TSAE Governance Review Process

ONE OF THE usual best practices so many association management thought leaders tell us about is to do a governance review from time to time. TSAE is no exception; while we strive to model best practices over time, those practices change (and they should). However, much like all of you, there were some pretty big, pressing issues that came to the forefront over the past couple of years. While a governance review was still a priority, there were always bigger ones knocking on the door and snatching all of our attention – COVID-19 and the recovery from a pandemic, just to name a couple.

Now with the dust settling from the pandemic, TSAE leadership was able to finally shine a spotlight on this initiative we have secretly been wanting to do for years. Finally it can occupy the space a project like this deserves in order to be done well.

The TSAE Board of Directors formed a Governance Review Task Force over the past year. This task force had specific tasks to take on:

1. Review the structure of the board, officer positions, and leadership pathways, and recommend updates.
2. Review the committee structure and TSAE’s volunteer needs.
3. Create a policy manual for TSAE.

The task force was led by 2023-2024 TSAE Chair-Elect Paulina van Eeden Hill, CAE with Strategic Association Management, and alongside her, we asked seven individuals, which included current and past board members, to serve with this group. Seeing as all of these individuals had experience serving in a leadership capacity, it made sense they could help us create a strong path of leadership service going forward.

Asking the Hard Questions Yields Insights

A challenge for some volunteer leadership is to truly hold a mirror up to themselves and ask the hard questions. What is not working for the organization? Can we play a role in fixing these things? Should we play a role in fixing these things? Since it had been over a decade since our governance structure had been really analyzed, we are grateful to the TSAE Board of Directors for making this a priority over the past year.

First, the group surveyed current TSAE Officers and Board Members, as well as Past Officers and Board Members all the way back to our 2016 TSAE Board of Directors. We wanted to know from this group:

• What is working best with TSAE’s Board Structure?
• What is NOT working with TSAE’s Board Structure?
• What is confusing about TSAE’s Board Structure?

You can imagine we received some pretty robust answers in the survey, but it did help identify areas that seemed to bubble to the top. After collecting these results, the group spent a great deal of time combing through the feedback, holding six different meetings to review the survey results and discuss how TSAE can address these concerns. This is the part of the process so many of us love. Many individuals in our space are fixers, and when problems are identified we just LOVE to roll up our sleeves and get to work.

From those discussions, the Governance Review Task Force created a new governance structure, discussed questions that came with these kinds of changes, and looked at new policy needs.

The group took an inspirational approach in looking at our governance needs. Because we are TSAE and hope to always model best practices, what could we do in this space to really make an impactful change for our organization? Considering that, the group steered away from the traditional “Chair, Vice Chair, Treasurer, Secretary, Immediate Past Chair” model that many of us are used to. Instead – again based on survey feedback – the group challenged themselves on how to address these concerns but also try to be innovative where we can.

With that, the group came up with the following leadership roles within TSAE:

1. Chair
2. Chair-Elect
3. Immediate Past Chair
4. Board Development Officer
5. Finance Officer
6. Foresight Officer

With the creation of these three new officer positions, the group spent time finalizing job descriptions for each individual serving – not only creating new duties for the newer positions, but moving around tasks from all positions that make sense in the various areas.

Of course, these types of changes are usually followed by bylaw changes; the group spent time combing through the bylaws to see where adjustments needed to be made in order to adopt this new model. While so many of us know reviewing the bylaws is not the most exciting work, this group was able to review and even clean up some of the language in the bylaws around TSAE leadership before presenting to the TSAE Board of Directors for approval.

Finally, while TSAE has put many policies in place over the many years this group also focused on bringing them all together into one easily accessible manual and identifying any missing areas that needed to be created.

Creating a robust policy manual is always a process that will continually evolve, because when certain things happen is when you realize “Oh, we should have a policy for that.” This work is never truly done. There are a number of basics we all have in place; however, as the volunteer leadership and staff change over time, it is important to have a centralized location where they can access these types of documents.

Access to the documentation not only preserves the historical integrity of the organization, but also assists in guiding these groups on how to address similar issues in the future.

Striving for Best Practices and Foresight

One of the key aspects of this governance review was to ensure that TSAE remains a dynamic and forward-thinking organization. In the fast-paced world of association management, being adaptable and proactive is crucial.

By continuously evaluating and updating our governance structures, we can better serve our members and stay ahead of emerging trends and challenges.

The role of the Board Development Officer, for instance, is designed to focus on the continuous improvement and education of our board members. This role ensures that board members are not only well-informed about their responsibilities but also equipped with the skills and knowledge necessary to make strategic decisions that benefit the association.

The Finance Officer’s role, on the other hand, is dedicated to overseeing the financial health of TSAE, ensuring transparency, and fostering financial literacy among board members. This position is vital in maintaining the trust of our members and stakeholders.

The Foresight Officer is perhaps one of the most innovative roles we have introduced. This officer is tasked with anticipating future trends and challenges that may impact our industry and association. By having someone specifically focused on foresight, TSAE can better prepare for and navigate changes, ensuring long-term sustainability and relevance.

In addition to restructuring the leadership roles, the task force also looked at how committees are formed and operate. We recognized that our committees are the backbone of our volunteer structure, and their effectiveness directly impacts the success of TSAE.

Therefore, part of the review involved assessing the current committee structure, identifying any gaps, and recommending changes to enhance efficiency and member engagement.

The task force proposed a more streamlined committee structure, whereby committees are aligned with our strategic priorities. This alignment ensures that each committee’s work is directly contributing to TSAE’s goals and mission.

The task force also emphasized the importance of transparency and communication throughout the governance review process. Regular updates were provided to the board and membership, ensuring that everyone was informed and had the opportunity to provide input. This open and inclusive approach not only built trust but also encouraged broader engagement and buy-in from our members.

As we move forward with implementing these changes, we are committed to monitoring their impact and making adjustments as needed. Governance is not a one-time project but an ongoing process of reflection, evaluation, and improvement. By staying vigilant and responsive, we can ensure that TSAE remains a model of best practices in association management.

Conclusion

In conclusion, the governance review was a crucial step in ensuring that TSAE is well-positioned to meet the challenges and opportunities of the future. By updating our governance structures, enhancing our volunteer management, and creating a comprehensive policy manual, we have laid a strong foundation for continued success.

We are grateful to the task force members for their hard work and dedication, and we look forward to seeing the positive impact of these changes on our association and its members.

This governance review is not just about making changes for the sake of change. It is about making thoughtful, strategic adjustments that will enhance our ability to serve our members and fulfill our mission. It is about ensuring that we have the right structures and processes in place to support our leaders and volunteers. And it is about fostering a culture of continuous improvement and innovation within TSAE.

We are excited about the future and are confident that these changes will help us achieve our goals and make a lasting impact on our association and the broader community we serve.