2015 fpaofgpboard yearbook by Melissa Kemp

Strategic Planning Meeting Notes 10/3/14 Individuals Present: Alex Carracedo (NexGen – Outgoing), Allan Small (Membership), Beverly Bowers (Chair – Outgoing), Brian Frederick (Technology), Bud Heintz (Public Awareness - Incoming), Chris Hess (Partnership – Outgoing), Chris Palermo (Advocacy – Incoming), Darin Shebesta (President - Incoming, Facilitator), David Rich (At Large – Incoming), Erin Itkoe (Treasurer – Incoming), Gary Croatt (Public Awareness – Outgoing), Jo Lynne Hutchinson (Executive Director – Outgoing), Julie Kern (Secretary – Incoming), Kathleen Murray (Secretary/Treasurer – Outgoing), Lyle Capstick (Pro Bono), Melissa Kemp (Executive Director – Incoming), Marcus Johnson (President Elect – Incoming, Advocacy – Outgoing), Marcus Seiter (At Large – Incoming), Michelle Buonincontri (Public Relations – Incoming), Suzanne Muusers (Public Relations – Outgoing), Suzie Eyrich (NexGen – Incoming) Individuals Absent: Jason Miller (Chair – Incoming, President – Outgoing), Rey Martinez (Partnership – Incoming) SWOT Analysis Strengths:               

Committed Board Programming- Education Venue/Location – PCC Diverse Membership and Growing – CFP/CPA/CFA… NexGen Involvement Experienced Members Continuity of Members Technology Communication Tools Infrastructure FPA National Partnerships Level of Engagement by Members Stability Involving Partners

Weaknesses:  

Geographically spread out (Distance) Fully understanding/Delivering Membership Value o Skills o Discounts o Networking

       

o Engagement Options o Connections Capacity for Audio/Video Inability to fully connect to Resource Messaging = Membership Interests? “CE Centric”? Lack a culture of welcome and openness Resources for desired uses Lack of awareness Career path challenge

Opportunities:  

   

    

     

Encourage Diversity of Membership Collaborations o Schwab/Vanguard/USAA o Other non-profits: “CAP” o CE Delivery channels: Call Centers? o Joint Meetings Leverage Membership: Size/Commitment Programming Flexibility Untapped potential members Expand culture of welcome/openness o Mentors o Survey o Ambassador o Calls/Invitations o New Member Focus/ Orientation/ Value New CE Delivery Channels “FPA=Hub” Leadership Organization: Leverage to Actions Organizational Excellence o Better communications Function Working Committees o Value o Engagement o Development o Succession Culture of Inquiry Board of Director Roles at Meetings Registration Process Greeters Capture Prior Leadership History “Emeritus” Demographics/Leverage AZ Events (Golf)



Have partners on committees

Threats:       

Other CE providers Other membership associations Change/Transitioning Well Lost/Untapped History (Opportunity, too?) Financial Industry Shifts Managing Membership Growth Well Need for more “Culture of Inquiry”

Chapter Goals       



Engage Membership (Active): 450 or 15% Increase Involvement (Committees 2-4 active members) Increase partnership ($40,000) Establish Ambassador’s effort Revenue – Overall? Establish Menu of Potential Measures (Wild Apricot) Attendance Measures: o Avg Attendance: >=90 o Avg Speaker Scores: >=4.5 Revenue from Partners supports Programming supports Membership

Committee Goals Advocacy (Chris Palermo):  

Educate/Competency of Chair via reports to BOD o Update on Issues Build/Establish legislator relationships o 5 meetings with this group

Pro Bono (Lyle Capstick):   

Number of Organizations to 10 Establish Committee >4 including himself Presenters = 8

Public Awareness (Bud Heintz):   

Financial Planning Day: Attendees >= 100 for Oct 2015 All Board Members Complete Media Training Speakers list up to date



Collaborate w/for other committees – Partnerships

NexGen (Suzie Eyrich):   

5 Members to Join FPA Grow by at least 10 Additional active members 4 meetings and 1 charitable event

Membership (Allan Small):    

Grow membership by 15% Committee between 8-10 members (add 5 more) Leverage CFP test candidates Increase membership turnout at meetings

Public Relations (Michelle Buonincontri):     

Build 1 more media relationship Active Committee >= 3 Social Media: Weekly Posting including Questions from Journal of Financial Planning Nominate member for “Spotlight” for newsletter posting (develop process and implement) Increase people on media list by 10%

Lifelong Learning (Robyn Gerke):    

Avg attendees at least 25% of membership Minimum of 4.5 Avg Rating in Program/Content and Presenter Skills 3 big name speakers Committee of at least 3

Technology (Brian Frederick):    

Build committee => 3 Old newsletters (4 boxes) scan for future use Make Wild Apricot all that it can be Idea: design opportunities for Website/News/AV

Partnership (Rey Martinez): Pending, ideas are below   

Minimum Revenue >= $40,000 Diversify Chapter Partners (Stakeholders) Develop report back to partners about benefit use/ tracking system

Last Reviewed: 3-13-2014

FOSTERING TRUST: What do we need to do to foster trust with each other, our members and organizations (internally and externally) who can help us be successful? 

Communication



Accountability



Collaboration

VISION: What is our shared vision for the Financial Planning Association of Greater Phoenix and what is the general objective we seek to achieve? Does it create enough excitement that it is worth doing?

Mission: To facilitate the success of ethical and competent members who champion the financial planning process to help consumers make smart financial decisions. Vision: To be the premier source of financial planning professional development and continuing education in the valley by cultivating our core values of: competence, integrity, relationships, and stewardship. DEVELOPING STRATEGY: What are our strategies for achieving our vision? Critical Success factors: What are the most essential tasks that need to be performed to achieve our vision? Who is responsible to successfully complete each part of the work? Strategy

Critical Success Factor

Responsibility

Target Date

Engage Membership

450 or 15%

12/31/2015

Increase Involvement Increase partnership

Committees 2-4 active members $40,000 in Revenue

Establish Ambassador’s effort

Ambassadors present at every Chapter meeting

Membership Committee and Board All Board Members Partnership Committee and Board All Board Members Executive Director and Board Members

Establish Menu of Potential Measures

12/31/2015 3/31/2015 6/30/2015 12/31/2015

Last Reviewed: 3-13-2014

Attendance Measures

1. Avg Attendance: >=90 2. Avg Speaker Scores: >=4.5

Lifelong Learning Committee and All Board Members

12/31/2015

ENERGIZING ALLIANCES: Identifying Our Allies: Who are potential allies within the FPA as well as outside the FPA, who can help us successfully achieve our vision and carry out our strategies? Energizing Our Alliances: What do we want and need from our allies to achieve our vision and carry out our strategies? What do they want and need from us? Who will be responsible for structuring and maintaining the relationship with each alliance? Alliance Internal Allies Board Members

What do we want?

Chapter Members

What do they want? Contribution

Committee Members

Education, Connection, Sense of Belonging Contribution, Future Leadership

Chapter Partners

Contribution, Business Development

External Allies Other Associations

Collaboration, Connection

ACTIVATING TRANSFORMATIONS: What individual, team or organizational practices need to be changed to successfully carry out our strategies and achieve our vision? Consider: time management, personal communication skills, team communication methods, and improved teamwork and cooperation. Individual Changes Needed ď&#x201A;ˇ

Committees need to be formed for each position

Last Reviewed: 3-13-2014

Team Changes 

Collaboration amongst committees is important for synergy

Organizational Practices 

Incorporating Premium Organization as the Executive Director and Administrator roles

ACHIEVING AND MEASURING RESULTS: Establish a measuring program to ensure that we will measure both progress and results. Create a schedule where we receive reports about individual progress and about our progress in fulfilling critical success factors and developing productive allies. Achieving and Measuring Results Strategy/Critical Success Factor Advocacy

Measurement

  

Pro Bono

  

Public Awareness

    

NexGen

 

Educate/Competency of Chair via reports to BOD Update on Issues Build/Establish legislator relationships 5 meetings with this group Number of Organizations to 10 Establish Committee >4 including himself Presenters = 8 Financial Planning Day: Attendees >= 100 for Oct 2015 All Board Members Complete Media Training Speakers list up to date Collaborate w/for other committees – Partnerships 5 Members to Join FPA Grow by at least 10 Additional active members

Who Reports & When Chris Palermo Monthly

Lyle Capstick Monthly

Bud Heintz Monthly

Suzie Eyrich Monthly

Last Reviewed: 3-13-2014

 Membership

   

Public Relations

  



 Lifelong Learning

 

Technology

     

`Partnership

  

4 meetings and 1 charitable event Grow membership by 15% Committee between 8-10 members (add 5 more) Leverage CFP test candidates Increase membership turnout at meetings Build 1 more media relationship Active Committee >= 3 Social Media: Weekly Posting including Questions from Journal of Financial Planning Nominate member for “Spotlight” for newsletter posting (develop process and implement) Increase people on media list by 10% Avg attendees at least 25% of membership Minimum of 4.5 Avg Rating in Program/Content and Presenter Skills 3 big name speakers Committee of at least 3 Build committee => 3 Old newsletters (4 boxes) scan for future use Make Wild Apricot all that it can be Idea: design opportunities for Website/News/AV Minimum Revenue >= $40,000 Diversify Chapter Partners (Stakeholders) Develop report back to partners about benefit use/

Allan Small Monthly

Michelle Buonincontri Monthly

Robyn Gerke Monthly

Brian Frederick Monthly

Rey Martinez Monthly

Last Reviewed: 3-13-2014

tracking system Professional Relations



Attend board meeting and chapter meeting of EPC, SCPA, and CFAS Create a committee of diverse financial professionals (at least one attorney and one accountant) Combine for a joint membership meeting with each peer group Share articles in each other peer group publications (at least one between each peer group)

David Rich, Monthly

2015 Season Darin Shebesta, President, 480-213-3430 Marcus Johnson, Vice-President/President Elect, 602-705-8709 Erin Itkoe, Treasurer, 602-334-4014 Julie Kern, Secretary, 480-510-5750 Jason Miller, CFP®, Chairman, 480-440-2575

January 28, 2015

Board Meeting Notes/Minutes (16 BOD Members, 16 Voting Members, 9 = Quorum) In attendance: (yes/no)

X X X X

Darin Marcus Julie Erin Jason X Allen X Michelle X David Additional Guests:

Shebesta Johnson Kern Itkoe Miller Small Buonincontri Rich Jr.

