: Support services Fiscal responsibilities Records, access and financial reports Non-federal share (In-kind contributions, contributions of political subdivisions and public or private entities and other variations) Assurances MOU (on request) 24 19

21 Council Membership (Section 125 (b)) Full DD Act of 2000 available online: bit.ly/ddact Council Membership Explained (Section 125 (b)) 1. Appointments 2. Membership Rotation 3. Representation of individuals with disabilities 4. Representation of Agencies and Organizations 5. Composition of Membership with Developmental Disabilities 6. Institutionalized Individuals 26 20

22 Council (Section 125 (c)) Full DD Act of 2000 available online: bit.ly/ddact Council Responsibilities (Section 125 (c)2-5) Serve as an advocate for individuals with developmental disabilities (Section 125 (c)2) Conduct or support programs, projects and activities that improve the quality of life of individuals with disabilities (Section 125 (c)2) Develop a state plan (Section 125 (c)4) Implement the state plan (Section 125 (c)5) Monitor progress of the state plan and adapt it as necessary and appropriate (Section 125 (c)3) 28 21

23 More Council Responsibilities (Section 125 (c)7-10) Report activities to AIDD (Section 125 (c)7) Prepare, approve and implement a budget using the amount provided to it (Section 125 (c)8) Recruit and hire a Director consistent with state law (Section 125 (c)9) Have staff who assist the Council in carrying out its responsibilities (Section 125 (c)10) 29 The State DD Council s Budget (Section 125 (c)8) Reflects your Council s state plan aka the state plan in numbers. The budget is the plan of how a Council will fund their state plan goals and objectives Is for a specific period of time the fiscal year, or calendar year 30 22

24 Tying It All Together The Council Members Govern Govern the activities of the Council Governance is the role you have assumed accepting the position of Council member 32 23

25 Governance Management What we want to be? Where do we want to go? Making it happen! 33 Governance Focused on the vision (the BIG picture) Asks you to keep focused On the whole On stakeholders On the future 34 24

26 Governance The tasks and responsibilities to establish, Develop and approve a state plan and budget monitor, Review progress of state plan and budget and evaluate the work of the DD Council. 35 Governance Working as a unified body Speaking with one voice Listening to stakeholders Maintaining the passion that underpins your mission (Principles of the DD Act!) 36 25

27 Keys to Thoughtful Discussions 37 DD Council Members Should... Open doors in the community Evaluate yourself Be a good steward of public funds Keep touch with history and core values of the organization What is your DD Council s mission and vision? 38 26

28 DD Council Members ALSO Should... Keep up-to-date on developments in the disability field Prepare for and attend Council, committee and workgroup meetings Ask questions Take responsibility and follow-through on a given assignment 39 Qualities DD Council Members Should Possess Honesty Visionary Flexible Sensitivity to and tolerance of differing views Responsiveness A patient approach Personal integrity Concern for the Council s development Sense of humor 40 27

29 Reports to the Council Supervises the staff Director Prepares and maintains reports to remain in compliance with federal law (DD Act) Represents the Council in official capacity Liaison between the DSA and the Council Ensures expenditures are within the budget 41 The DD Act says: Director and Staff The Council shall hire a Director and supervise and annually evaluate the Director. The Director shall hire and maintain types of staff to carry out the functions of the Council. Staff must be qualified by training and experience. The Director supervises and evaluates Council staff

30 Council Staff Provides continuity for Council initiatives Provides the Council with a foundation of qualified profession als to carry forward the work of the Council Oversees the day to day operations 43 Joint Planning Responsibilities Council Staff 44 29

31 Remember.. The role of the Council member is to provide leadership and direction (GOVERNANCE) for the Council The role of the staff is to do the work (MANAGEMENT). The Executive Director is the staff member that works directly for the Council. All other staff work for the Executive Director. Staff are hired to implement the Council s five year state plan 45 DD Council Members Director Staff 46 30

32 Informing Policymakers Cindy Smith, MS, CAS, JD Director of Public Policy NACDD 31

33 Federal and State Legislation and Policy NACDD is the national membership association for the Councils with Developmental Disabilities (NACDD), NACDD leads efforts in regards to federal public policy to ensure the Councils speak with one voice to federal legislators and federal administrative officials. NACDD partners with the Councils to educate federal officials. NACDD s positions on public policy are determined by the Board of Director s Public Policy Committee based on the approved public policy agenda and priorities. State Councils determine how it will work to inform policymakers at the state-level on policy issues. Members of Councils should only speak on behalf of the Council when authorized to do so consistent with its policies. When authorized to speak on behalf of the Council, members must represent the Council s interest and not their own. 32

34 The Developmental Disabilities Assistance and Bill of Rights Act of 2000 (I) COALITION DEVELOPMENT AND CITIZEN PARTICIPATION The Council may support and conduct activities to educate the public about the capabilities, preferences, and needs of individuals with developmental disabilities and their families and to develop and support coalitions that support the policy agenda of the Council, including training in self-advocacy, education of policymakers, and citizen leadership skills. (J) INFORMING POLICYMAKERS The Council may support and conduct activities to provide information to policy-makers by supporting and conducting studies and analyses, gathering information, and developing and disseminating model policies and procedures, information, approaches, strategies, findings, conclusions, and recommendations. The Council may provide the information directly to Federal, State, and local policymakers, including Congress, the Federal executive branch, the Governors, State legislatures, and State agencies, in order to increase the ability of such policymakers to offer opportunities and to enhance or adapt generic services to meet the needs of, or provide specialized services to, individuals with developmental disabilities and their families. 33

