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Advisory board structure summer 2008

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  • 1. Advisory Board Structure and Management for Fun and Profit 2008 Summer Institute Thursday, July 10 10:00 – 11:15 a.m. Presented by: Charlie Katz, Director, Advisory Board Development National Academy Foundation
  • 2. NAF background and history
    • 501(c)3 non-profit, based in NYC
    • Began with 1 AOF in Brooklyn, NY in 1982, 35 students
    • Added AOHT in 1986, AOIT in 1999, AOE in 2007
    • 510 Academies in 41 States and D.C.
    • Over 40 NAF Academies in California
    • 80,000 students enrolled annually
    • 100,000 alumni
  • 3. NAF
    • National Academy Foundation (www.NAF.org)
      • Key Components
        • Rigorous and Relevant Curriculum
        • Professional Development for Educators
        • Paid Student Internships
        • Local Advisory Boards
  • 4. Murphy’s Law: Anything that can go wrong, will go wrong
  • 5. Defining an Effective Board
    • Understands the overall mission
    • Works together for the good of the program
    • Produces tangible, measurable results
    • Focuses on the students’ interests first
    • Communicates well with administration (Director, teachers, principals, superintendent) and with each other
    • Takes charge and is proactive
  • 6. Role of Advisory Board
    • Helps define the mission of the program
    • Assist in the development of Academy policies
    • Provide paid internships for qualified students
    • Provide industry expertise to support curriculum
  • 7. Role of Advisory Board
    • Access to professional development classes for teachers
    • Industry familiarization (fam) tours for teachers and students
    • Mentoring and job shadowing opportunities for teachers and students
  • 8. Role of Advisory Board
    • Assist in budget development
    • Assist in fundraising in support of the Academy
    • Assist in promotional activities
    • Curriculum review and development
    • Development of competencies for career paths
  • 9. Role of Advisory Board
    • Provide awards and incentives for teachers
    • Provide scholarships for students
    • Assist in the development of a strategic plan
  • 10. Local Advisory Board
    • 15-20 local business leaders, primarily (but not exclusively) from Academy-theme industry, who meet regularly, and provide various resources for Academy
    • Resources include (but are not limited to):
      • Classroom participation (including presentations, coaching, judging competitions, etc.)
      • Mentoring, job shadowing, student conferences
      • Paid internships
      • Funding (scholarships, field trips, etc.)
      • Professional development for educators
      • Assistance with student recruitment
      • Advocacy
  • 11. What do ABs look like?
    • Chair, Vice- (or Co-) Chair, Secretary, Treasurer
    • Monthly meetings (following Roberts’ Rules)
      • Written by-laws, standing agenda, written and distributed minutes
      • Role-call, reports from various members, next steps, majority voting
    • Chair runs the meetings
      • Academy Director reports on current state of program/school
      • Academy student(s) report on current state of class(es)
    • Committees report out:
      • Internships
      • Fundraising
      • Advocacy, Promotion and Public Relations
      • Student Recruitment, Student Activities
      • Board Recruitment
  • 12. Measuring Success of an Effective Advisory Board
    • Establish SMART goals
    • Hold an annual strategic planning meeting
    • Conduct an annual review of YOY goals
    • Establish new goals
    • Establish who, how and when
    • Review periodic results to annual goals
  • 13. Other Laws of Murphy:
    • Anything that can go wrong for which you are prepared , won’t go wrong…. something else will
    • It always rains right after you wash your car
  • 14. Symptoms of a Dying Board
    • Doesn’t hold regular meetings
    • Doesn’t invest time or money in program
    • Doesn’t interact with the students or teachers
    • Doesn’t speak up and share ideas or concerns
    • Doesn’t have any short or long-term goals
    • Doesn’t have any leadership
  • 15. Developing an Effective Board’s Personality
    • Develop trust and candor
    • Encourage constructive dissent
    • Put people in “positions of strength”
    • Assume responsibility and accountability
    • Evaluate performance
    • Recognize the social structure
  • 16. Ways to develop an Effective Social Structure
    • Proactive, passionate Chairperson
    • Clear understanding of purpose
    • No personal or “hidden” agendas
    • Open communications
    • Timely and complete information
    • Everyone engaged in something
    • Friendly competition (golf game)
  • 17. Team Performance TM model
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  • 25. Team Performance TM model
  • 26. Other Laws of Murphy:
    • The other line always moves faster
    • The noise will always disappear when you take your car in for service