X X X X x X X X

Robyn Rey Brian Christopher Bud Lyle Suzie Marcus

Gerke Martinez Frederick Palermo Heintz Capstick (phone) Eyrich Seiter

1:03 pm: Call the meeting to order (Melissa Kemp) Darin Shebesta, Marcus Johnson, Julie Kern, and Erin Itkoe were in transit from the bank where they were updating the account signors, began the meeting via the phone until arriving. The planned agenda was shifted to start with Committee Reports, permitting FPA officers in transit from the bank more time to arrive on site. President’s Report: (Darin Shebesta) Darin recommended that the board consider transitioning to paperless speaker evaluations. We need to plan for a board orientation session, perhaps in March, We are considering using a rolling PowerPoint presentation for recognizing Partners at monthly meetings rather than a printed banner. Previous BOD Meeting Minutes: (Julie Kern) 12/17/14 Meeting Minutes were approved. Motion by Marcus Johnson; Seconded by Michelle Buonincontri; motion carried. Treasurer’s Report: (Erin Itkoe) December Financial Reports were approved. Motion by Committee Report(s): Member Development & Retention (Allen Small) We have 358 members right now; our retention rate dropped below 80% for the 1st time since August 2014. We had 1416 renewals drop off in December. Allen has 6 chapter members helping his committee; could use 4 more. Committee members are focusing on retention; he is Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

Premium Organization copyrights their original work templates as the templates are potentially used in some form with all/any of our clients, tailored to their organization specifics. Copyrighting created templates allows for the use of these templates across all Premium Organization clients.

working on some new member outreach. He is planning to start New Member Breakfasts in Feb at the Adobe Grill. Public Relations (Michelle Buonincontri) Working on multiple options/tasks that were shared by Ben Lewis at CLC. There is a new opportunity from LifeCare. Will be the featured committee in Newsline in May…may want more visibility for committee activity to the chapter if possible before then. Encourages wider chapter participation in media trainings. Lifelong Learning/Ethics (Robyn Gerke) Elaine Paddock is the speaker in February. We are using social media some to help promote the meeting. Partnerships (Rey Martinez) Updating renewed/new partnerships: believes we should be at $27,000 now, with $22,500 received. He is still working on Beach Fleischman, Jefferson National, Cetera (Sue Larkin), LearnVest, Pension Strategies, Legg Mason, Morgan Stanley. Rey needs some committee members to help with calls. Technology (Brian Frederick) Job Bank posting; need a policy to communicate 90 day limit. Advocacy (Christopher Palermo) Shared info re: FPA stance of several legislative items and where to find the summary. Will be the Feb featured committee. He is setting up meetings with our state legislators. Public Awareness (Bud Heintz) Bud is speaking with Gary Croatt to get his arms around Financial Planning day well ahead of time. Pro Bono (Lyle Capstick) The events calendar has a posting of pro bono opportunities already arranged. NexGen (Suzie Eyrich) working on collaborative event with NAIFA, posting event information through social media, has a committee of 5. Administrative Report (Melissa Kemp) The activity report was forwarded ahead of the meeting. OneFPA Estate Planning Knowledge circles are launching this week. Melissa is a national host; all are invited to join in. Melissa recommended a brief introduction to planned committee time from 2:00 – 2:30 pm at monthly meetings; “shirtsleeves” sessions. Unfinished Business: Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

Other Business: Program Mailers going out soon. We discussed exploring the use of QR code or other indicia rather than printed mailers in the future. Roadmap to Success: Marcus Johnson, Darin Shebesta, and Melissa Kemp are working on this submittal. Adjourn at 2:17 pm. Respectfully submitted, Action Items: Items noted as done will not reflect on next meeting agenda AI # Action Item: Assigned To 1 2 3

5 6

Goal

Draft a sample e-mail to those posting positions re: 90 day limit, reposting options/protocols, etc. Consider linking our events or discussions to FPA nationally via Discussion Forum? Other areas?

Brian Frederick

Check re: what has been confirmed, received, and should be invoiced. If all remaining that he has been speaking with fund, we would be at $49,000 in funds. Consider hosting some sort of special learning session to help chapter members understand the existing “canned” presentations and build up our speakers’ bureau so that more chapter volunteer presenters are available to staff pro bono events. Call Jack Lawless of Pension Strategies re Partnership opportunity Open the door to ACF conversation as a Partner.

Melissa Kemp

Confirm partnership revenue

Board

Increase participation in pro bono

Melissa Kemp

New Partner

Melissa Kemp

New Partner

Board

Communicate 90-day limit Promote meetings

Board Member Attendance Record Jan. 28th Darin Shebesta (President)

Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

Marcus Johnson (Vice President)

Erin Itkoe (Treasurer)

Julie Kern (Secretary)

Jason Miller (Past President) Allen Small

Michelle Buonincontri

David Rich Jr. Robyn Gerke

Rey Martinez

Brian Frederick

Christopher Palermo

Bud Heintz

Lyle Capstick

PHONE

Suzie Eyrich

Marcus Seiter

Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

ÂŠ 2015: Board Notes/MinutesTemplate

PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

February 25, 2015 Board Meeting Notes/Minutes (16 BOD Members, 16 Voting Members, 9 = Quorum) In attendance: (yes/no)

Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Yes

Rey

Martinez (phone)

Yes

Julie

Kern

Yes

Brian

Frederick (phone)

Yes

Erin

Itkoe

Yes

Christopher Palermo

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri

Yes

Suzie

Eyrich (phone)

David

Rich Jr.

Marcus

Seiter

Additional Guests: None 1:02 pm: Call the meeting to order (Darin Shebesta) Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

Watch the Leadership System Training video by March 15th

Board

Complete FPA requirement

Complete Outstanding Committee Chair award application

Committee Chairs

Win awards; Create a process

Save the date for board orientation on Friday, April 17th from 7:00 - 11:00 am

Board

Learn roles

Complete the Committee Walk-Thru website tour

Board

Learn website

Review/revise vision & mission statements at

Board

Refine

Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

ÂŠ 2015: Board Notes/MinutesTemplate PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

board orientation 6

Implement electronic surveys

Melissa Kemp

Efficiency

Execute annual contract with Phoenix Country Club

Darin/Melissa

Security

Execute Premium Organization contracts (2)

Darin

Operations

President’s Report: (Darin Shebesta). Roadmap to Success: An application is being submitted that requires all board members to watch the Leadership System Training video. All board members need to watch the video by March 15th. Outstanding committee award: Darin requested that each committee chair complete the award application. It consists of a one-page form. Darin suggested a board orientation meeting in late April or early May. We discussed holding it on Friday, April 17th from 7:00 - 11:00 am. The University of Arizona is ready to roll out a financial planning program this fall. This will be shared with the membership today at the meeting. Previous BOD Meeting Minutes: (Julie Kern) 1/28/14 Meeting Minutes were approved as revised. Motion by Marcus Johnson; second by Chris Palermo; motion carried. Treasurer’s Report: (Erin Itkoe) January Financial Reports were accepted for audit. Motion by Michelle Buonincontri; second by Julie Kern: motion carried. Erin presented a policy regarding meeting cancellations whereby the person can send a substitute in their place but no credit will be offered. On a case-by-case basis, we will issue a credit. The policy was approved. Motion by Marcus Johnson; second by Michelle Buonincontri; motion carried. Committee Report(s): Member Development & Retention (Allen Small) Public Relations (Michelle Buonincontri) Lifelong Learning/Ethics (Robyn Gerke) Partnerships (Rey Martinez) Technology (Brian Frederick) Advocacy (Christopher Palermo) Public Awareness (Bud Heintz) Pro Bono (Lyle Capstick)

Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

NexGen (Suzie Eyrich) Professional Relations (David Rich, Jr.) Administrative Report: Melissa explained the Activity Report. Mini tour of the website: There is a document titled, "Committee Walk-Thru" that provides a guide for the website. Melissa suggested that each board member spend time to go through it. Committee Topics for Discussion: Darin presented a proposal to revise the vision and mission statement at the board orientation session. The board discussed doing so. Darin also presented a proposal to switch to electronic speaker evaluations. Brian discussed the merits of making this change. There was some discussion about it. Implementing electronic surveys was approved to begin as a test with only the board in March and then fully implement it in April. Motion by Robin Gerke: second by Bud Heintz: motion carried. Darin presented the suggestion of having an annual contract with the Phoenix Country Club to guarantee our meeting space and pricing. The contract commits us to purchasing $1,500 per meeting in food and beverage, which is the amount we have paid for in the past. The board approved entering into a contract with the Phoenix Country Club. Motion by Marcus Johnson: second by Lyle Capstick; motion carried. Darin presented an email he received from a member regarding a lack of recognition for an article he wrote that was published in the Journal of Financial Planning. He also offered criticism about the quality of the speakers and meetings. Michelle indicated that she communicated with the member about adding a "Members in the Media" section to the website and showcasing him. He seemed pleased with the result. The board discussed asking the member to serve on a committee. Melissa stepped outside the room for our Executive Session. We discussed the Executive Director job description, the Executive Director contract, and the administrative contract. The board approved entering into the contracts and the job description. Motion by Marcus Johnson; second by Allen Small; motion carried. Darin brought up the suggestion to have Melissa be more visible at the meetings. The board approved giving Melissa a brief amount of time at the chapter meetings. Motion by Marcus Johnson; second by Erin Itkoe; motion carried. The board gave Melissa thirteen thumbs up and no thumbs down. Unfinished Business: None

Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

ÂŠ 2015: Board Notes/MinutesTemplate PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

Other Business: Chris Palermo, Darin Shebesta, and Marcus Johnson visited the capital this morning to meet with some legislators. Adjourn at 2:11 pm Respectfully submitted, By: Julie Kern, Secretary Board Member Attendance Record Jan. 28th

Feb 25th

Attendance Percentage

Darin Shebesta (President)

100%

Marcus Johnson (Vice President)

100%

Erin Itkoe (Treasurer)

100%

Julie Kern (Secretary)

100% 0%

Jason Miller (Past President) Allen Small

100%

Michelle Buonincontri

100%

David Rich Jr.