35 Understanding the Definition of Lobbying Direct Lobbying: Influencing legislation or attempting to influence legislation through communication with covered officials. Grassroots Lobbying: Attempts to influence the general public, or segments thereof, with respect to elections, legislative matters, or referenda. Lobbying requires an ASK of a covered official (support, oppose, do not support etc.) 34

36 Definition of Federal Lobbying No part of any appropriation.shall be used, other than for normal and recognized executive-legislative relationships, for publicity or propaganda purposes, for the preparation, distribution, or use of any kit, pamphlet, booklet, publication, electronic communication, radio, television, or video presentation designed to support or defeat the enactment of legislation before the Congress or any State or local legislature or legislative body, except in presentation to the Congress or any State or local legislature itself, or designed to support or defeat any proposed or pending regulation, administrative action, or order issued by the executive branch of any State or local government, except in presentation to the executive branch of any State or local government itself. 35

37 Administration on Intellectual and Developmental Disabilities (AIDD) Program Instructions ADD PI-01-1 There are numerous prohibitions on lobbying with federal funds. ADD believes that grantees will be able to meet their responsibility to inform, educate or advise policymakers under the Act and avoid violating the applicable limitations on lobbying by emphasizing nonpartisan analysis, study and research. 36

38 From the Past to the Future: Past Chairperson Panel Questions Panel Introductions - Name - State of the DD Council chaired - Years and length of time served as chairperson - Current job/role Question #1 What is your favorite memory from your time as a chairperson? Question #2 Can you describe a situation where a barrier existed while you were chairperson and how you overcame the barrier? Question #3 What skills, knowledge, abilities or supports did you gain from your experience as a chairperson? Question #4 What advice would you share with audience members about being a leader in their own DD Council? Question #5 Audience will be able to ask questions now. 37

39 Lunch Small Group Activity Please use the handout on your table and pick an activity to do with your table. Take notes here to report back to the full group. 38

40 Learning the Tips, Tricks and Skills for Your Role How to Lead Leaders and Resolve Conflicts Pat Seybold How to Reach an Outcome by the End of Each Meeting Elizabeth Thomson How to Ensure All Members Participate and Facilitate Inclusively Gail Godwin How to Represent the DD Council to the Public Aaron Bishop 39

41 Practicing the Tips, Tricks and Skills for Your Role Instructions: Work within your group to resolve the scenarios below. It is important for everyone in the group to share their thoughts, questions and responses for each scenario. Remember, this is a practice activity so please be open to feedback from your peers. Facilitators are there to facilitate the discussion, but will not be responding to the scenarios. This is also an excellent opportunity to role play and practice your facilitation skills in a safe place. If you would like to role play a scenario let your facilitator and group know so they can assist. Scenario #1 Council meetings are becoming less and less productive. It is rare to get through the entire agenda and some members tend to take over the conversation. What steps can you take to make sure the next Council meeting is successful? Scenario #2 The Council recently took a public stance on closing segregated communities throughout the state. Other organizations are speaking out in favor of keeping segregated communities open and are attacking the Council publicly. As a leader on the Council the media is reaching out to you for comments. What steps should you take before responding? How should you respond? 40

42 Scenario #3 A group of Council members are upset regarding an issue coming to a vote at the next meeting and are actively attempting to steer other members in a particular direction. How would you respond? Scenario #4 There is an influx of new members whose values may not align with the DD Act. What steps would you take to work with these members on understanding and upholding the DD Act? Scenario #5 A member was just elected to serve on the executive committee. This member wants to change parts of the 5-year state plan by adding more goals. What steps should you take to address this member s desire to change the plan? Scenario #6 You feel that the executive director is overstepping by acting on behalf of the Council without their consent. How would you respond? Scenario #7 Some members are not participating in the Council meetings, because they don t understand the subject matter. How would you make sure that all members participate? Scenario #8 What hypothetical situation would you like to ask the group to respond to... with time remaining create additional scenarios that the group can respond to. 41

43 Chairperson Resources DD Network Resources itacchelp.org for Council Members members/ AUCD (Association of University Centers on Disabilities) ACL/AIDD (Administration for Community Living/Administration on Intellectual and Developmental Disabilities) AIDD Memo on Lobbying content/uploads/2014/10/add lobbying Program Instructi on.pdf Tuesdays with Liz Tuesdays with Liz' is a weekly video series highlighting current issues in disability policy. It is hosted by Liz Weintraub, a long time disability advocate, and produced by AUCD. Leadership Resources Center for Creative Leadership Board Source Leadership Publications =6d3c3e6f 9d8c 441b 946c f5a41d1e4b86 Georgetown Institute for Transformational Leadership for transformational leadershi p/about the institute 42

44 What is Parliamentary Procedure? A set of rules that helps a group run their meeting in a fair and quick way. It began in early English Parliaments (government). It came to America with the first European settlers. In 1801, Thomas Jefferson put together a handbook of parliamentary practices. This handbook was the starting point for the rules followed by the United States Congress. Parliamentary procedure became widely used in the United States when Henry M. Robert published his famous Rules of Order in Why is Parliamentary Procedure Important? When people know the basic rules it gives everyone a chance to be heard and make choices. It can be changed to be used with any kind of organization. 43

45 Basic Principles 1. Parliamentary procedure helps keep order and helps people to agree on issues. 2. All members have equal rights and responsibility. The majority has the right to decide. Majority: Most of the people in a large group. Example: The majority of women work. The minority has rights which must be protected. Minority: A group of people that is a small part of a larger group. Example: Democrats are the minority party in the Idaho Legislature. 44

