Page 91 - strategicfactbook

Advanced Leadership Goal Team
Summary and Recommendations
Board Priority
Leadership Development: Research the need and recommend/initiate a leadership development structure for regular members.
Board Goal
By December 31, 2020, we will initiate advanced leadership development opportunities that build on existing involvement opportinities at all levels for engaged leaders regardless of age.
Assigned Staff Team: Alex Schnabelraugh (Lead), Emily Reinart, Deb Schmucker, Sarah Black, Michelle Maloney and Cole Iaquinto
Action Steps to Date
• Information gathering – We’ve collected 316 member surveys, conducted four focus groups with members and gathered feedback from our board of directors and staff to determine the adequacy of current MFB leadership offerings and leadership needs of our members.
• Leadership inventorying – We’ve researched and compiled existing MFB, county, AFBF and external leadership opportunities accessible to our members to determine a baseline of offerings.
• Evaluation – We’ve looked inside MFB, outside MFB and around the country to evaluate our members’ needs and feedback, cross-reference leadership programming already in existence and identified trends.
Biggest Takeaways
• Our members are most interested in developing the following leadership skills: communication, conflict resolution, networking and building connections and creativity/innovation. See focus group results.
• The top five leadership skills members hope to gain from future MFB programs are: communication, engaging consumers, engaging policy makers, conflict resolution and creativity/innovation. See survey results.
• There are many highly acclaimed, effective and specialized leadership opportunities our members can and do access outside of MFB. See external opportunities inventory.
• Leadership development must be intentional, planned and integrated into everything we do at every level of volunteer involvement. Internally, we’ve had a shotgun approach to leadership development and evaluation. MFB leadership development has been extensive, but not consistent, intentional nor organization- wide.
• There are opportunities to expand and promote existing MFB programming to members over 35; consequently, there are opportunities to pilot and/or partner to offer advanced leadership opportunities for this age range.
Based on our member research, focus groups, as well as internal and external leadership opportunity inventories, the Advanced Leadership Goal Team recommends the following actions to management:
1. Engage staff with program responsibilities to achieve consistent leadership development delivery, promotion and evaluation for our members.
a. Create a work team of program leaders to convene for bi-annual meetings to promote consistency, MFB- wide collaboration and an improved member experience.
b. Establish consistent, transparent and accessible program objectives throughout MFB.
c. Develop a consistent spec sheet for each MFB program, updated annually and used internally and externally to promote leadership opportunities throughout the MFB leadership roadmap.
d. Develop a consistent evaluation template for every MFB program and establish best practices and timeline for evaluation development, review and consequent actions.
e. Establish an internal leadership development staff team to ensure consistency and widespread buy-in for MFB leadership development delivery and progress according to the MFB leadership roadmap.