Robyn Gerke

100%

Rey Martinez

100%

Brian Frederick

100%

Christopher Palermo

100%

Bud Heintz

100%

Lyle Capstick

100%

Suzie Eyrich

100%

Marcus Seiter

50%

Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

50% ÂŠ 2015: Board Notes/MinutesTemplate PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

Financial Planning Association of Greater Phoenix in care of: Premium Organization www.fpaofphoenix.org E-mail: admin@fpaofphoenix.org

ÂŠ 2015: Board Notes/MinutesTemplate PO Box 4130, Scottsdale, Arizona 85261-4130 Phone: 602-840-2900 Fax: 480-922-5283

March 25, 2015 Board Meeting Notes/Minutes (16 BOD Members, 16 Voting Members, 9 = Quorum) In attendance: (yes/no)

Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Yes

Rey

Martinez

Yes

Julie

Kern

Yes

Brian

Frederick

Yes

Erin

Itkoe

Yes

Christopher Palermo

Yes

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri

Yes

Suzie

Eyrich (phone)

Yes

David

Rich Jr.

Yes

Marcus

Seiter

Guests: Melissa Kemp, Executive Director

Additional Guests: None 1:01 pm: Call the meeting to order (Darin Shebesta) Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

Watch the Leadership System Training video by Sunday, March 29th

Board

Complete FPA requirement

Complete Outstanding Committee Chair award application if not already completed

Committee Chairs

Win awards; Create a process

Save the date for board orientation on Friday, April 17th from 7:00 - 11:00 am

Board

Learn roles

Complete the Committee Walk-Thru website tour by

Board

Learn website

Financial Planning Association of Greater Phoenix

Review/revise vision & mission statements at board orientation

Board

Refine

Send out beta test for electronic surveys to board

Melissa Kemp

Efficiency

Complete beta test for electronic surveys

Board

Process refinement

Set up Conference call for PR, PA, Pro Bono, Professional Relations and Nex Gen committee chairs to sort through speakers’ bureau, media training, work with (c)(3) non profits, and ways to best leverage each committee’s efforts

Melissa Kemp

Effective use of Volunteer time; support vision and mission

Send screen shots of how to post to committee forum to committee chairs

Melissa Kemp

Communica tions

Re-send the link to the leadership videos

Melissa Kemp

RoadMap to Success

President’s Report: (Darin Shebesta). Darin read the mission and vision statements. Roadmap to Success: Outstanding committee award: Darin requested that each committee chair complete the award application by Friday. March 27th at 5:00 pm. It consists of a onepage form. An application is being submitted that requires all board members to watch the Leadership System Training video. All board members need to watch the video by Sunday, March 29th at 10:00 pm. Previous BOD Meeting Minutes: (Julie Kern) 1/28/14 Meeting Minutes were approved as revised. Motion by Brian Frederick; second by Marcus Johnson; motion carried. Treasurer’s Report: (Erin Itkoe) February Financial Reports were accepted for audit. Motion by Julie Kern; second by Michelle Buonincontri: motion carried. Committee Report(s): Member Development & Retention (Allen Small) Public Relations (Michelle Buonincontri) Lifelong Learning/Ethics (Robyn Gerke) Partnerships (Rey Martinez) Technology (Brian Frederick) Financial Planning Association of Greater Phoenix

Advocacy (Christopher Palermo) Public Awareness (Bud Heintz) Pro Bono (Lyle Capstick) NexGen (Suzie Eyrich) Professional Relations (David Rich, Jr.) Administrative Report: Melissa explained the Activity Report. Much of the work completed is related to the website. She asked that the remainder of the board complete the website tour. We discussed a location for the board orientation and the majority of board members expressed a desire for the 24th Street and Camelback location at the Arizona Community Foundation. She indicated that the beta test of the electronic survey will go out to the board after today's meeting. Melissa noted that the first 25 meeting registrants will be seated at the VIP reserved tables and will receive a special package. Next month, the dashboard page of the website will be live. It will include the strategic planning goals. The partnership PowerPoint will go live today. This technology will be upgraded to Prezi in the future. Committee Topics for Discussion: Marcus presented the confidentiality agreement for board members to sign. Motion by to adopt the policy by David Rich: second by Allan Small: motion carried. Robin discussed the upcoming FPA Symposium. The board agreed to promote it via social media. Rey provided the Partnership report. $21,500 has been received so far. We have $31,000 committed. We discussed transitioning the partnership revenue to a rolling annual goal rather than once a year. We also discussed partnership benefits at each level and whether they should be revised. Julie Kern mentioned the idea of holding quarterly corporate partner breakfasts as a way to invite potential corporate partners to find out the benefits. Brian and Melissa reported that there is an editorial calendar for the remainder of the year. They discussed the monthly themes and the board member spotlights in conjunction with the themes. The goal is to have a podium for communication that has a logical flow. Bud Heintz discussed media training and the Speaker's Bureau. It was determined that media training is the same as the Speaker's Bureau training. There will be a call organized to discuss this topic and overlap of committees. Melissa stepped outside the room for our Executive Session. We discussed adding Melissa as a signer on the bank account and also the Vanguard. Some points were raised regarding separation of duties, convenience, administrative ease, potential for fraud, and logistics. The board approved making a change to the bank and Vanguard account signers to the President, President-Elect and Treasurer, removing the Chair and the Secretary, effective with the start of the 2016 board year. Motion by Lyle Capstick; second by Rey Martinez; Financial Planning Association of Greater Phoenix

motion carried. Another motion was made to add the Executive Director as a limited power of attorney to place trades in the Vanguard account but not to disburse funds. Motion by ____________; Bud Heintz seconded the motion. Motion carried. Darin brought up the suggestion to have Melissa be more visible at the meetings. The board approved giving Melissa a brief amount of time at the chapter meetings. Motion by Marcus Johnson; second by Erin Itkoe; motion carried. The board gave Melissa and her support staff fifteen thumbs up and no thumbs down. Unfinished Business: None Other Business: None Adjourn at 2:11 pm Respectfully submitted, By: Julie Kern, Secretary Board Member Attendance Record Jan. 28th

Feb 25th

Mar 25th

Attendance Percentage

Darin Shebesta (President)

100%

Marcus Johnson (Vice President)

100%

Erin Itkoe (Treasurer)

100%

Julie Kern (Secretary)

100%

Jason Miller (Past President)

67%

Allen Small

100%

Michelle Buonincontri

100%

David Rich Jr.

67%

Robyn Gerke

100%

Financial Planning Association of Greater Phoenix

Rey Martinez

100%

Brian Frederick

100%

Christopher Palermo

100%

Bud Heintz

100%

Lyle Capstick

100%

Suzie Eyrich

100%

Marcus Seiter

67%

Financial Planning Association of Greater Phoenix

FPA of Greater Phoenix Confidentiality Policy It is the policy of FPA of Greater Phoenix (FPAGP) that board members and employees of FPAGP may not disclose, divulge, or make accessible confidential information belonging to, or obtained through their affiliation with FPAGP to any person, including relatives, friends, and business and professional associates, other than to persons who have a legitimate need for such information and to whom FPAGP has authorized disclosure. Board members and employees shall use confidential information solely for the purpose of performing services as a board member or employee for FPAGP. This policy is not intended to prevent disclosure where disclosure is required by law. Board members and employees must exercise good judgment and care at all times to avoid unauthorized or improper disclosures of confidential information. Conversations in public places, such as restaurants, elevators, and airplanes, should be limited to matters that do not pertain to information of a sensitive or confidential nature. In addition, board members and employees should be sensitive to the risk of inadvertent disclosure and should, for example, refrain from leaving confidential information on desks or otherwise in plain view and refrain from the use of speakerphones to discuss confidential information if the conversation could be heard by unauthorized persons. At the end of a board memberâ&#x20AC;&#x2122;s term in office or upon the termination of an employeeâ&#x20AC;&#x2122;s employment, he or she shall return, at the request of FPAGP, all documents, papers, and other materials, regardless of medium, that may contain or be derived from confidential information in his or her possession.

FPA Board Orientation (Draft) Agenda Friday, April 17th, 7 – 11 am

6:45 am

MK, Erin

6:55 am 7:00 am

MK Darin

7:02 am 7:08 7:15 7:20 7:25 7:30 7:35 7:40 7:45 7:50 7:53 8:00 8:08 8:15 8:20

Darin all MK leads/all discuss .. .. .. .. Darin MK/Darin MK MK MK/Darin Darin MK (Jason) MK (Darin)

lay out continental breakfast Layout Board Surveys Distribute Quiz Welcome Opening Round Non Profit Sector Non Profit Sector Non Profit Sector Non Profit Sector Non Profit Sector

Non Profit Sector: FPAGP Non Profit Sector: FPAGP

Non Profit Sector Non Profit Sector

Non Profit Sector: FPAGP Non Profit Sector: FPAGP

FPA Linkage FPA Linkage

Reference Tools Distributed in Advance: 1) Agenda (4/15) 2) Results: Board Orientation Survey (4/16) 3) Links on FPA website to reference items (4/16) a. FPA operations manual b. 2015 RoadMap to Success and OAA submissions c. 2015 FPA of Greater Phoenix Strategic Plan d. List of board members’ completing COI acknowledgement and Leadership Trainings e. List of reference sources for board members, eg i. Elements of Exceptional Vision and Mission Statements ii. Differentiating nonprofits by type iii. Policies, Processes, Procedures illustration iv. Consent Agendas v. ….

Set Benchmark for today’s key learning points Visit FPA Vision, Mission Statements Review Planned Agenda, Orientation Objectives, count the value of our time Adjust planned agenda if/as needed Take Quiz Sector Size, Economic Impact, Value Added, Rationale for Favorable Tax Treatment, Types, Structure Defining Elements of Vision and Mission Drive Organizations, Understanding: Who do you Serve? Non Profit organizational structures Managing Volunteers compared to Managing Staff Role/Responsiblity of Non Profit Board Members 2015 Strategic plan 2015 FPA board of directors: composition, board experience, how to measure sucess Duties of Non Profit Board Members Deeper Dive: Exploring Conflicts of Interest Recommended List of Policies. FPA of GP existing/adopted policies Remaining Policies for board consideration in 2015 FPA of GP link to FPA nationally: explore relationship and elements Existence (charter), model governing instruments (Articles and by laws)

8:25 8:30 8:35 8:40 8:43 8:46 8:49 8:52 8:55 8:58 9:01 9:04 9:07 9:20 9:35

MK (Michelle) MK (Allan) MK (Darin) MK .. .. .. .. .. .. .. ..