46 3. A quorum must be present for the group to vote. A quorum is the number of members who must be present to legally carry out business. That number is usually stated in the bylaws. A Quorum= 4 Voting Members of the SALN Board of Directors 4. Everyone should feel free to talk about every motion. 5. Only one question at a time can be talked about at any given time. 6. No member should speak until the chair calls on them. The Agenda The agenda gives a group an orderly way to talk about ideas when they have meetings. An agenda has: 1. A Call to Order The Chair (person running the meeting) says, The meeting will come to order. 2. Minutes The Secretary reads the minutes of the last meeting. 3. Reports Usually the Treasurer reports at this time. 4. Committee Reports Committee Chairs report 5. Old Business Ideas talked about at the last meeting needing action. 6. New Business New ideas for the group to talk about 7. Adjourn 45

47 End meeting 46

48 Handling a Motion. A motion is an idea that members take action on. Three steps by which a motion is brought before the group 1. A member makes a motion. 2. Another member seconds the motion. 3. The chair says the motion again. I move that I Second Types of Motions: 1. Main Motions These introduce ideas for the group to think and talk about. They cannot be made when another motion is before the members. 2. Amended Motions These make changes to the wording in a main motion. An amended motion must be voted on before the main motion. If the amended motion passes, then the group must vote on the main motion. 3. Tabled Motions These are motions that have been seconded, but members have chosen to wait to vote on for different reasons (not enough information, missing a person for the talk, etc.). 4. Untabled Motions A motion made to un-table a tabled motion. The membership must vote for the Tabled Motion to be opened again. 47

49 How Do I Make a Motion? 1. Wait for the Chair person to let you speak. 2. State your motion clearly. 3. Wait for another member to second your motion, or the Chair will ask for a second. 4. Motions made from a committee do not require a second. 5. If there is no second, then your motion will not be considered. If there is a second, the Chair will state It has been moved and seconded that we Consideration of a Motion 1. The members discuss and give opinions on the motion. 2. As the person who made the motion you may speak first. 3. You may speak again, only after everyone else has had a chance to say something. 4. The chair puts the question to a vote. a. The chair restates the question. b. The chair takes the vote: "All in favor of the motion, say aye." "Those opposed, say no." 3. The chair announces the result of a vote The motion passed or the motion did not pass 48

50 Voting Methods of Voting The method of voting depends on each situation and what the by-laws of your organization say. Voice Vote A vote by voice is the regular method of voting on a motion. The chair asks everyone in favor to say aye and those opposed to say nay. Show of Hands Members show their vote by raising their hand. A vote by show of hands should be used in very small meetings. Other methods which may be ordered: Ballot Voting by ballot is used when the group wants secrecy of the member's votes. Voting by ballot is sometimes required in certain cases by the bylaws of an organization. Any vote relating to charges or proposed charges against a member or an officer should always be by ballot. Roll call A roll call vote puts on record how each member votes. Bases for determining a voting result Majority vote The basic requirement for approval for action, except where a rule provides otherwise, is a majority vote. The term "majority" means "more than half," excluding blanks and abstentions, at a meeting with a quorum. Two-thirds vote Two-thirds vote means at least two-thirds of the votes cast, excluding blanks and abstentions, at a meeting with a quorum. Modifications Majority of members present (or two-thirds of...) 49

51 NORTH DAKOTA STATE COUNCIL ON DEVELOPMENTAL DISABILITIES December 12, 2013 (Thursday) Polycom from 9:00 AM - 2:00 PM What did you like about the meeting today? What didn t you like about the meeting today? Describe an important issue(s) for either yourself or a family member that was discussed at the meeting today? Describe an important issue(s) for either yourself or a family member that was NOT discussed at the meeting today? Do you have any unanswered questions from the meeting? If so, please describe your question (s) below: Would you change anything about the quarterly State Council on Developmental Disabilities meeting? If so, what would you change? Optional information: Name Contact number/ 49

52 Council Member Survey February 2014 Staff would like your input on hotel arrangements and meeting materials for Council meetings. We hope to make meetings as productive and enjoyable as possible for all Council members, so input from every member is important! Your answers will be anonymous; please answer all questions sincerely. 1) Are you a Governor Appointed Member or an Agency Representative? (please circle one) Please tell us how important the following hotel features are to you: 1 = not important; 5 = very important 2) Off site restaurants within walking distance to the hotel ) Large sleeping rooms (bedroom & bathroom) ) Complimentary Wi Fi in sleeping rooms ) Exercise/Pool facilities ) Hotel is close (within 10 minutes) to the airport Please circle YES or NO for the following questions 7) Are the Council and Committee of the Whole meeting rooms usually large enough to be comfortable? Yes No 8) Are the Committee meeting rooms usually large enough to be comfortable? Yes No 9) Can you usually hear the presenters? Yes No 10) Can you usually see the slides/video? Yes No 11) Can you usually hear other members at the Council meeting? Yes No 12) Does the schedule of the meetings (including breaks) give you enough time to take care of personal needs? Yes No 13) Is the Travel Reimbursement form easy to understand? Yes No 14) Does the Travel Reimbursement form allow you to explain expenses accurately? Yes No 15) Do you like having extra agendas for meetings included in the handout folder? Yes /No Opinion/ No 16) Do you like having the PowerPoint slides of agendas during the Committee of the Whole and Council meetings? Yes /No Opinion/ No 17) Do you have a preference for the area of Austin that the meetings are held? Yes No If yes, please provide the area that you prefer: 18) Are you able to meet in other cities? If yes, please circle which cities. Yes No San Antonio Houston Dallas Fort Worth El Paso 50

