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CEC LEADERSHIP: A NEW VISION
FOR THE FUTURE
2018 Leadership InstituteAlexandria, VA
Robin Brewer, Maggie McLaughlin, Jim Heiden
• Mikki Garcia, Immediate Past President and LDC Chair
• Sharon Rodriguez, LDC Staff Liaison
Welcome and Introductions
What Are Some of the Challenges for Associations?
▪ Maintain membership
▪ Generate and increase participation
▪ Attract volunteers
▪ Compete with alternate service providers
⬜Google, Youtube, Teacher Pay Teacher, Pearson
What makes an effective board?
▪ Culture of Candor, Respect and Inquiry
▪ Appetite for Continuous Learning and Improvement
▪ The Capacity to Think and Act Strategically
Principles of Good Governance
▪ Effective processes and competent individuals.
▪ Volunteer management should reflect the core principles of human resources (suitable steps for selection, orientation, training and development, management and evaluation).
▪ The board of a non-profit with a professional staff should:▪ maintain a strategic focus;▪ employ governance policies and systems which minimize
the need to “put out fires;” ▪ Focus on advancing the mission, strategic plan and
relationships and investing the authority in appropriate individuals or group to execute the plan.
Strategy & Policy
Strategy, Policy,
Management
Management Management & Operations
Operations and Activities
Board Continuum
Governance Responsibilities
Board of Directors
Management Oversight
Financial Oversight
Program Oversight
Legal
Oversight
Executive Director *
Staff Management
Financial Planning
Policy/Program Development & Management
Liaison to the Board
Shared Duties
Evaluating the Organization
Financial Accountability
Strategic Planning
* Unchanged from existing
Bylaws and Executive Director’s
job description
Time for a VISION exam?
Is your board four sighted?
✓ Oversight
✓ Insight
✓ Foresight
✓ Hindsight
How to measure success:
❑ Moving the mission
❑ Serving the member
CEC’s Governance Model, Est. 1999
CEC’s Organizational Structure
MEMBERS
Units
(State/Provincial)
Divisions Students
Representative Assembly
(Two representatives from each
Unit and Division and
the Student Membership)
Executive
Director
& HQ Staff
Board of
Directors
Committees/
Workgroups
Responsible and reports to
Representation
Advisory
Why now?
❑ Nearly 20 years since CEC’s governance system has been examined as a whole
❑ CEC’s governance is not reflective of best practices in association management
❑ CEC is struggling to recruit diverse and committed volunteer leaders
❑ Radically changing nature of associations
Governance Workgroup Charge
Fall 2016: the CEC Board establishes a workgroup to:
❑ Analyze the size, composition, and charges of CEC’s Board of Directors, committees (standing and non-standing), and advisory groups and make recommendations to address inefficiencies, if any, and incorporate best practices from the field of association management;
❑ Develop systems or policies to facilitate adaptability and promote innovation within CEC’s committees, workgroups and advisory groups; and
❑ Establish a process for on-going review of CEC’s governance structure(s).
❑ Recommendations were due December 2017.
Process for Developing Recommendations❑ Agreed that no changes will be recommended just for the sake of change.
❑ Engaged an external association/volunteer management consultant.
❑ Used evidence-based resources on best practices in nonprofit and association governance.
❑ Obtained stakeholder input:
⬜ Board members
⬜ Unit/division leaders
⬜ Past Presidents
⬜ Committee chairs
❑ Obtained input from related associations.
❑ Followed CEC’s core values, especially the commitment to diversity, caring, and respect for the dignity and worth of all individuals.