9:42 9:48 9:54 10:00 10:05 10:12 10:25

MK/all MK MK/all MK all all MK

10:35 10:40 10:50 11:00

all Darin/all Marcus

Darin MK

FPA Linkage FPA Linkage FPA Linkage Governance Governance Governance Governance Governance Governance Governance Governance Governance Mini break Leadership Development

Amazing Committees Membership Engagement Re take Quiz Closing Round Adjourn

Branding, Public Awareness Campaigns Membership dues/database management FPA task force on Chapter efficiencies and effectiveness, CLC, Tools and Support Robert’s Rules of Order vs: alternative meeting management norms – Opening Round, Closing Round Consent Agendas Conflict of Interest Check in Difference between Policies, Processes, and Procedures *Strategic vs Tactical Barometer *Actions Items List, Board attendance list Regular, short executive sessions within each board meeting Developing a Culture of Inquiry Moving committee activity out of the boardroom and engaging members; Shirtsleeves Sessions Recap morning’s learning; list ideas, takeaways, Aha’s, concerns, priorities Elements of High Performing Boards Range of Tolerance Exercise *Non Profit Business Model Canvas Introduction/Organizational Capacity Assessments Stakeholder’s Awareness Exercise Aims vs: Descriptions, SMART Goals that directly support Vision, Mission and SP Examine Current Committee descriptions, think through Aims, Descriptions How to conduct a shirtsleeves session Can shirtsleeves sessions drive membership engagement? What else drives Membership engagement? *Developing short, manageable volunteer job descriptions Discover knowledge/information gained; cement it a bit further in the brain.

* Elements of the orientation that will be cut should time require some on the fly agenda edits.

FPA Board Survey

Q1 Biographical 1. Gender Answered: 10

Skipped: 0

Male

Female

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Male

70.00%

Female

30.00%

Total Respondents: 10

1 / 27

FPA Board Survey

Q2 Biographical 2. Age Range Answered: 10

Skipped: 0

20's

30's

40's

50's

60's

70's

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

20's

10.00%

30's

50.00%

40's

30.00%

50's

0.00%

60's

10.00%

70's

0.00%

Total

2 / 27

FPA Board Survey

Q3 Educational: 1 Levels of Study Completed Answered: 10

Skipped: 0

High School Diploma Associate's Degree (2 ye... Bachelor's Degree (4 ye...

Master's Degree

Doctorate

Post Doctorate

Multiple Advanced... 0%

10%

20%

30%

40%

50%

60%

Answer Choices

70%

80%

90% 100%

Responses

High School Diploma

10.00%

Associate's Degree (2 year post secondary)

0.00%

Bachelor's Degree (4 year post secondary)

70.00%

Master's Degree

40.00%

Doctorate

0.00%

Post Doctorate

0.00%

Multiple Advanced Degrees

0.00%

Total Respondents: 10

Degree Speciality(ies) or area of study

Date

Finance

4/16/2015 3:31 PM

Undergraduate - Accountancy and Computer Information Systems Masters of Taxation

4/12/2015 4:00 PM

Geography and law

4/10/2015 3:48 PM

Finance

4/10/2015 12:31 PM

3 / 27

FPA Board Survey

Q4 Professional 1: Please briefly describe your most current professional pursuit: General Field, Area of expertise Answered: 10

Skipped: 0

Accounting

Banking/Lending

Law

Insurance

Financial Planning Trust Banking or Trust...

Finance

Asset Management

Non Profit

Other

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Accounting

0.00%

Banking/Lending

0.00%

Law

0.00%

Insurance

10.00%

Financial Planning

50.00%

Trust Banking or Trust Administration

0.00%

Finance

0.00%

Asset Management

40.00%

Non Profit

0.00%

4 / 27

FPA Board Survey 0.00%

Other

Total

Other (please specify)

Date

Alternative Investments using Self-Directed IRAs & 401K

4/11/2015 9:56 AM

Divorce Finanicla Analysis; supporting couples and divorce professionals to create mindful, loving and fair settlements that minimize the financial and emotional impact of the divorce decsion. Additionally, Financial PLanning & Asset Managment

4/10/2015 1:34 PM

5 / 27

FPA Board Survey

Q5 Professional 2: Please note what you consider to be your primary role with your firm Answered: 10

Skipped: 0

Delivering Professional...

Marketing/Commu nications

Sales/Business Development

Firm/Business Management

Other

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Delivering Professional Services

70.00%

Marketing/Communications

0.00%

Sales/Business Development

10.00%

Firm/Business Management

0.00%

Other

20.00%

Total

Other (please specify)

Date

Owner of a fee-only RIA with no employees - I wear all the hats!

4/16/2015 3:31 PM

All the above as I have started by own business

4/10/2015 1:34 PM

6 / 27

FPA Board Survey

Q6 Professional 3: Prior professional pursuits, additional skill sets or other professional certifications Answered: 7

Skipped: 3

Responses

Date

Facilitated classroom instruction for new-hires at Fidelity (17 years ago). Did between 50-100 equity, fixed income, and option trades/day for clients Some sales experience.

4/16/2015 3:31 PM

Professional Engineer, graduate degree in Business and career in general management

4/12/2015 10:37 PM

CPA/PFS and CFP

4/12/2015 4:00 PM

Marketing

4/11/2015 9:56 AM

Certificate in Life coaching Attending Mediation training Previous Carareer :Certificate in Project Managment Experinace as a siftware developer, Business Analyst and Project Manager #Experince with TQM & Six Sigma

4/10/2015 1:34 PM

AAMS

4/10/2015 12:42 PM

CFA, CFP designations

4/10/2015 12:31 PM

7 / 27

FPA Board Survey

Q7 Professional 4. Business Location Answered: 10

Skipped: 0

Phoenix

Scottsdale

Tempe

Mesa

Glendale

Peoria

Chandler

Gilbert

Other

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Phoenix

20.00%

Scottsdale

50.00%

Tempe

20.00%

Mesa

0.00%

Glendale

0.00%

Peoria

0.00%

Chandler

0.00%

Gilbert

0.00%

Other

10.00%

Total

Other (please specify)

Date

Anthem & Scottsadale

4/10/2015 1:34 PM

8 / 27

FPA Board Survey

Q8 Personal 1: Describe your hobbies/sports, or extracurricular activities Answered: 9

Skipped: 1

Responses

Date

Cycling - road and mountain. Do the occasional race, but mostly ride 3-5 times/wk Kids - balance out the kids schedules with extra-curriculars. Parkour, gymnastics, swimming.

4/16/2015 3:31 PM

water sports and skiing, tinkering on cars

4/12/2015 10:37 PM

My family has season tickets to the Dbacks and Suns, so I go to a lot of games. I also go to a lot of concerts

4/12/2015 4:00 PM

Sports, hiking, yoga, travelling, exploring new locations and environments

4/11/2015 9:56 AM

Hiking, yoga, health and nutrition research

4/10/2015 9:27 PM

I have three boys under the age of 5 so don't have a whole lot of time for extracurriculars

4/10/2015 3:48 PM

Reading, gardening, hiking,meditating, learning new things

4/10/2015 1:34 PM

Art, Basketball, Volleyball, all sports, Family

4/10/2015 12:42 PM

kids and golf

4/10/2015 12:31 PM

9 / 27

FPA Board Survey

Q9 Personal 2: Describe your passions and what you would do if you simply followed your heart... Answered: 9

Skipped: 1

Responses

Date

Truly - manage money and help people pursue their financial freedom. I like watching the market and helping people! Aside from that, I would spend several months of the year riding my bike in different places in the world.

4/16/2015 3:31 PM

ski

4/12/2015 10:37 PM

I love to teach and help others. If I had more free time, I'd love to volunteer more with kids.

4/12/2015 4:00 PM

I am passionate about being of service to others and contributing in anyway I can. I would create/build a firm with an open work environment where everyone feels comfortable to share, contribute ideas and concepts for sustainable growth and be rewarded for doing so.

4/11/2015 9:56 AM

I love health, nutrition and travel. My dream job would involve all 3 of these passions!

4/10/2015 9:27 PM

I am following my heart

4/10/2015 3:48 PM

Exactly what I have chosen to do now from a professional standpoint. Once thimgs become established I would love to visit India and Butan as part of my spiritual journey.

4/10/2015 1:34 PM

Start a Non-Profit organization

4/10/2015 12:42 PM

I love helping people so financial planning is my passion.

4/10/2015 12:31 PM

10 / 27

FPA Board Survey

Q10 Concurrent with this organization: In addition to serving on this board of directors, what other board service experience are you having now? Answered: 10

Skipped: 0

NonProfit (501(c)(3))...

NonProfit (NOT a 501(c)(3)...

For Profit Board of...

N/A

10%

20%

30%

40%

50%

60%

70%

80%

Answer Choices

90% 100%

Responses

NonProfit (501(c)(3)) organization

30.00%

NonProfit (NOT a 501(c)(3) organization)

20.00%

For Profit Board of Directors

0.00%

N/A

60.00%

Total Respondents: 10

Other (please elaborate). How many others, when did you start, what positions are held, for how long?

Date

- 1 other, 3 yrs ago, treasurer

4/12/2015 10:43 PM

I am on the planning committee for the Tax & Legal Seminar. The net proceeds benefit the AZ Community Foundation and the Jewish Community Foundation.

4/12/2015 4:12 PM

- CFP Board Women's Initive Advocate (WIN) 5 months - Anthem Neighborhood watch group - running for executive committee position - 2 months

4/10/2015 2:54 PM

11 / 27

FPA Board Survey

Q11 Prior to this organization, additional NonProfit or For Profit Board Service. In addition to serving on this organization's board of directors, what other board service experience have you had in the past? Answered: 10

Skipped: 0

NonProfit (501(c)(3))...

NonProfit (NOT a 501(c)(3)...

For Profit Board of...

N/A

10%

20%

30%

40%

50%

60%

70%

80%

Answer Choices

90% 100%

Responses

NonProfit (501(c)(3)) organization

40.00%

NonProfit (NOT a 501(c)(3) organization)

20.00%

For Profit Board of Directors

0.00%

N/A

60.00%

Total Respondents: 10

Other (please elaborate). How many others, when, what positions you held, for how long, how long ago?

Date

see above

4/12/2015 10:43 PM

I am on the planning committee for the Tax & Legal Seminar. The net proceeds benefit the AZ Community Foundation and the Jewish Community Foundation. This is my third year on the board. I also served on the board of Young Jewish Phoenix last year.