53 Please tell us how helpful you find the following things. 1= not helpful at all; 5= very helpful 16) Organization/general formatting of meeting binder ) Cover sheets for each document that explain the material behind the tab ) Yellow color at the bottom of Tab Sheets that shows that an item is an action item or blue color that shows it is discussion only ) Organization/general formatting of the folders you receive at the meeting ) Format of agendas ) The format of the Quarterly Financial Report Please tell us how accessible you think materials are. 1= not accessible at all; 5 = very accessible 26) Do you use the meeting materials on the TCDD website? Yes No If you refer to meeting materials on the TCDD website (or if you would like to), please tell us how accessible they are for you ) Do you use a screen reader to view meeting materials? Yes No 25) Do you understand the information on most of the meeting materials? (please note below which documents are most confusing) If you have ideas for improvement or specific comments, please write them below! Definitely let us know if some materials are hard to understand or if there are hotels that work well for you or don t work well for you. THANK YOU! 51

54 WV DD COUNCIL MEMBERSHIP FEEDBACK FORM Aspect of Meeting Rating (circle one) Poor Good Excellent Other Comments: What was most useful? What was least useful? Was this meeting a good use of your time? Did you feel prepared to participate? Did you get enough materials to make informed decisions? Sent prior to meeting Handed out at meeting Meeting content/organization Presentations Opportunities to participate/ interact Accommodation s (hotel, meeting room, meals, etc.) OVER

55 What could have been done to make the meeting better? Do you have recommendations for future meetings? (Meeting format, topics, speakers, etc) I would like more information about: Please provide name if making a request. Name (optional):

56 DD Council Chair and DD Council Member Best Practice Packet adapted for Council use, 7/2015 Common DD Council Shortcomings Adapted from the Boardsource Knowledge Center for DD Council use 7/2015 This paper lists several ways that a DD Councils can lose its way, along with some basic principles by which to operate. 1. Veering off the mission Example: A youth education organization accepts a generous grant to build a sports facility for young people. The most important decision-making guideline for a DD Council is the mission statement. If the mission is not a central theme at every DD Council meeting, it can be easy for a DD Council to lose focus of the organization s true purpose. 2. Complacency Example: A DD Council member does not know how to analyze financial statements. Instead of asking questions, he votes with the majority. A core obligation of every DD Council member is active participation. Some symptoms of complacency might include DD Council members who put off their assignments, disregard the core responsibilities that come with being a DD Council member, failure to ask questions, or missed meetings. 3. Misguided motivations Example: A DD Council member recruits an out-of-work relative to run the organization. DD Council members must always think of the organization first. Allowing personal preferences to affect decision making places the organization in a secondary role in a DD Council member s mind. Misguided and unethical motivations, undeclared conflicts of interest, and the pursuit of personal benefit can endanger the organization s tax-exempt status. 54

57 4. Multiple voices Example: A DD Council member is interviewed by the press and advocates for her own solution to a crisis situation - one not adopted by the DD Council. A DD Council only has authority as a group. DD Councils speak with one voice, which is formulated through deliberation. Individual DD Council members are bound by the collective decision. Differing opinions need to be resolved in the DD Council room, not declared outside to constituents, the media, or customers. 5. Micromanaging Example: The DD Council insists on being involved in choosing a new computer system for the organization. One of the key duties of a DD Council is to hire a competent Executive Director to run daily operations. Part of this duty assumes that there is a valid job description and a performance evaluation process in place. A DD Council s role is to oversee that the organization is well run; not to interfere in the domain of the Executive Director. 6. Limitless terms Example: Fearful of losing control, the founding DD Council of an organization has been governing for 15 years. Every DD Council must accept and even thrive on change. New perspectives and different ideas keep a DD Council and organization moving forward. Term limits can help DD Councils avoid stagnation. 7. No self-assessment Example: DD Council members morale is low, attendance is sporadic, and the chair has no clue about how to energize the DD Council. By studying its own behavior, sharing impressions, and analyzing the results, a DD Council is able to lay the groundwork for self-improvement. Failing to assess its own performance, a DD Council is unable to define its strengths and weaknesses. As a by-product, it can also enhance its team spirit, its accountability, and its credibility with funders and other constituents. 8. Lack of self-improvement Example: DD Council members have never seen individual DD Council member job descriptions and are not familiar with their legal obligations. Self-improvement is one of the innate consequences of self-assessment. Regular selfassessment is a futile process if it does not address apparent weaknesses in a DD Council and result in structured self-betterment. DD Councils that do not provide learning possibilities for their members miss opportunities and inefficiently utilize their members abilities. 55

58 Roles of Nonprofit DD Council Members and Officers Borrowed from the Minnesota Council of Nonprofits and adapted for Council use 7/2015 Individual DD Council Member: Attend all DD Council and committee meetings and functions, such as special events. Be informed about the organization's mission, services, policies, and programs. Review agenda and supporting materials prior to DD Council and committee meetings. Serve on committees or task forces and offer to take on special assignments. Make a personal financial contribution to the organization. Inform others about the organization. Suggest possible nominees to the DD Council who can make significant contributions to the work of the DD Council and the organization Keep up-to-date on developments in the organization's field. Follow conflict of interest and confidentiality policies. Refrain from making special requests of the staff. Assist the DD Council in carrying out its fiduciary responsibilities, such as reviewing the organization's annual financial statements. DD Council Chair: The Chair shall convene regularly scheduled DD Council meetings, shall preside or arrange for other members of the executive committee to preside at each meeting in the following order: Vice- Chair, Secretary and Treasurer. Oversee DD Council and executive committee meetings Serve as ex-officio member of all committees Work in partnership with the Executive Director to make sure DD Council resolutions are carried out Call special meetings if necessary Appoint all committee chairs and with the Executive Director, recommend who will serve on committees Assist Executive Director in preparing agenda for DD Council meetings Assist Executive Director in conducting new DD Council member orientation Oversee searches for a new Executive Director Coordinate Executive Director's annual performance evaluation Work with the nominating committee to recruit new DD Council members Act as an alternate spokesperson for the organization Periodically consult with DD Council members on their roles and help them assess their performance Vice Chair: The Vice-Chair shall chair committees on special subjects as designated by the DD Council Attend all DD Council meetings Serve on the executive committee Carry out special assignments as requested by the DD Council chair Understand the responsibilities of the DD Council chair and be able to perform these duties in the chair's absence Participate as a vital part of the DD Council leadership 56