Evidence-Based Resources
Outcomes of
Leadership Reform
Creates a diverse
leadership pipeline
Promotes a culture of
knowledge, nimbleness, and
trust
Increases member input on governing actions that impact them
Promotes efficient,
effective and strategic
decision-making
Maximizes volunteers’
time, expertise and
engagement
Guarantees all entities are
high-impact and add value
Increases accountability
and transparency
Transparency: Member Input and Feedback
▪ Board Members: Briefings at CEC 2017 and CEC 2018, board telephone interviews, webinar, post-webinar interviews
▪ Unit/Division Leaders: IDC at CEC 2017 and CEC 2018, Unit Leaders Breakfast at CEC 2017 and CEC 2018, Leadership Institute sessions in July 2017
▪ Past Presidents: Webinar briefing January 2018, Volunteer Leaders Breakfast at CEC 2017 and CEC 2018
▪ Committee Chairs: Volunteer Leaders Breakfast at CEC 2017 and CEC 2018
▪ Bylaws Comment Period – December 5 through February 20. 87 pages of comments received!
Recommendation #1
❑Institute a comprehensive and inclusive process to ensure a highly competent, diverse and inclusive pipeline of committed volunteer leaders by establishing a Leadership Development Committee.
Leadership Development Committee
❑ Purpose: Intentionally identify, cultivate, recruit, and orient, competent and diverse volunteer leaders for board and committee positions that are responsive to the current and future needs of CEC.
❑ Goal: Identify, nurture and develop leadership potential and skills in emerging leaders.
LDC vs. NSC
▪ 9-11 members
▪ 3-year terms
▪ Chair 3-year term
▪ Eligibility criteria and KSAs
▪ Selected by Board based on slate recommended by LDC
▪ Responsible for member election
▪ 9 members
▪ 2-year terms
▪ Chair (IPP) 1-year term
▪ No eligibility criteria
▪ All applicants “slated” for election by the Representative Assembly
▪ Election carried out by Elections Standing Committee
Leadership Development Committee
Nominations Standing Committee
LDC Appointment Process
Annual Call for
Volunteers to all Members
Leadership Development Committee Evaluates
LDC Nominees
Presented to the Board
Board Appoints
LDC
LDC Members
Mikki Garcia, Ed.D. Chair
Consultant, JEM Educational; Midway, GA
Anna M. Adl, M.S.
Diagnostician/New Teacher Induction Coordinator; School District of Cudahy; Cudahy, WI
Sheila B. Bailey, Ph.D.
Executive Director, Virginia Council of Administrators of Special Education; Prince George, VA
Robin D. Brewer, Ph.D. (Governance Assessment Workgroup Representative)
Associate Professor, University of Northern Colorado; Greeley, CO
William K. Bogdan, Ed.D.
Leadership Consultant; Cincinnati, OH
Maureen O’Leary Burness, M.S.
Special Education Leadership Consultant; Technical Assistance Facilitator; Sacramento, CA
Marilyn Friend, Ph.D.
President of Marilyn Friend, Inc. (consulting and publishing); Professor Emerita, University of North Carolina at Greensboro; Washington, DC
Kelly J. Grillo, Ph.D.
High School Biology LEAD Inclusion Teacher, Flagler County Schools; Title I Tutor; Adjunct Instructor, University of Central Florida; Ormond Beach, FL
Gloria Niles, Ph.D.
Assistant Professor of Special Education; University of Hawaii West Oahu; Kapolei, HI
Zachary Walker, Ph.D.
Associate Professor, University College London, Institute of Education; London, England
LDC Begins Work
▪ May 21 – LDC begins review of draft board application
▪ Group assignments for specific questions within the application
▪ Full committee assignments for specific questions within the application
▪ June 7 – Conference call
▪ June 25-26 – Face-to-face meeting
Accountability - LDC
The LDC will be accountable to the Board for ensuring diversity and inclusion through:
⬜ Planning: Developing a detailed strategy and concrete goals, objectives, tasks, and timelines for putting its commitment into action.
⬜ Communicating: Developing a comprehensive, continuous and transparent communication plan that reaches out to CEC members from diverse groups, personally contacting and encouraging participation in the leadership development process.
⬜ Assessing: Measuring and annually reporting the results of efforts to engage members of diverse groups in leadership development and appointment to leadership positions.