4/12/2015 4:12 PM

I was President of the Desert Labrador Retriever Recuse in 2006 for a year; I also served on the marketing & communications committee for my fraternity in 2013/2014

4/10/2015 3:54 PM

Served on the BOD for the FPA of Long Island chapter as well as belonged to various committees(3 years) Director of Communications (almost 2 years) 2010-2012 Served on the Commack Burr Intermeaditate School PTA as Environmental Committee Chair (2Y) 2007-2009 Served on the School Board at OLL in West Islip New York 2 school years- 2003-2005 Communications Chair (1Y) & Secretary Chair (1Y)

4/10/2015 2:54 PM

12 / 27

FPA Board Survey

Q12 Prior Non Profit Organization Work Experience: Please note times when you have been either a paid or unpaid part of a nonprofit organization's staff Answered: 10

Skipped: 0

NonProfit Staff:...

NonProfit Staff: General

NonProfit Staff:...

N/A

10%

20%

30%

40%

50%

60%

70%

80%

Answer Choices

90% 100%

Responses

NonProfit Staff: Volunteer

10.00%

NonProfit Staff: General

0.00%

NonProfit Staff: Management

10.00%

NonProfit Staff: Leadership (CEO, Executive Director)

10.00%

N/A

70.00%

Total Respondents: 10

Other (please elaborate)

Date

Unsure which apply, all unpaid; - Fresh Start Women's Foundation - Financial Coaching & Presenter, AZ - Family Service League - Debt Counselor, NY - Girl Scouts of America -VIRTUS faciltator for the Diocese of Rockville Centre supporting OLL Parish - Stewardship committee for OLL and Christ the KIng Church -Member of the Familiy Liturgy, Social Action, and Environmental committees at OLL Parish, and taught religious instruction Youth Leader, St. Josephs Parish

4/10/2015 2:54 PM

I have volunteered for many organization but don't think I was ever considered "staff".

4/10/2015 12:52 PM

13 / 27

FPA Board Survey

Q13 In my view, the greatest strengths I can bring to this board are: Answered: 10

Skipped: 0

Responses

Date

pulling together ideas from different members. fresh new insight.

4/16/2015 3:39 PM

Commitment

4/15/2015 3:26 PM

- business experience and applying this to our organization

4/12/2015 10:43 PM

I am passionate about being involved in the Financial Planning Community. I have over 12 years of experience in the industry. I attend other meetings and CPE sessions, so I've seen what works and what doesn't work. Additionally, my CPA background can help in the role of Treasurer.

4/12/2015 4:12 PM

My passion and belief that this is the best organization for advisors whose only purpose is to do what is the best interest of their clients period.

4/11/2015 10:11 AM

My ideas and unbiased input

4/10/2015 9:29 PM

Technology and prior non-profit experience

4/10/2015 3:54 PM

Passion to support and be a contribution, learn easily, ability to adapt to changing priorities, ability to see the big picture and details easily and the openness to try new things/learn and evolve.

4/10/2015 2:54 PM

Passion for financial planning, drive to make a difference, and commitment to success.

4/10/2015 12:52 PM

Networking and building relationships with local legislators

4/10/2015 12:35 PM

14 / 27

FPA Board Survey

Q14 In my view, the areas I am least likely to bring significant leadership to this board are: Answered: 10

Skipped: 0

Responses

Date

past board experience

4/16/2015 3:39 PM

4/15/2015 3:26 PM

- unknown

4/12/2015 10:43 PM

Technology and Government Relations

4/12/2015 4:12 PM

Creativity in finding avenues to grow our membership

4/11/2015 10:11 AM

Reliance upon past board experience, as this is my first year serving on a board

4/10/2015 9:29 PM

Less on the day-to-day operations

4/10/2015 3:54 PM

Those involving membership and partnership as I feel that I do have have the same level of contacts as others on our Board at ornizations for bring in new members or retain sponsorship dollars

4/10/2015 2:54 PM

Prior experince on a board

4/10/2015 12:52 PM

Attending more FPA events and volunteering

4/10/2015 12:35 PM

15 / 27

FPA Board Survey

Q15 What was the BEST board service experience you have had, and why? Answered: 10

Skipped: 0

Responses

Date

n/a

4/16/2015 3:39 PM

4/15/2015 3:26 PM

- participation in the public outreach activities

4/12/2015 10:43 PM

I've really enjoyed serving on the planning committee for the Tax & Legal Seminar. We've made some big improvements over the past few years. I've enjoyed the networking and open forum to contribute ideas.

4/12/2015 4:12 PM

Acknowledgement for growing the membership/partnership as my 1st year on the board. The dual role was not expected and I took on the challenge after our partnership director stepped down.

4/11/2015 10:11 AM

N/a

4/10/2015 9:29 PM

Being on the FH committee as they made a conscious effort to give us tools that we could take over to our professional and personal lives, not just our volunteer service.

4/10/2015 3:54 PM

On the FPA Long LI - evryone was open, supportive, and welcomed new ideas

4/10/2015 2:54 PM

N/A This is my fist experience

4/10/2015 12:52 PM

My visit to the State capital in February to meet with AZ Represenatives

4/10/2015 12:35 PM

16 / 27

FPA Board Survey

Q16 What was the WORST board service experience you've had, and why? Answered: 10

Skipped: 0

Responses

Date

n/a

4/16/2015 3:39 PM

4/15/2015 3:26 PM

4/12/2015 10:43 PM

I didn't get much out of Young Jewish Phoenix, which is why I only served for one year. The meetings were not very organized. The group focused only on planning social events more geared towards younger members. I was looking to volunteer in the community, etc. and this group didn't provide that.

4/12/2015 4:12 PM

Frustration over the loss of members being critical of our programming for one or two meeting they didn't think were applicable to their business or worthy of being presented at FPA chapter meetings.

4/11/2015 10:11 AM

N/a

4/10/2015 9:29 PM

DLRR - I had a hard time getting other board members buy into the big picture in that we had limited resources and that if we took dogs that were hard to re-home, it meant saving fewer dogs.

4/10/2015 3:54 PM

Serving on the School Board at OLL. Participants were unwilling to see possibilities or try things differently fromhow they had been done in the past - it created an unworkable environment.

4/10/2015 2:54 PM

N/A This is my fist experience

4/10/2015 12:52 PM

None

4/10/2015 12:35 PM

17 / 27

FPA Board Survey

Q17 What determines for you if your experience on this board is a successful, worthwhile experience? Answered: 10

Skipped: 0

Responses

Date

what i put in I hope to get out. If there's a personality clash, that could hinder the successful outcome. Don't see any reason so far for this to happen.

4/16/2015 3:39 PM

We are unified

4/15/2015 3:26 PM

- am I enjoying the experience, am I able to contribute to helping others

4/12/2015 10:43 PM

This experience will be successful for me if I feel like we've continued to make progress and provide other members with a valuable experience. We need to keep striving towards the next level (not get too complacent). It's important that we have an open forum to contribute ideas. For this to be worthwhile of my time, I need to feel like I've contributed and am a valuable member.

4/12/2015 4:12 PM

Delivering on my promise to grow our membership. I have not fulfilled on breaking 400. That will happen this calendar year!

4/11/2015 10:11 AM

If sine if my ideas or input are implemented and/or make an impact on the organization

4/10/2015 9:29 PM

I've already found it to be worthwhile.

4/10/2015 3:54 PM

At the chapter level - If we are able to further recognition of members, create empowerment among membership and increase membership involvement. With my peers on the board - that there is an experience of community, cooperation, support, in a healthy way that challenges and encourages ideas and collaboration. That askes "Why not?" while bringing out the best gifts/talents in each of us.

4/10/2015 2:54 PM

Have I made a difference and was I valued.

4/10/2015 12:52 PM

Creating more visability for FPA

4/10/2015 12:35 PM

18 / 27

FPA Board Survey

Q18 FPA 1: Your Connection: How did you become aware of FPA? Answered: 10

Skipped: 0

Responses

Date

10 years ago after I got my CFP

4/16/2015 3:41 PM

Father

4/15/2015 3:27 PM

- networking

4/12/2015 10:44 PM

I first became aware of FPA early on in my career. I attend an FPA conference with several co-workers. I didn't attend many chapter meetings until I switched to my current firm. We had internal trainings and there wasn't time to attend many external events.

4/12/2015 4:18 PM

I met Nicole Gurley a month after I moved my business to Scottsdale. Two years later she encouraged me to join as a member and partner.

4/11/2015 10:21 AM

Advertisement while taking the CFP

4/10/2015 9:34 PM

I'm not sure

4/10/2015 3:56 PM

Through a colleague in the Financial Services Industry

4/10/2015 2:59 PM

Peers

4/10/2015 1:03 PM

Through Schwab when I was studying for CFP exam

4/10/2015 12:54 PM

19 / 27

FPA Board Survey

Q19 FPA 2: Your Connection: How did you come to be on the Board? Answered: 10

Skipped: 0

Responses

Date

Asked to consider by Darin and Jason

4/16/2015 3:41 PM

invited

4/15/2015 3:27 PM

- through public outreach involvement

4/12/2015 10:44 PM

Darin approached my colleague, Liz Shabaker. Since she wasn't available to serve on the board, she recommended me. I met with Darin and Jason.

4/12/2015 4:18 PM

I volunteered to be on the Membership committee. I have had the benefit of working/growing under the 3 previous membership directors; Dan Zaremba, Jim McCabe, and Patrick Gavin. Bev Bowers believed in me and what I could bring to the board.

4/11/2015 10:21 AM

Invitation from prior NexGen director

4/10/2015 9:34 PM

Jason Miller asked me to be on the board in the summer of 2013

4/10/2015 3:56 PM

I came to be on the phoenix Board through Darin Shabesta.

4/10/2015 2:59 PM

Invitation by Darin

4/10/2015 1:03 PM

Darin asked me, I've known Darin for a number of years

4/10/2015 12:54 PM

20 / 27

FPA Board Survey

Q20 FPA 3: Your Connection: Why did you agree to serve on the Board? Answered: 10

Skipped: 0

Responses

Date

Wanted to have input and bring greater connection to the community with FPA

4/16/2015 3:41 PM

4/15/2015 3:27 PM

- thought I could contribute

4/12/2015 10:44 PM

It sounded like a great opportunity. I was hoping it would help me to get more involved in the financial planning community, as well as network.

4/12/2015 4:18 PM

I felt that I was ready and that I could contribute to the board alongside my fellow board members. I also have the benefit of Dan serving on my committee to provide guidance and support.

4/11/2015 10:21 AM

I felt like I was ready to take on the challenge and I had some great ideas for furthering the NexGen reach

4/10/2015 9:34 PM

At the time my practice was just getting off the ground and I had some extra time. I feel that it's important to give back to the profession.