59 Productive DD Council Meetings Adapted from Councilsource.org for Council use 7/2015 Efficiency and effectiveness are key objectives of a good DD Council meeting. Without concerted efforts, it is easy to waste time and resources, dampen members enthusiasm and interest, and end up meeting without demonstrable results. Creating structure for meetings helps them become productive for the organization and worthwhile and interesting for the participants. Well planned meetings can help the DD Council move closer to having efficient meeting procedures and outcomes that meet with the DD Council s expectations. It all starts with having an agenda. The agenda The agenda is the recipe for the meeting. It is generally drafted by the Executive Director and the chair in close collaboration. It is the tool for the chair to help guide the discussion and a reminder for members to stay focused. The agenda should tie in with the strategic plan for each meeting. The agenda should indicate which items are for discussion and which ones are simply informative. Action items and assignments should also be identified to enforce accountability. In addition, it is helpful to separate out strategic issues, resource items, and operational matters. The most important questions should appear at the top of the agenda, and time limits set for each item so as not to let one issue monopolize the entire DD Council meeting. Adopting a consent agenda - a compilation of items that need no discussion and can be approved with one vote - leaves more time for constructive debate. Time for DD Council development should also be included on the agenda. These might include reviewing DD Council member responsibilities and legal obligations or having a tutorial on how to read financial statements. The agenda can also introduce a specific question the DD Council needs to consider for a later communication or meeting. Before the meeting Without due preparation, meetings may end up as aimless get-togethers. The following tasks should be done prior to each meeting. Consider other creative ways to get DD Council members ready. Assign maximum length and format to reports you expect from committees or task forces. At least two weeks prior to the meeting, send the agenda and attachments to all DD Council members. Action items can be color coded. Include all written reports describing past actions (last meeting minutes, committee reports). this package if all DD Council members are computer literate. Assign a contact person for questions and clarifications for consent agenda items. Set up a chain phone system close to the meeting date to remind everybody personally of the upcoming meeting and assignments. As a DD Council member: Read the materials, come prepared to the meeting, and be ready to participate. 57

60 During the meeting Meetings need to be managed. DD Council members lose interest if they are not challenged and able to utilize their special skills. Listening to repetitive reports is not a constructive way of using limited meeting time. The majority of time allotment should be spent on future issues. The following are some ideas for energizing DD Council meetings: Create a code of conduct for DD Council meetings: No cacophony tolerated. No personal attacks allowed. Respect differing opinions. Change the layout of the room regularly to initiate interaction and contact between different DD Council members. If the DD Council is large, take advantage of small group discussions. Use graphic displays, pictures, or slides as much as possible to keep all participants actively engaged and focused on the same issue. Have themed meetings when applicable. Serious issues warrant additional time for discussion: fundraising, liability issues, outreach, or DD Council composition. Bring in experts to add an outsider s point of view. Rely on staff for information when discussing programs. Try to avoid overly structured and procedural meetings. Allow time for constructive and free discussion and deliberation. Design a colorful Stop! sign for DD Council members to use when they have a question. It can be a less intimidating way to interrupt a speaker. Have a resource table in the room to place additional material for DD Council members to browse. Integrate evaluation of the meeting in the schedule periodically. Use index cards for questions and comments, have everyone fill out a short questionnaire before leaving the meeting room, or have a different DD Council member observe the meeting and provide comments afterwards. Change the evaluation format regularly. After the meeting Without diligent follow-up, meeting decisions easily fall into oblivion. Keep DD Council members informed between the meetings. Consider integrating a standard short executive session after each DD Council meeting for review purposes and allowing the chair to make coaching comments for the future. or send by regular mail a list of assignments to each DD Council member; copy to the chair. Have the chair or another contact person get in touch with DD Council members who did not attend the meeting. Use newsletters to keep DD Council aware of what is happening between meetings. 58

61 Ten Quick Ways to Improve DD Council Meetings Adapted from article by Jan Masaoka, Board Café 7/2015 Make a resolution to implement one of the following ideas each month: Name tags for everyone, every meeting. It s embarrassing to have seen people at several meetings and wondered what their names are... and later it s REALLY hard to admit you don t know their names. Post an acronym chart. Make a poster of frequently used external and internal acronyms (such as CDBG for Community Development Block Grants or DV for domestic violence) and post it on the wall of every meeting. (If you distribute the list on paper it is soon lost.) Write an anticipated action for each agenda item. Examples: Finance Committee report, brief questions and answers: no action needed. Volunteer recruitment and philosophy: Anticipated Action = form committee of 3-4 DD Council members. Public Policy Committee: Anticipated Action = approve organizational statement to city council on zone changes. When possible, make sure that each person contributes at least one thing at every DD Council meeting. This is the Chair s responsibility, but everyone should help! Cecilia, you haven t spoken on this issue. I m wondering what you re thinking about it? Matt, at the last meeting you made a good point about finances. Are there financial issues here that we aren t thinking about? No one-way communication from staff. If you have a regular Executive Director s Report on the agenda, or if a staff program director is giving you a briefing, be sure that such presentations need a response from the DD Council. If not, put them in writing in the DD Council packet and just ask if there are any questions. Don t include committee reports on the agenda just to make the committees feel worthwhile. If a committee has done work but doesn t need it discussed, put the committee report in the DD Council packet. (In the meeting be sure to recognize the committee s good work and refer people to the written report.) Instead, schedule committee reports in the context of the main discussion. For example, if there is a discussion planned on attracting and retaining staff, reports from the Finance Committee and the Personnel Committee may be appropriate. Encourage questions, respectful dissent, and authentic disagreements. Find a chance to be encouraging, at every meeting: Sylvia, I m glad you asked that dumb question. I didn t know the answer either. Duane, I appreciate the fact that you disagreed with me in that last discussion. Even though you didn t convince me, your comment helped make the discussion much more valuable. 59

