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Where do we fall on the spectrum of “all work is done by volunteer members” to ‘the board sets the mission, evaluates CEO”?

Board becomes an advisory board setting strategic direction and overseeing head of OSI. There is a role for volunteering beyond board duties, but that is not a board members’ expectation.

Who creates/approves the mission, vision, principles, values

The board

Who is responsible for communicating/evangelizing mission, vision, values?

Ultimately the Head of OSI and staff. Board can, too.

Where does community fit into their creation/adoption?

Community can inform it, but not decide on mission, vision, values

What are the board’s staff responsibilities?

At a minimum the board must hire, fire, and hold Head of OSI accountable with performance management.

Who is responsible for all staff that report to Head of OSI?

Head of OSI hires/onboards/holds accountable all other staff.

Who gives work to staff?

Only the President. No board members can give work to Head of OSI or other staff.

How do board members communicate with Head of OSI/IGM?

Do not go direct. Go through the President or cc: President at a minimum

What are the roles for the budget?

Staff create/manage/report on the annual budget. The board approves the budget.

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What committees are we keeping

Finance, Staffing, Standing. Staffing will dissolve when Head of OSI is hired and takes over staff management. Standing will dissolve when IGM can take over agenda setting (~Nov 2020). All contractors managed by a committee will be managed by IGM

How do staff work with committees?

Staff owns the work and partner with committees for advisory input

What are our stakeholders involvement with strategy setting?

The board wants to

• inform stakeholders of our direction, process, decisions.
• consult with stakeholders
• Avoid hosting town halls
• Be intentional about who we reach out to for input as part of strategy setting.
• Hold listening tours to quickly, effectively get input from primary stakeholders (e.g. form mission then ask how we can better step into our mission)
• IGM has great skills to do this listening tour.

How do we want to work with Head of OSI on creating strategy, plans, budget?

The board wants to refine the vision and mission and work with a head of OSI to create a strategy. The Head of OSI will turn strategy into a plan/budget.

What are we looking for in a hire?

The head of OSI needs the skills to work on strategy and convert it into plans.

What do we need to do to prepare to hire Head of OSI?

The board will

• Refine mission/vision
• Determine job title, description, comp package
• Create an interview process and follow it

We want to move quickly on defining mission/vision but not move too fast on hiring the Head of OSI, so we make a good choice.

How will we work with Head of OSI to determine strategy?

We will do a workshop with the Head of OSI to get aligned on the refined mission/vision and set the strategy together.

How do we make decisions as a board?

Unless specified differently, we rely on consensus and less on vote - meaning we fundamentally agree and commit to a decision based on discussion. Even when we don’t agree, we commit to the decision and participate in the outcomes of that decision (good or bad). We do not use unanimous votes.

how much support do we want/need in our strategic planning work?

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The board wants an advisor on the process for setting strategy, so we know what are the right questions we should be answering by when. The board also wants a facilitator of board meetings/strategy discussions so we land on decisions well/ effectively.

Does the board want to use Adam Goodman to advise/facilitate with board strategy work?

Yes [August board meeting]

What is the approved budget amount for Adam Goodman

$10,000 for the summer engagement (spent)

$18,000 for any additional 2020 engagement (not spent yet)

[July board meeting - 2020 budget approval]

General Manager

Executive Director

Full description

Full definition

• Works to improve efficiency and increase profits
• Handles overall operations
• Duties include managing staff, overseeing the budget, employing marketing strategies, and more
• Reports to higher-level managers or executives and supervise lower-level managers.
• Doesn’t work with the board on strategy, but implements the board’s strategic plan.

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• Design, develop and implement strategic plans
• Responsible for the day-to-day operation
• Manages committees and staff
• Has the authority to run the organization
• Accountable to the chairman. Reports to the board on a regular basis
• The board may offer suggestions and ideas about how to improve the organization, but the executive director decides whether or not, and how, to implement these ideas
• They may or may not sit on the board

Managing Director

Full description

• Similar to Executive Director, but is a title used in European countries and other commonwealth nations
• Advises the Chair on board policies based on their industry insights

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