This document discusses building better advisory boards and strengthening relationships to achieve results. It provides an overview of NAF advisory boards in Seattle public schools, challenges they previously faced, and goals and strategies for improvement. These include broadening membership, increasing member participation, developing strategic plans, expanding funding opportunities, and succession planning to build more effective boards focused on goals, integrity, and work.

1. Building A Better Advisory Board ~ Relationships to Results

2. Contributions to Interaction Knowledge of Key Areas Quality of Input Understanding Role Building a Better Board ~ Relationships To Results

3. Today - Phoenix Who are we? Who are you? Why are you here in this workshop?

4. Where were we? NAF Advisory Boards in the Seattle Public Schools

5. Where were we? Strong involvement of business, community, industry partnerships, community college and 4 year colleges Advisory Boards established 1987 AOF established 1998 AOHT established 2003 AOIT established; reorganized 2009

6. Change of Director in November 1999 Out of classroom into position of liaison between community partners and SSD First meetings Cancelled (WTO) AOF & AOHT Advisory Boards Impressive List of members 4 attended + myself (1 was new member) AOHT modeled after the AOF board director lead/called Introductions/director update/quiet

7. First Impressions My questions concerning the boards Right people?? Right relationships?? No agenda?? Right location??

8. First Impressions Director’s Self Assessment Passion for success, students and programs Limited experience with industry partners Time constraints in learning to work with multiple constituents Need to acquire skills Boards needed direction, innovation, openness, support, enthusiasm Boundaries were being challenged with ideas, direction, different thinking Boards needed support, can-do solution directed, not negativity Boards needed to feel good about what they do Sincerity and positive approach

9. TEAM/ RESOURCES • Goal Directed Board Ownership Broader Perspective SUCCESS FACTORS CHALLENGES STAGES/TASKS Q1 2008-09 Q2 2008-09 Q3 2008-09 Q4 2008-09 • Broaden Scope and Scale of Board Member - ship • Broaden Scope and Scale of Board Member- ship • Broaden Scope and Scale of Board Member- ship Broaden Scope and Scale of Board Member -ship Maintaining Purposeful Mission • Maintain Momentum & Enthusiasm • Productivity • Beneficial outcomes for all partners • Time • Current Board members Positive Attitude Advocacy Positive District Representation TARGET PRIMARY OBJECTIVES OTHER OBJECTIVES • Focus on Future Thinking OBJECTIVE • Connection of experience and skills in industry OBJECTIVE • Collaboration OBJECTIVE • Bring in Technical/in-dustry skills MISSION: DEEPEN & BROADEN PARTNER - SHIP OTHER OBJECTIVE OTHER OBJECTIVE OTHER OBJECTIVE OTHER OBJECTIVE OTHER OBJECTIVE Academy Development Game Plan for Seattle OBJECTIVE • Board Connected by strengths; increased numbers; net –working; FUN • Board given Choices; Strategic Planning; Board Retreat • Commit-ment and Follow through; meaningful committee structure • Deliberate & focused intentional use of time • Board Recognized & valued contribution , i.e. celebrations

10. Discovery Community partners had little to do Low commitment Level of the whole board; a few workers Board mainly focused on fundraising Location did not stimulate involvement No school Visits No Fun

11. NAF Advisory Boards in the Seattle Public Schools Where are we now?

12. Building a Better Board FOCUS WORK PEOPLE RELATIONSHIPS AGENDA INFORMATION

13. Focus Vision: A goal with the highest degree of effectiveness Integrity: Uncompromising commitment to purpose Work Annual self-assessment by individual boards Establish the years “top activities” Define purpose, resources & effectiveness Combined Seattle Academies Foundation Retreat

14. People Performance: The right people doing the right job Inside/Outside Advisory Board: Active Members Inactive/former members

15. Relationships “ The key to a better board lies in the working relationships between board members, the social dynamics of board interaction, and in the competence, integrity and constructive involvement of each member.”

16. Contributions to Interaction Knowledge of Key Areas Quality of Input Understanding Role Building a Better Board ~ Relationships To Results

17. Agenda Information Advisory Board Meeting Agenda Board Reports Career Conference Next Steps Next Meeting

18. The Board Is Most Effective When focusing on goals that are: DEVISED by its members ENDORSED by its members SUPPORTED by its members When providing member satisfaction When having FUN!

19. NAF Advisory Boards in the Seattle Public Schools Where are we going?

20. Where are we going? Expand the size of the Board Encourage additional sector representatives and expand as widely as possible Academy Graduates from program and in industry Bring a friend Identify needs for segment representation and recruit Parent participation Strategic Planning effort: Seattle Academies Foundation Retreat

21. Increase Member Participation Create a sense of need Increase personal visits to each Board member gain feedback assess individual needs gain further commitment to the Board At times, meet individually (coffee, wine, chat) Taste of Switzerland, Winefest in October Holiday & Summer Socials

22. Internships Increase Community Contacts Assess methods of commitment and seek alternatives Strategic Initiative for Board planning, creates buy-in and momentum for the year Joint ask from Seattle Academies Foundation

23. Funding Establish new and broader based committee to examine alternatives Identify community resources/partners as part of Strategic Plan Update and include funding at each Board meeting Establish/maintain 501(c)(3)

24. Leadership Succession Examine structure Involve Board members in leadership Continual discussions Add positions and responsibilities

25. Activities with students Consider combining academy activities to better utilize limited Board resources and time Career related events combined with preparation in-class Be creative

26. Strategic Planning Retreat Continue this successful exercise Include honorary (in-active) Board members Assign responsibilities in advance Location away from worksite Produce Strategic Plan document

27. Current Activities Meet at each school annually Create, plan, and develop an Industry Specific Career Awareness Event/Conference Involve alumni Combine all academies in a college class at Seattle University Internships Academy Graduation Fund Raising

28. Current Activities Senior Trips Inside: committee work Outside: recruitment and internships Speakers for classrooms Mock interviews Increase industry awareness Intro event with Port of Seattle as recruitment on both sides

29. Meeting Today’s Challenges Summary Resource materials Charlie Katz, Advisory Board Support www.nafconnect.org

30. Thank You David Bowerman 206-623-7580 [email_address] C. Joanne Patrick Tel: 206.252.0745 [email_address] BUILDING A BETTER BOARD ~ RELATIONSHIPS TO RESULTS