4/10/2015 3:56 PM

I agreed because I had a great experience in NY and being a contribution to community in an area that I am passionate about (FP) is important to me

4/10/2015 2:59 PM

To be involved and make a difference in the industry and to grow my network with in the indusrty,

4/10/2015 1:03 PM

To serve the FPA and create more visability for the org

4/10/2015 12:54 PM

21 / 27

FPA Board Survey

Q21 FPA 4: Your connection: How many years have you served on this Board? Answered: 10

Skipped: 0

1-2

2-3

3-4

4-5

5-6

6-7

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

60.00%

1-2

20.00%

2-3

20.00%

3-4

0.00%

4-5

0.00%

5-6

0.00%

6-7

0.00%

Total

22 / 27

FPA Board Survey

Q22 FPA 5: Your Connection: How long have you been a member of FPA? Answered: 10

Skipped: 0

<1 year

2-5 years

6-10 years

11-15 years

>15 years

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

<1 year

0.00%

2-5 years

50.00%

6-10 years

50.00%

11-15 years

0.00%

>15 years

0.00%

Total

Other (please specify)

Date

There are no responses.

23 / 27

FPA Board Survey

Q23 FPA 6: Your Connection: List the top three attributes that you would use to describe FPA, should someone ask you to do so Answered: 10

Skipped: 0

Responses

Date

Great place for sharing of ideas Wealth of knowledge for information Good connections to help with your career

4/16/2015 3:41 PM

Professional network of CFP, Veterans of the Profession

4/15/2015 3:27 PM

- opportunities for involvement, learning and industry contacts

4/12/2015 10:44 PM

Community Continued Learning Current

4/12/2015 4:18 PM

The advocacy group for financial advisors and fiduciaries. Our programming is outstanding! We bring in the best speakers to educate our members. Networking with the highest quality of financial professionals who are committed to being of service to others and delivering what is the in the best interest of their clients.

4/11/2015 10:21 AM

Advocate for CFP professionals, source of education for financial advisors, and networking source for cfp's

4/10/2015 9:34 PM

Collegial Someone willing to help Educational

4/10/2015 3:56 PM

Professional Supportive Quality individuals

4/10/2015 2:59 PM

Relavant industry education, social/professional relationships, and industry exposure through involvement and service.

4/10/2015 1:03 PM

Integrity, Ethics and Education

4/10/2015 12:54 PM

24 / 27

FPA Board Survey

Q24 Vision and Mission Statement as unifying and useful/relevant board tool:How well does this statement reflect your understanding of FPA, your reason for belonging, and provide a benchmark for assessing strategic decisions? Answered: 10

Skipped: 0

Responses

Date

very well!

4/16/2015 3:42 PM

4/15/2015 3:28 PM

- reasonably well

4/12/2015 10:46 PM

This is alligned with my understanding of the FPA. We should always use this as a benchmark when making decisions.

4/12/2015 4:20 PM

Every aspect of our vision and mission resonates with me. I would love to only work with like-minded advisors/fiduciaries.

4/11/2015 10:28 AM

I fully support this mission statement and feel it drives our goals

4/10/2015 9:35 PM

It doesn't - to wordy and doesn't engage me at all.

4/10/2015 3:56 PM

I really like Massacusettes Vision and would be interested in the consideration of incorporating some of their focus into our mission as well and taking some focus off the proferssional development piece. I feel their are so many other sources for this (either more suited and less expensive), so maybe we are making a mistake by placing our full value prositionon on "the premier source" of education and could instead make it more member value and consumer/profession related.: "FPA Massachusetts boldly leads the financial planning profession by: Empowering and supporting its members, Advocating for the public, and Bringing an informed and powerful voice to the legislative and regulatory process"

4/10/2015 3:54 PM

I think it can be made a little more clear and create a more vivid value proposition.

4/10/2015 1:05 PM

Love it!

4/10/2015 12:54 PM

25 / 27

FPA Board Survey

Q25 Orientation Purpose: Board orientations should provide Board members with information needed to successfully fulfill their role in the organization.The Board's overall roles and responsibilities should be understood in context to any individual board members' role.Orientation participation builds healthy working relationships among Board members and with staff by providing a common set of expectations.The core modules of our planned orientation are in place, but the details and areas of emphasis may vary based upon information supplied in this survey. Currently on the agenda list, as possible, we will efficiently plan to cover elements of the following list:1. Non Profit organization structure and roles: Board, Staff, Committee, Member2. FPA National and Chapter: Governing instruments, Current Policies3. Identifying High Performing boards and Non Profits:a) Elements of exceptional Vision and Mission Statements b) Leadership: Strategic or Tactical emphasis: Policy vs Process vs Procedurec) Developing a Culture of Inquiryd) Alternative Forms of Governance and Best Practices for decision making and meeting conducte) Organizational Capacity Assessmentf) Stakeholder Awareness and Identificationg) Business model analysis and value propositions4) Chapter Communications Norms and Communications Plan5) Strategic Plan: Established Goals and Objectives: The Chapter Dashboard6) Chapter Assets (nonfinancial)This is your chance to add emphasis or ideas.Are there any specific questions or areas that you would like to be covered during the upcoming orientation? Answered: 5

Skipped: 5

26 / 27

FPA Board Survey #

Responses

Date

not at this time. thank you!

4/16/2015 3:42 PM

none

4/15/2015 3:28 PM

Not at this time. The agenda looks good!

4/12/2015 4:20 PM

As an item to be covered at another day and venue I would appreciate a team meeting with Ben Lewis from National to better understand the PR role, the overlap with David Rich's role as well as the pro-bono piece so that we can better understand and create a roadmap for these committees and support of membership effectively

4/10/2015 3:54 PM

none

4/10/2015 12:54 PM

27 / 27

April 22, 2015 Board Meeting Notes/Minutes (16 BOD Members, 16 Voting Members, 9 = Quorum) In attendance: (yes/no)

Yes

Darin

Shebesta

Yes

Robyn

Gerke

Marcus

Johnson

Yes

Rey

Martinez

Yes

Julie

Kern

Yes

Brian

Frederick

Yes

Erin

Itkoe

Yes

Christopher Palermo

Yes

Jason

Miller

Yes

Bud

Heintz

Yes

Allan

Small

Lyle

Capstick

Yes

Michelle

Buonincontri

Yes

Suzie

Eyrich (phone)

Yes

David

Rich Jr.

Marcus

Seiter

Guests: Melissa Kemp, Executive Director

Additional Guests: None 12:02 pm: Call the meeting to order (Darin Shebesta) Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board

Improve focus

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board

Improve meeting effectiveness

3 Implement special one-day Symposium pricing

Melissa

Increase attendance

4 Bring updates to BOD meeting in May regarding how the e-survey transition is planned and how

Michelle Buonicontri

Process improvement

Financial Planning Association of Greater Phoenix

success is measured Opening Round: Rey indicated that he will need to leave the call and requested to provide his report first. He will post his report to the website. There were no other changes to the agenda. Presidentâ&#x20AC;&#x2122;s Report: (Darin Shebesta). Darin read the mission and vision statements. From the last board meeting, Darin reviewed the outstanding action items: watching the leadership training video, completing outstanding achievement award applications, completing the website tour, the board orientation, the beta survey and responses, sending leadership video links. All have been completed. We discussed the conflict of interest policy and Darin asked whether anyone has any conflicts with any of the current agenda items. No one had a conflict. Darin mentioned that a steering committee will be created to move forward with the financial planning program with the University of Arizona. Consent Agenda Items: 1) Previous BOD meeting Minutes 2) Treasurer's report and March Financials A motion was made by Chris Palermo to approve the March meeting minutes and accept the March financials. The second was by Brian Fitzpatrick; motion carried. Board Discussion: We discussed modifications to the vision and mission statements. Various ideas were presented. Discussion will continue at the next meeting. We discussed the energy during the monthly meetings, whether there is an issue to address, and some potential solutions. The natural dynamics of the meeting room were acknowledged as part of the problem. Darin mentioned having some music playing prior to the meeting as a mood enhancer. The ambassador idea was also mentioned. Committee Report(s): Member Development & Retention (Allan Small) Public Relations (Michelle Buonincontri) Lifelong Learning/Ethics (Robyn Gerke) Partnerships (Rey Martinez) Technology (Brian Frederick) Financial Planning Association of Greater Phoenix

Advocacy (Christopher Palermo) Public Awareness (Bud Heintz) Pro Bono (Lyle Capstick) NexGen (Suzie Eyrich) Professional Relations (David Rich, Jr.) Director Report: Melissa explained the Activity Report. There is a focus on automating processes and activities to reduce billing hours. She discussed the value of getting all board members and other members trained with regard to the technology available. Administrative Report: This report will be generated by Melissaâ&#x20AC;&#x2122;s office to communicate any administrative issues and their solutions. Committee Topics for Discussion: Robyn and Melissa discussed the one-day pricing special for the Symposium. So far, the registration total is light, so this is an attempt to increase registrations. A consent round was requested before moving this action forward. There were no objections. The proposal carried. Closing Round: The general consensus was that time was well-spent and much was accomplished. There were a few comments regarding the time commitment for the survey being too much. Unfinished Business: None Other Business: None Adjourn at 1:03 pm Respectfully submitted, By: Julie Kern, Secretary Board Member Attendance Record Jan. 28th

Feb 25th

Mar 25th

Apr 22nd

Darin Shebesta (President)

Marcus Johnson (Vice President)

Attendance Percentage

100% 100%

Financial Planning Association of Greater Phoenix

Erin Itkoe (Treasurer)

100%

Julie Kern (Secretary)

100%

Jason Miller (Past President)

67%

Allen Small

100%

Michelle Buonincontri

100%

David Rich Jr.

67%

Robyn Gerke

100%

Rey Martinez

100%

Brian Frederick

100%

Christopher Palermo

100%

Bud Heintz

100%

Lyle Capstick

Suzie Eyrich

Marcus Seiter

100% X

100% 67%

Financial Planning Association of Greater Phoenix

FPA of Greater Phoenix - Refund Policy No refunds can be made for cancellations as our event logistics are in process; however, substitute attendees are encouraged. Please notify us of any substitute attendees by 5:00 p.m. the day before the event.

**We will consider offering credits for future meetings on a case-by-case basis, as requested. This creates an administrative burden, but it helps to build membership and attendance over time.