⬜ Training and Development: Developing clear pathways to leadership and encouraging participation by all segments of the CEC membership in order to create a more diverse volunteer pool from which future leaders may emerge.
Recommendation #2
❑Revise the eligibility, selection process, size and composition of the Board of Directors.
Board Size and Composition
❑ No fewer than 12 members and no more than 15 (down from 21), including Thought Leader(s).
❑ After receiving the LDC’s annual gap analysis, the board will determine the specific number of new members necessary to fulfill the mission of the organization.
❑ Terms are three years for non-thought leader members.
❑ One but not more than three Thought Leaders, for terms of one to three years, at the Board’s discretion.
❑ All positions are non-designated (except for Thought Leaders).
Board Eligibility and Selection
❑ Drawn from pool of candidates recruited, vetted and recommended by the LDC.
❑ Based on established Knowledge, Skills and Abilities (KSAs) to be developed by the LDC.
❑ Elected by the members.
Member Election of Board
Volunteer Leadership
Pool
Leadership Development Committee Evaluates
Slate of Candidates
Presented to Members
Members Elect
Directors to Board
Officer Eligibility and Selection
President Elect
❑ Must be an existing board member who has served as a member of the board for a minimum of two years or has been on the board within the past five years.
❑ Elected by simple majority of the board from two applicants recommended by the LDC.
❑ Serves for one year before assuming the role of President. President serves one year before moving to the position of Past President.
Treasurer
❑ Elected by a simple majority of the board from two applicants recommended by the LDC. (No change from previous bylaws)
❑ Three-year term with two consecutive terms maximum.
Board Application Online
▪ Short link: https://www.cec.sped.org/Apply
▪ Full link: https://www.cec.sped.org/About-Us/CEC-Leadership/Board-of-Directors/Apply-for-the-Board-of-Directors-or-Student-RA-Rep
▪ Deadline: 3:00 pm Eastern, August 27, 2018.
Officer Election
Current Board Members or
Individuals Who Have Served in the Last 5 Years
Leadership Development Committee Evaluates
Candidates
President Elect and Treasurer
Candidates Presented
Board Appoints
Officers
Thought Leaders
▪ Board identifies need for a subject matter expert from outside the field
▪ One but not more than three Thought Leaders each year, as needed (as determined by the board.
▪ Voting member but NOT eligible become an officer.
▪ Not a member of CEC.
▪ May be outside of the field of special education, education, or disabilities.
▪ May be recruited and selected by the board or LDC at the request of the board.
▪ Brings specific in-depth knowledge and expertise in one or more areas that represent a pressing need of the board.
▪ Serves a minimum of one year; up to three consecutive years.
Thought Leaders Appointment Process
Board Identifies
Need
Board or LDC Recruits Candidates
LDC Evaluates
Candidates
Thought Leader
Candidates Presented
Board Appoints Thought Leaders
Accountability
❑The LDC is accountable to the Board.
❑The Board is accountable to the members through the member election process.
❑The Board President will issue a report on CEC’s volunteer leadership program, including metrics around diversity and inclusion. The report will be communicated through Special Education Today, posted to cec.sped.org, as well as presented during the meeting of the Representative Assembly during the convention.
Diversity
Expanded definition, developed in conjunction with the Diversity Committee:
CEC defines diversity to include race, ethnicity, culture, language, age, (dis)abilities, family status/composition, gender identity and expression, sexual orientation, socioeconomic status, religious and spiritual values, geographic location, and country of origin.
Diversity
❑Diversity is very important when it comes to:
▪understanding the changing environment from a broader perspective
▪developing creative new solutions to new problems
▪understanding the client populations served by the organization
▪planning effectively
▪monitoring and strengthening programs, services
Discussion Questions
❑How does your unit/division:
▪ Define diversity?
▪ Intentionally recruit diverse and well-qualified board and committee volunteer leaders?
▪ Ensure a process for strategically growing and renewing its volunteer leadership pool (e.g, identifying necessary knowledge, skills and abilities)?
▪ Inform its membership about metrics around volunteer recruitment?
