The Child Care Council of Onondaga County Board Effectiveness Project

1
The Child Care Council of Onondaga CountyBoard
Effectiveness Project

• By Maxwell Consulting Team I
• James DeWan, Isaku Endo, Amy Fedigan, Elanit
  Rothschild, Stacey Tate, Camille Woodland

2
Introduction

• Client The Child Care Council of Onondaga
  County
• Non-Profit
• In operation since 1975
• Founded to coordinate, assist and strengthen
  childcare service in the community
• In 2001, the Council provided childcare referrals
  to over 4,300 families and sponsored more than
  470 classes and workshops for childcare
  providers.

3
Council Structure
Board of Directors
Executive Director
Assistant Director
Finance Manager
SACC Lead Registrar
Parent Services Team Director
Family Child Care Team Co-Directors
Office Manager
SACC Registrar
Parent Referral Specialists (3)
Secretary / Receptionist (2)
Family Child Care Specialists (6)
Early Education Specialists (3)
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Board of Directors

• Board expertise includesFinance, legal, real
  estate, technology, education, business,
  management, and human relations

Male/Female Board Members
44
56
Age of Board Members
5
Main Issues

• Time constraints
• Fundraising
• Committees

6
Project Description

• Design Survey
• Identify strengths and weaknesses
• Make recommendations to achieve further
  engagement and effectiveness

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Assessment

• Survey was developed from previous surveys
• Questions vary by scale and response type
• Administered to 19 Board members at the October
  Board meeting

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Findings and Analysis-Communication-

• Need for greater outreach to the community about
  the Child Care Councils work
• Problem channeling Board needs and concerns to
  the Director
• Room for improvement with respect to the Boards
  understanding of Board policies and by-laws

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Findings and Analysis-Committee-

• Lack of leadership
• Lack of defined committee role
• Major differences among committees

10
Findings and Analysis-Fundraising-

• Discrepancy in perceived fundraising performance
• Struggle to garner corporate donations
• Absence of personal financial contributions from
  Board members

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Findings and Analysis-Strategic Planning-

• Considered greatest achievement and priority
• Board members are aware of both the short and
  long-term goals of the organization
• Room for increased focus on strategic planning

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Findings and Analysis-Decision-Making-

• Board members are satisfied with the decision
  making process
• All 19 respondents agree that Board members feel
  comfortable openly expressing their viewpoints

13
Findings and Analysis-General Questions-

• Need for on-going training to ensure that board
  members carry out their responsibilities
• Board is not doing enough to monitor the
  performance of the organization.

14
Findings and Analysis-Self-Assessment-

• Overall positive Board experiences
• Board members recognize that participation is not
  at optimal levels
• It is unclear how clearly members see recruiting
  as part of their role

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Recommendations-General Section-

• Time management and effectiveness
• Recruitment

16
Recommendation-Communication-

• Re-articulation of responsibilities and roles
• Training, retreats and community outreach

17
Recommendation-Structure-

• Committee reorganization
• Committee leaders
• New schedules
• Board size

18
Recommendation-Fundraising-

• Expectations
• Goals and benchmarks
• Personal financial contributions
• Targeted recruitment

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Recommendation-Accountability-

• Strategic Planning
• Member Accountability

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Conclusion

• Six important areas of Board competence
• Contextual
• Educational
• Interpersonal
• Analytical
• Political
• Strategic