  • 27. Ways to Engage Board Members
    • Advisory Board Committee member
    • Paid internship provider / supervisor
    • Classroom speaker
    • Mentor
    • Job-shadow venue
    • Coach, judge (FBLA, BPA, SMG, Fed Challenge)
    • Speaker at Student Conference
  • 28. Benefits of Being Involved
    • What’s In It For Me? ( WIIFMs)
      • Altruistic Factors
      • Financial Factors
      • Higher employee recruiting opportunities (ability to:)
        • Identify and groom future entry-level workers
        • Reduce recruiting costs
        • Retain local talent in the geographic area
  • 29. Benefits of Being Involved
    • What’s In It For Me? ( WIIFMs) (Continued)
      • Lower training costs 1
      • Lower employee turnover 1
      • Higher morale in current workers 1
      • Greater ability to work in teams 1
      • Greater work ethic
      • Greater employee productivity
      • Increased positive public relations news
      • Greater exposure in the markets served by the company
      • 1 Shaping Postsecondary Transitions , Orr, Hughes and Karp, Institute on Education and the Economy, Teachers College, Columbia University, (IEE BRIEF April 2003)
  • 30. Other Laws of Murphy:
    • Bread always lands jelly side down
    • The distance to your departure gate is always inversely proportional to the time you have to make your flight
  • 31. Three Structural Concepts
    • 501(c)3
    • Regionalizing the Board
    • Succession and Sustainability
  • 32. 501(c)3 Advantages/Disadvantages
    • Doesn’t co-mingle with school system funds
    • Easier access to the money
    • Essential if you are funding across school districts
    • Budget oversight much easier
    • Foundations may require it for funding
    • Complicated legal procedure / costs
    • Legal, tax and auditing responsibilities
  • 33. Regionalizing the Board
    • When does it make sense
    • Advantages and disadvantages
    • Combining local Boards
  • 34. Structuring a Regional Advisory Board
    • Regional Executive (Steering) Committee
        • Internships, Fundraising, Promotion/PR, Student Conference
      • Local Advisory Boards
        • Instructional support
        • Mentoring
        • Job shadowing
        • Local fundraising
        • Competitions and coaching
  • 35. Structuring a Regional Advisory Board Regional Executive (Steering) Committee Local Advisory Board Local Advisory Board Local Advisory Board
  • 36. Steering Committee (Representatives from each Local Advisory Board, all NAF national partners, District personnel) District Program Office HS 3 HS 2 HS 1
    • Advisory Board oversight
    • Strategy and growth
    • Sustainability
    • Internships
    • Fundraising and program support
    • Media, promotion, recruitment and public relations
    • Student conference
    • Professional development for educators
    Local Advisory Boards: Members: Responsibilities: Academy Advisory Board Structure, Oversight and Implementation
    • Principal
    • Director
    • Local business leaders,
    • higher ed, teachers,
    • student, parent, etc.
    • Principal
    • Director
    • Local business leaders, higher ed,
    • teachers, student, parent, etc.
    • Principal
    • Director
    • Local business leaders, higher ed, teachers, student, parent, etc.
    • Overall AOE program management
    • Supporting, coordinating and connecting all Academies
    • Data management, collection, reporting
    • Budget management
    • Year of Planning (YOP) progress
    • Curriculum training
    • Student selection process
    • Local Advisory Board development
    • Local student enrichment activities (classroom speakers, job shadowing, mentors, field trips, etc.)
    • Student readiness and outcomes
    • Supplemental Teacher/Counselor development and training
    • Local business, parent, and community support
  • 37. Succession and Sustainability
    • Managing member turnover
    • Board cohesion
    • Team building
    • Esprit de corps
  • 38. Succession and Sustainability
    • Make Board recruitment an on-going practice
    • Have Staggering Chair and Co-Chair
    • Develop one or two annual outings with just the AB members to get to know one-another
    • Keep the mission of the AB in front of members at each meeting and outing
    • Develop ways of honoring and thanking AB members
    • Be prepared for constant change and schedule strategic planning meetings to regroup annually
    • ALWAYS connect business people with kids!
  • 39. Wrap up – Q and A
    • You got questions, we got answers!
  • 40. Additional Resources
    • For more information
      • Charlie Katz (charlie@naf.org)
      • Regional Manager
      • ABLC member
      • www.naf.org , then click on…
        • NAF Network Members - Enter Here
        • Academy Development link
        • Advisory Board Development
          • View Support Materials
          • Watch Videos
  • 41. Last Laws of Murphy:
    • Anything dropped in the bathroom will land in the toilet
    • Gravity never works in your favor