FPA OF GREATER PHOENIX EQUAL OPPORTUNITY STATEMENT FPA of Greater Phoenix (FPAGP) is committed to the policy of equal opportunity in employment, leadership, and volunteerism. It is our policy to recruit qualified persons on the basis of merit without regard to race, color, religion, national origin, sex, age, ancestry, marital status, sexual orientation, disability, military or veteran status, or any other protected class as set forth under applicable state and federal civil rights laws. Employment decisions will be based on the individual’s qualifications to perform the job. This policy of nondiscrimination applies to employment (paid or volunteer), training, compensation, promotion, transfer, social and recreational programs, and all other conditions of employment. •

• •

It is the policy of FPAGP to Follow personnel procedures that will ensure equal opportunity for all people without regard to race, color, religion, national origin, sex, age, ancestry, marital status, sexual orientation, disability, military or veteran status, or any other protected class. Make reasonable accommodations wherever necessary for all employees or applicants with disabilities, provided that the individual is otherwise qualified to perform the major functions of the job. Thoroughly investigate instances of alleged discrimination and take corrective action if warranted.

If you have any questions regarding our equal opportunity policy, or if you believe you have in any way been discriminated against, contact the president of the board of directors.

May 27, 2015 Board Meeting Notes/Minutes (16 BOD Members, 16 Voting Members, 9 = Quorum) In attendance: (yes/no) Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Yes

Rey

Martinez

Julie

Kern

Yes

Brian

Frederick

Yes

Erin

Itkoe

Yes

Christopher

Palermo

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri

Yes

Suzie

Eyrich

Yes

David

Rich Jr.

Yes

Marcus

Seiter

Guests: Melissa Kemp, Executive Director Additional Guests: None 12:54 pm: Darin called the meeting to order, welcomed all including several board members still in transit and joining us via conference call, and shared our Vision and Mission statements. A quick outstanding action items review was conducted, noting those actions completed, and those continuing/outstanding. Reference Action Items Table Appendix B. Darin briefly reviewed the planned meeting agenda, and asked for agenda adjustments in the opening round. Darin called for any potential conflicts of interest from items included in the planned meeting agenda, and noted he would not vote on his reimbursement request, currently included in the consent agenda. Darin requested comments on the April 22nd meeting minutes. Corrections were requested to the board attendance table and noted. Darin requested the treasurer’s report. Erin shared comments on the April Financials, preliminary Symposium financial results, FPA 2014 tax return filing status – expect to file before the June board meeting, a project with staff regarding line items review in the chart of accounts for future budgeting ease, and a reimbursement request from Darin Shebesta for a Professional Relations committee meeting with David Rich, Melissa Kemp, Jason Miller, and Elena Zee, to be allocated from the Presidents’ expense line item in our budget. Darin called for action on the planned consent agenda, including: 1. April 22nd 2015 board meeting minutes (with attendance table corrections) 2. Accept 2015 April Financials 3. 2014 Tax Return to be filed with corrections as suggested to CPA Carolyn Sechler 4. DS request for reimbursement Motion for approval made by Brian Fredericks, second by Suzie Eyrich. Darin Abstained. Motion Carried.

President’s Report: (Darin Shebesta).  Time to update the Bylaws, recently went through a compliance process with FPA, and this item came to his attention. Sub-committee to be created (he will pull this together). Target for delivery: by June BOD meeting  Chapter agreement with FPA to be updated on/before June BOD meeting.  Creation of Job Descriptions for Ambassador roles is underway(not yet complete, target by June Member meeting), objective being facilitating better engagement for board members and their roles during membership meetings  UofA financial planning program: next meeting in Tucson June 11th, FPA of Southern AZ to join this meeting. Executive Director Report:  Hours reports: I expected to be over time allotments by 25% for the first quarter/months, it has been more like 50%, meaning it is time to complete outstanding large tasks for automation (eg: database integration from FPA nationally), and then be sure all staff are prioritizing which tasks are taken on relative to all requests for staff support.  Wild Apricot (our website platform) has announced an increase. Brian and Melissa will need to bring a recommendation back to the board by the June board meeting.  It is time to look ahead to Sep-Dec relative to scheduled board meetings, as many member meetings were shifted due to the holidays. Melissa and Darin will set up suggested board meeting dates and tackle decisions during June and July.  Her primary focus for rest of year will be membership numbers, partnership sales, supporting committees that need to be active now and/or expand members, and setting up a successful Fall strategic planning session. Administrative Report: Main item to note is that everyone should sign in to the meetings, whether or not they are seeking CE credit, in order to facilitate keeping an accurate attendance and meal count. Committee Report(s): as submitted in the Committee Forum. Pre-submitted Proposal Discussion(s): Public Relations Website adjustments for Consumer pages. After discussion, motion for approval made by Marcus Johnson, second by David Rich. Brian Fredericks abstained. Motion carried. Professional Relations proposal for entering into an MOU with the Arizona Council on Economic Education. After discussion, David Rich pulled the proposal back to committee, for further review and potential board action at a future meeting. Robyn opened discussion regarding ideal Symposium dates for 2016. The board agreed that the Lifelong Learning committee may work toward planning 6 months into 2016 to provide the next committee more lead time. Melissa stepped outside the room for our Executive Session. [insert executive session comments] Unfinished Business: None Other Business: None Adjourn at 2:08 pm Respectfully submitted, By: Julie Kern, Secretary

Appendix A Board Member Attendance Record Jan. 28th

Feb 25th

Mar 25th

Apr 22

Attendance Percentage

Darin Shebesta (President)

Marcus Johnson (Vice President)

Erin Itkoe (Treasurer)

Julie Kern (Secretary)

80%

Jason Miller (Past President)

60%

Allen Small

100%

Michelle Buonincontri

100%

David Rich Jr.

80%

Robyn Gerke

100%

Rey Martinez

100%

Brian Frederick

100%

Christopher Palermo

100%

Bud Heintz

100%

Lyle Capstick

80%

Suzie Eyrich

100%

Marcus Seiter

60%

May 27

100%

80%

100%

Appendix B: Action Items Table Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board, for Fall Planning Improve focus Meeting

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board, continuing attention

Improve meeting effectiveness

3 Implement special one-day Symposium pricing

MK/done

Increase attendance

4 Bring updates to BOD meeting in May regarding how the esurvey transition is planned and how success is measured

MK/MK -On todayâ&#x20AC;&#x2122;s agenda

Process improvement

5-1 Update FPA Bylaws: form sub-committee, review, target to propose updates to board by June

Darin, sub committee, June BOD meeting

Governance

5-2 Create job descriptions for meeting and chapter ambassadors functions

MK, June BOD meeting Membership support

5-3 Make Wild Apricot forward purchase recommendation to board

MK, BF, June BOD meeting

budget

5-4 Plan for Oct-Dec board meetings, as normal dates interfere with holidays

DS, MK, BOD, doodle on/before Jul BOD mtg

Governance

5-5 Set October Financial Planning Day/date/theme

Bud, Lyle, Committee chairs

Event Planning

5-6 Sign updated chapter agreement with FPA

DS, by June BOD meeting

Governance

5-7 Consider/find google analytics to understand consumer use of FPAofGP website

MK, BF, MB

Communications, Technology, PR

5-8 Make the changes to the FPAofGP website

Per proposal

5-9 Reconsider ACEE proposal and organization MOU at June BOD

DR, MK, DS

Per discussion

MK, RG, committee, by Jul BOD meeting

Per discussion

5-10 Support Program committee in gathering further member feedback regarding holding Symposium in April 2016: April, May or September

June 24, 2015 Board Meeting Notes/Minutes (16 BOD Members, 16 Voting Members, 9 = Quorum) In attendance: (yes/no) Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Yes

Rey

Martinez (phone)

Yes

Julie

Kern

Yes

Brian

Frederick (phone)

Erin

Itkoe

Yes

Christopher

Palermo

Yes

Jason

Miller

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri

Suzie

Eyrich

Yes

David

Rich Jr.

Yes

Marcus

Seiter

Guests: Melissa Kemp, Executive Director Additional Guests: None 12:54 pm: Darin called the meeting to order, welcomed all including several board members still in transit and joining us via conference call, and shared our Vision and Mission statements. Darin reviewed the agenda items and asked for any revisions. Darin called for action on the planned consent agenda, including: 1. May 27th board meeting minutes (with Executive Session revisions) 2. Approve an expenditure of up to $600 for the August speaker 3. Move to a new contract with Carolyn Sechler, CPA 4. Move to approve expenditures within budget without Executive Committee or Board approval Motion for approval made by Julie Kern; second by Marcus Johnson; Motion Carried. Darin asked if any Board members have any conflicts of interest. Jason Miller indicated that he is a board member of the Arizona Council on Economic Education and would abstain from any voting related to that organization. President’s Report: (Darin Shebesta). • We discussed the role of committee chairs being Board members vs. being non-Board members. We need to have at least 2 – 3 committee members on each committee before making this change. We set this as a goal for this year. • Met with the UofA financial planning program contacts about fundraising. The next meeting will be in Tucson • Need to approve suggested Board meeting dates for the rest of the year. • The revised By-Laws will be sent out to the Board for review by July 15th so that they can be sent to the national by July 31st and voted on at the August or September Board meeting.

Executive Director Report: • • • • •

Melissa’s report has been uploaded for the Board to review. Her focus is shifting to Membership and Partnership revenue. The Dashboard progress is being posted. The database update project is still in progress and will be completed in accordance with Board policy. A partnership request has been made to allow payments to be made over multiple months. No action will be taken at this time. FPA national is seeking Board nominees. The deadline for nominations is July 7th.

Administrative Report: • • • • • • •

The meeting announcement schedule was provided and a few glitches discussed. The online and paper meeting evaluation process was illustrated with the goal of 50% feedback. The Board meeting RSVP process now allows for responses for “call-in or” “regret.” Meeting materials are now posted to the meeting archives page within the members’ only section of the website. Premium Organization Hours reports have been posted. Premium Organization is compiling an organizational annual timeline of events.

Committee Report(s): as submitted in the Committee Forum. Pre-submitted Proposal Discussion(s): The creation of a template for the purpose of laying out our relationship with Motion by David to approve the creation of an MOU template; Second by Michelle; motion carried Executive Session: Melissa stepped outside the room. There were some concerns about the number of hours in excess of the contract and the future potential impact of those hours should they continue. All other feedback was positive or Board members had limited interaction. All feedback regarding the administration was positive. Closing Round: Positive feedback about the meeting was expressed by all. Melissa noted that we did go off agenda once and that impacts our ability to end on time. Unfinished Business: None Other Business: None Adjourn at 2:10 pm Respectfully submitted, By: Julie Kern, Secretary

Appendix A Board Member Attendance Record Jan. 28th

Feb 25th

Attendance Percentage

Mar 25th

Apr 22nd

May 27th

Jun 24th

100%

83%

100%

Darin Shebesta (President)

Marcus Johnson (Vice President)

Erin Itkoe (Treasurer)

Julie Kern (Secretary)

83%

Jason Miller (Past President)

66%

Allen Small

100%

Michelle Buonincontri

100%

David Rich Jr.