62 Make sure the room is comfortable! Not too hot or cold or crowded. Offer beverages and something light to eat such as cookies or fruit. Adjourn on time, or agree to stay later. Twenty minutes before the scheduled end of the meeting, the Chair should ask whether the group wants to stay later: If we continue this very interesting discussion, we will have to stay fifteen extra minutes to hear the recommendation on the executive director s salary. Can everyone stay that long, or should we end this discussion and move to that one immediately? BONUS IDEA: Once every year or two, survey the DD Council about meetings. Pass out a questionnaire for anonymous return to the DD Council staff asking, What do you like best about DD Council meetings? Least? Are you satisfied with the items that are usually on the agenda? How could the DD Council president do more to encourage discussion at the meetings? Is the location or time of day difficult for you? 60

63 Checklist for the Chair Adapted from article by Nathan Garber 2003 Nathan Garber & Associates, Training & Consulting for the Nonprofit Sector 7/2015 John Kenneth Galbraith wrote: Meetings are indispensable when you don't want to do anything. Unfortunately, in many cases, he is right. To make meetings creative and useful, a good chairperson is essential. The chair can make the difference between a successful, productive, stimulating meeting and a frustrating, disappointing, waste of time. Chairing a meeting effectively does not come naturally, but it can be learned through practice and effort. Use this checklist to help you as you learn the job. Before the Meeting Meetings are for making decisions. Be sure you understand what decisions have to be made at the meeting. Plan the agenda with the Executive Director to ensure that the most important and most time-critical decisions are made first. Make sure that reports and information necessary to make the needed decisions are sent with the agenda in sufficient time for them to be read. Contact individuals scheduled to make a verbal report and make sure they will be present or will appoint someone else to give the report. Note when someone comes unprepared to the meeting. Call them in advance of the next meeting with a reminder to read and think about the agenda items before the meeting. The DD Council or committee can be severely handicapped when members are absent. o Frequent absences may indicate personal problems for the member or a problem with the o DD Council. If you have reason to think that any member is not making a serious effort to attend all meetings, call them to find out why. At the Meeting Use a Consent Agenda to dispense quickly with routine and non-controversial agenda items. Rules of order are important to ensure that decisions are made fairly and that the rights of the majority and minorities are protected. Make sure that the rules you follow encourage adequate discussion and participation. Start meetings at the scheduled time. Introduce and welcome all newcomers. Summarize the issues to be discussed. Clarify the time-line for discussion. Keep a speakers list. Make sure that everyone who wishes to speak has done so before any speaker has a second opportunity. Encourage the quiet ones. Direct questions to them or go around the table so that everyone can comment. When discussion wanders, bring it back to the matter at hand. Be alert to nonverbal behavior signifying dissent. Ask the dissenter to comment. When debate becomes confrontational and positions become entrenched, seek ways to identify the interests and values that underlie each position and seek ways to negotiate resolution. Watch for signs that the debate has run its course. Then summarize the discussion and ask for a vote or expression of consensus. Ask the minutes-taker to read all motions, amendments to be sure that they are clear, express the intent of the mover, and are correctly entered in the minutes. 61

64 Before the meeting is adjourned (or before people start leaving), make sure that anyone who has been assigned a task is clear on their responsibilities and aware of the reporting date. Check to see if anyone has a problem with the next meeting date and time. End the meeting on time. After the Meeting Review the previous meetings to identify problems so that they can be addressed before the next meeting. Review the Annual Agenda to see what is coming up in the months ahead. Update the annual agenda if necessary. Review this checklist. Consider what you might do to make the next meeting better, and what long-term strategies might improve your meetings. Consider what you might do to assist new members, deal with absenteeism, or remediate poor performance. If you have a vice-chairperson or if there is someone in line for the chairperson s role, include her or him in this review process. 62

65 Face-to-Face: Executive Directors & DD Council Chairs Article excerpts provided by Councilsource.org- From the Executive Director: A Delicate Balance Adapted from an article by Maxine Stein for Council use 7/2015 Team Leaders The ideal relationship between an Executive Director and a DD Council chair is one of shared responsibility and partnership - similar to being co-captains of a team. Each is in charge of different aspects of the team. As Executive Director, my job is to oversee the day-to-day operations of the organization. I have to make certain that the mission is being fulfilled through our work and that the responsibilities the DD Council has asked me to follow through on are carried out. The DD Council's primary focus is on the mission and in helping to define the organization's present and future. The partnership, if it is a healthy one, can set an exciting tone for the organization. An Executive Director is the person most identified with the organization and its main spokesperson. I earn my livelihood from the organization. I have had both formal and informal training for my job. The work of the organization is the central force in the Executive Director's life, whereas the DD Council is more part time. DD Council members join the organization for very different reasons - hopefully because they are attracted to the cause. The membership of the DD Council changes from year to year or from term to term. And the staff - one hopes - is there for a much longer period of time. However, even though the Executive Director and DD Council chair work together, the relationship is inherently unbalanced by the fact that, ultimately, the DD Council functions as the boss of the executive. The bottom line is that the DD Council is composed of the primary stakeholders in the organization. The executive has been hired to carry out the vision of the DD Council. The best of all situations is when the executive's professional opinion and knowledge are allowed to guide the work. Personalities and Styles The relationship does not have to be about conflict. It should be about trust, respect, and shared vision. But a clash of personalities can happen. I do believe that no DD Council should appoint a chair without the input of the Executive Director. It is important that the nature of the relationship be honored and that personalities should be considered when placing someone into a position of partnership with the chief staff. More often, both sides need to balance their personalities and management styles. Communication between an Executive Director and a DD Council chair is essential. It is the responsibility of both to alert the other of any problems that might arise. There should not be secrets. A DD Council chair must encourage healthy communication and be comfortable with the rest of the DD Council's ability to communicate with the Executive Director as well. The DD Council and the chair must also respect that communication to staff be directed through the executive. 63

66 From the DD Council Chair: A Working Partnership Adapted from an article by Mary E. Howe-Grant for Council use 7/2015 The DD Council chair and Executive Director may be dedicated to the mission, but unless mechanisms are in place to handle their differences, the leadership and partnership can break down. Inevitably, even in the best relationship, DD Council chairs and Executive Directors can come into conflict. Some of the most volatile issues include: Differences of Opinion and Focus: It's natural that two people in partnership will sometimes have differences of opinion. Add to that the fact that the Executive Director must focus on how to manage the day-to-day operations while the DD Council chair can afford to focus on the vision and the mission, and there is plenty of opportunity for disagreement and misunderstanding. Differences in Leadership Style: Most often, the DD Council chair and the Executive Director are both experienced leaders who have already developed their respective leadership styles. A person who leads autocratically can be driven crazy by one who constantly seeks consensus. A team- oriented leader can find working with a pyramidal-style leader extremely frustrating. Boundary/Ownership Issues: It's easy to understand how individuals who dedicate themselves to an organization can begin to take ownership of the nonprofit and its mission. Partnerships break down when one person feels the organization is more hers than anyone else's. This leads to criticism of the way the partner does her job, or interference with the partner's responsibilities. A Working Partnership Not all chairs are fortunate enough to find a perfect match in their Executive Director, but nearly all can find a way to improve the partnership. I would recommend the following steps: Communicate! Meet with your Executive Director - and keep meeting: Communicate by e- mail frequently, meet alone twice a month for an hour, have a "No Surprises Policy", share information, celebrate successes, address potential problems, and determine action plans. Know and do your job: You should each have job descriptions. The Executive Director is the DD Council's employee. There should have been a job description before she was hired. If expectations have changed, then the job description should also have changed. Address any ambiguities that arise between the leadership roles directly, settling them as soon as possible. If uncertain about a task, share in its execution. Respect boundaries: The DD Council chair of a smoothly running nonprofit does not try to manage the organization. Work with the Executive Director, but don t cross any boundaries into the Executive Director's defined responsibilities. The DD Council chair can aid the Executive Director in any agreed upon manner, but the key there is "agreed upon." (If the DD Council chair believes the Executive Director isn't doing her job, then that should be brought up with the DD Council and followed through in the appropriate channels.) Support and trust your Executive Director: Mutual support and trust are essential to a true partnership. Trust that whatever the Executive Director does is out of concern for the organization and in support of the mission. Support your Executive Director whenever possible. And, when it isn't possible, tell her so, giving your reasons. Neither of you has the time or the energy to be divisive by second-guessing the other. So don't be tempted to do so! 64

67 The Importance of DD Council Self-Assessment Adapted from an article by Berit M. Lakey, Senior Consultant, DD Council Source for Council use 7/2015 Ensuring organizational accountability is a key role for any DD Council. On behalf of the public and the people or causes served, the DD Council must ensure that organizational resources are effectively used to serve the mission. Accordingly, the DD Council holds the staff responsible for good management and program implementation but must hold itself accountable for the quality of the organization's governance. Through periodic performance assessments a DD Council can identify ways to strengthen its operations in service to the organization and its mission. A number of tools are available to help DD Councils achieve greater clarity about their own effectiveness. Most are designed as self-assessment questionnaires which ask directors to rate the DD Council's performance in major areas of DD Council responsibility. Why conduct a DD Council self-assessment? DD Council assessments serve many purposes, some internal to the DD Council and some in relation to other constituencies. A systematic assessment process will: give individual DD Council members an opportunity to reflect on their individual and corporate responsibilities, identify different perceptions and opinions among DD Council members, point to questions that need DD Council attention, serve as a spring board for DD Council improvements, increase the level of DD Council teamwork, provide an opportunity for clarifying mutual DD Council and staff expectations, demonstrate to the staff and others that accountability is a serious organizational value, and provide credibility with its funder and other stakeholders. A DD Council assessment must be legitimate in the eyes of DD Council members. The opinions of outsiders can be discounted, but what a DD Council says about itself must be taken seriously. A self- assessment is more likely to lead to changes in the way the DD Council operates. However, a self- assessment does not necessarily exclude input from other sources. The DD Council may, for example, choose to ask the executive director and senior staff to provide feedback. When to conduct a DD Council self-assessment A full-scale assessment may be desirable only once every two or three years, with interim assessments conducted to monitor progress on objectives set after the last assessment. Times when a self-assessment may be particularly useful include: at the outset of a strategic planning process in preparation for major expansion or capital campaign when there is a sense of low energy, high turnover, or uncertainty about DD Council responsibilities after a financial or executive leadership crisis. How to conduct a self-assessment An assessment process involves a number of steps: Decide to conduct the assessment. This must be a DD Council decision. Assign the responsibility for making the necessary arrangements to a small task force or to the 65 governance committee.

68 Decide whether to use a standard instrument designed for DD Council evaluations or to design a process from scratch. Decide whether to use an outside consultant to administer and facilitate the process. Using an outsider to administer the questionnaire will make it more likely that DD Council members will give frank answers. An outside facilitator of the DD Council's follow-up discussion will encourage open and constructive debate. Distribute the instrument and ask DD Council members to complete and return the questionnaire to the designated person. Compile, analyze, and present responses in a written report that is distributed to DD Council members. Discuss the findings, perhaps in a retreat setting, and identify actions that will lead to improved performance. If an outside facilitator has been engaged, this person will already have collected additional information about the DD Council (bylaws, meeting minutes, committee structure, etc.), and will have discussed the agenda with the person(s) charged to arrange for the assessment. Is it worth it? Evaluation can have a profound impact upon a DD Council Self-assessment and may be the best way to reach root problems and find lasting solutions that will make your DD Council better. 66

69 DD Council Chair Performance & Effectiveness Assessment Distinguished (successful, respected, dignified) Proficient (competent, skilled, professional) Apprentice (learning from others, beginner) Novice (new to field or activity) Process Product People Discussion is Consideration of animated but relevant information focused. The chair and research is periodically comprehensive. summarizes Decisions for DD consensus points, Council action are checks for support summarized and and then moves on to approved by motion. the next topic. Robert s Rules of Order are practiced for voting issues (if applicable). A dynamic pace allows for discussion while achieving agenda results in a timely manner. Efforts are made to seek common agreement or use Robert s Rules of Order for voting (if applicable). Processes are fair to all. Chair makes visible efforts to follow an agenda and stay within time limits. Some discussions wander into unrelated topics. Votes are taken. Chair encourages others to support his/her ideas. Discussion moves forward periodically. Relevant information and research is considered. A decision for DD Council action is approved by motion. A decision for DD Council action is approved by motion. Many issues and opinions are discussed decisions for DD Council action are not explicit. All DD Council members participate in a dialogue to consider all points of view. Appropriate resource people are invited to present information to the DD Council. All DD Council members have an opportunity to express their point of view. Resources are shared. People have an opportunity to present ideas to the DD Council. 2-3 people dominate discussion - others are invited to contribute. Talk is dominated by 1 2 people. 67

70 Suggestions for the Chairperson No DD Council meeting ever runs entirely as planned. Here are some strategies to deal with common problems. People arrive late: Start on time with whoever is in the room. When latecomers arrive greet them warmly and tell them where you are on the agenda. Do not recap for their benefit. If appropriate, tell them you will review what they have missed during the break. If you always start on time you send a very powerful message. You also show respect for the people who are there on time. They should not be held up waiting for latecomers. DD Council members are not prepared for the meeting: Find out why. There are times when unexpected events or a family crisis can prevent people from reviewing material before a meeting. If such is the case, proceed as best you can. However, if members do not have a reason for their lack of preparation, be calm but firm. Remind them that the meeting materials are sent out in advance and that it is the responsibility of every member to review the background materials before the meeting. The meeting drags on and on: Often this happens because people keep going off topic. Make sure the meeting objectives are written on a flip chart (or power point with icons) and placed in a position where everyone can see them. Review them at the beginning of the meeting and state that the meeting will end on time, and to ensure that it does, you will keep everyone on topic. When a person raises another topic, point out that while it may be important, it is not on the agenda for that day s meeting. Use Parking Lot strategy described below. Hints to improve the discussion... When the issue under discussion is a complicated one, there can be moments during a DD Council meeting when members lose their focus. To keep the discussion on target try questions such as: What does the rest of the group think about the suggestion just made? Who wants to comment on this? What do you think? Does anyone have a different opinion? To get more detail or to probe in greater depth, try discussion. It s a good idea to have a flip chart paper with the title Parking Lot at the front of the room. When someone starts to discuss a topic that is important but is not on the agenda, put it in the Parking Lot for consideration at a future date. 68

71 People keep making the same point, over and over: Record people s comments on a flip chart. The second time the issue comes up, point to the record and gently tell the person the point has already been made. Ask them if they have anything to add to the point. Then, move on. Somebody shoots down every idea put forward: Try this technique to keep one negative person from shutting down the entire conversation: When someone makes a suggestion, or offers an idea, ask the group to tell you what they like about the idea. Tell the DD Council members you do not want to discuss the negatives until you have first discussed the positives. That changes the tone of the meeting, helps put the negative comments in context, and contributes to a more balanced discussion. Another technique to use when someone constantly says ideas won t work is to ask them how they would change the idea so that it would work. This switches the focus from the negative to the positive. No one ever acts on the decisions made at meetings: End each meeting by recapping the decisions. Assign someone to each task. Set a timeline. Put all this in the minutes, and ask for progress reports at the next meeting. Close the meeting by suggesting a next step. Make sure every member gets a copy of the minutes. To support critical thinking, use questions such as: Explain a little more about what you mean. You seem to think that s a good idea. Would you tell us why? You look doubtful. What are your thoughts? I can see by your expression you (agree/disagree). What are your comments? Would you elaborate on that idea a little more? To recap decisions, use questions such as: Is this what you had in mind? Am I saying it right? Have I missed any of your points? Have I summed up your comments accurately? Adapted for Council use - 7/

72 To reach NACDD/ITACC staff please feel free to contact: Sheryl Matney Director of Technical Assistance ext. 148 Angela Castillo Epps Technical Assistance Specialist ext. 100 acastillo 70