83%

Robyn Gerke

100%

Rey Martinez

100%

Brian Frederick

100%

Christopher Palermo

100%

Bud Heintz

100%

Lyle Capstick

83%

Suzie Eyrich

100%

Marcus Seiter

66%

Appendix B: Action Items Table Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board, for Fall Planning Improve focus Meeting

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board, continuing attention

Improve meeting effectiveness

3 Implement special one-day Symposium pricing

MK, done

Increase Attendance

4 Bring updates to BOD meeting in May regarding how the esurvey transition is planned and how success is measured

MK On June agenda, time was short, on July agenda

Process improvement

5-1 Update FPA Bylaws: form sub-committee, review, target to propose updates to board by June

DS On July Agenda

Governance

5-2 Create job descriptions for meeting and chapter ambassadors functions

MK On June agenda, time was short, on July agenda

Membership support

5-3 Make Wild Apricot forward purchase recommendation to board

MK, BF, on July Agenda

budget

5-4 Plan for Oct-Dec board meetings, as normal dates interfere with holidays

DS, MK, BOD, on July Agenda

Governance

5-5 Set October Financial Planning Day/date/theme

Bud, Lyle: Oct 17th

Event Planning

5-6 Sign updated chapter agreement with FPA

DS, on July Agenda

Governance

5-7 Consider/find google analytics to understand consumer use of FPAofGP website

MK, BF, MB

Communications, Technology, PR

5-8 Make the changes to the FPAofGP website

done

Per proposal

5-9 Reconsider ACEE proposal and organization MOU at June BOD

DR, MK, DS on July Agenda

Per discussion

MK, RG, committee, by Jul BOD meeting

Per discussion

5-10 Support Program committee in gathering further member feedback regarding holding Symposium in April 2016: April, May or September

July 22, 2015 Board Meeting Notes/Minutes (15 BOD Members, 15 Voting Members, 8 = Quorum) In attendance: (yes/no) Yes

Darin

Shebesta

Yes

Robyn

Gerke

Marcus

Johnson

Yes

Rey

Martinez (phone)

Yes

Julie

Kern

Yes

Brian

Frederick

Yes

Erin

Itkoe

Yes

Christopher

Palermo

Yes

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Michelle

Buonincontri

Yes

Suzie

Eyrich (phone)

Yes

David

Rich Jr.

Guests: Melissa Kemp, Executive Director Additional Guests: None 12:50 pm: Darin called the meeting to order, welcomed all including several board members still in transit and joining us via conference call, and shared our Vision and Mission statements. Darin reviewed the agenda items and asked for any revisions. He also reviewed outstanding action items. Darin called for action on the planned consent agenda, including: 1. Fourth quarter meeting schedule 2. June 24th board meeting minutes 3. May and June financials 4. Delinquencies recommendation and write down of past delinquencies 5. Affirm offering a 3-pack meeting registration for $75 Motion for approval made by Bud Heintz; second by Lyle Capstick; Motion Carried. Darin asked if any Board members have any conflicts of interest. Michelle indicated prior to the meeting that she has written an article that she would like to have posted on the website. President’s Report: (Darin Shebesta)    

UofA financial planning program update—A call with the advisory board is planned for August. We are planning to host the directors of Take Charge America and the Norton School at an FPAGP meeting. Nominating committee forming; Transition to leadership development team in future—Putting key people together to identify future leaders to be involved in the Board and to create a vetting process. Past FPAGP Presidents will be considered for this committee. Reminder: FPAGP structural transition continues—This is in process and progress is being made. Recommendation to sign new, updated chapter charter—Darin recommends signing the revised charter. Motion by Jason Miller; Second by Erin Itkoe; motion carried.

 

By Laws Revisions—The main revisions were two-year terms for board members with a six-year maximum and no proxy voting. Motion to sign the new by-laws Brian Frederick; Second my Allan Small; motion carried. Marcus Seiter resignation from board as of July 17, 2015—His other obligations have caused him to be overcommitted.

Executive Director Report:  Forward purchase recommendation for Wild Apricot—Melissa recommended purchasing it for two years up front. Motion by Julie Kern; Second by David Rich; motion carried.  Ambassadors Initiative—Draft is written and posted. The Board is requested to review it.  Partnership Ambassadors-- An important aspect of the ambassador initiative to implement quickly.  Invitation to all who are interested: July 30th, KJZZ—Tour is scheduled.  Membership Campaign—Will be rolled out. Board members invited to follow our lead.  BE 2015 Attendance—Let Melissa know if you are planning to attend.  Vacation: Melissa will be out August 26th - September 6th. Administrative Report:  Transition to electronic survey process/evaluation. Pre-submitted Proposal Discussion(s):  Action Required: Board Decision regarding 2016 Membership categories and Local Dues (Allan Small)—Membership categories are being reduced from eleven to eight and dues are increasing effective November 1, 2015. The Chapter assessment is being included with the total dues.  FPA's analysis of chapter dues in 2016--Motion by Brian Frederick to allow the Executive Committee to make a final decision on the Chapter dues; Second by Bud Heintz; Motion carried.  Arizona Council on Economic Education MOU (David Rich)—There are five areas of opportunity outlined in the MOU: (1) Offer guest speaker opportunities to FPA members (2) Volunteer to provide financial exam case studies and questions for their students (3) Judging personal finance competitions; (4) Market our organization and cross advertising, (5) Utilizing their national resources for speakers, etc. Motion to approve the MOU by Chris Palermo; Second by Robyn Gerke; Jason Miller and Rey Martinez abstained; Motion carried.  Financial Planning Day: Oct 17th, (Bud Heintz/Lyle Capstick)—New relationship with KJZZ; 15 volunteers are needed. Committee Report(s): as submitted in the Committee Forum.  Draft Communications Plan (Brian Frederick)—A cohesive plan is being developed. The Board is requested to review it. Executive Session: No executive session was held this month. Closing Round: Positive feedback about the meeting was expressed by all. The meeting was adjourned at 2:02 pm Respectfully submitted, By: Julie Kern, Secretary

Jul 22nd

X X

X X X X

100%

Marcus Johnson (Vice President)

X X

71%

Erin Itkoe (Treasurer)

X X

X X X X

100%

Julie Kern (Secretary)

X X

Jason Miller (Past President)

Allen Small

X X

X X X X

100%

Michelle Buonincontri

X X

X X X

86%

David Rich Jr.

X X X X

86%

Robyn Gerke

X X

X X X X

100%

Rey Martinez

X X

X X X X

100%

Brian Frederick

X X

X X X X

100%

Christopher Palermo

X X

X X X X

100%

Bud Heintz

X X

X X X X

100%

Lyle Capstick

X X

X X X

Suzie Eyrich

X X

X X X X

100%

Marcus Seiter

X X

60%

May27th

Apr 22nd

Feb 25th

Darin Shebesta (President)

Mar 25th

Jan. 28th

Jun 24th

Appendix A Board Member Attendance Record

Attendance Percentage

86% 71%

86%

Appendix B: Action Items Table Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board, for Fall Planning Improve focus Meeting

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board, continuing attention

Improve meeting effectiveness

4 Bring updates to BOD meeting in May regarding how the esurvey transition is planned and how success is measured

MK On June agenda, time was short, on July agenda

Process improvement

5-1 Update FPA Bylaws: form sub-committee, review, target to propose updates to board by June

DS On July Agendadone

Governance

5-2 Create job descriptions for meeting and chapter ambassadors functions

MK On June agenda, time was short, on July agenda-done

Membership support

5-3 Make Wild Apricot forward purchase recommendation to board

MK, BF, on July Agenda-done

budget

5-4 Plan for Oct-Dec board meetings, as normal dates interfere with holidays

DS, MK, BOD, on July Agenda-done

Governance

5-5 Set October Financial Planning Day/date/theme

Bud, Lyle: Oct 17th done

Event Planning

5-6 Sign updated chapter agreement with FPA

DS, on July Agendadone

Governance

5-7 Consider/find google analytics to understand consumer use of FPAofGP website

MK, BF, MB

Communications, Technology, PR

5-9 Reconsider ACEE proposal and organization MOU at June BOD

DR, MK, DS on July Agenda -done

Per discussion

MK, RG, committee, by Jul BOD meeting

Per discussion

5-10 Support Program committee in gathering further member feedback regarding holding Symposium in April 2016: April, May or September

7-1 Review ambassadors draft initiative and provide feedback to Board Melissa

Membership support

7-2 If you wish to be connected and are attending the FPA annual conference in Boston September 26-28th, let Melissa know

Connections

Board

7-3 Review draft communications plan and provide feedback to Brian

Board

Effective/efficient communications

From: To: Cc: Subject: Date: Attachments:

MARCUS SEITER melissa@premiumorganization.com "Darin Shebesta, CFPR"; "Marcus Johnson" RE: FPA of GP Ambassador Initiative Friday, July 17, 2015 9:33:24 PM image006.png

Melissa: Thanks for reaching out last week regarding the new ambassador initiative. I really wanted to take a close look at it before making a commitment. While I would be honored to serve the board further, I have to regretfully decline your offer. I admire and appreciate the hard work the other board members have been putting in. Unfortunately, I have less time on my hands right now than I anticipated. In fact, when I accepted the Director at Large position, I thought I would have more time once I finished law school and took the bar exam. But, building out the other side of my practice along has taken most of my focus and energy lately. Therefore, I also feel compelled to resign my position as Director at Large as well. I hope that I can soon be more engaged in the work you are all doing. Respectfully, Marcus Seiter, JD, CFP® Financial Planner S+G Wealth Partners, LLC 960 W Elliot Rd Suite 114 Tempe, AZ 85284 480-345-3300 – office 480-345-3994 – fax Securities offered through Questar Capital Corporation (QCC), member FINRA/SIPC. Advisory services offered through Questar Asset Management (QAM), a registered investment advisor. Estate planning services offered through Seiter Law, PLLC. An attorney-client relationship will only be formed when a written agreement for legal representation is signed by both parties. S+G Wealth Partners, LLC and Seiter Law, PLLC are independent of QCC and QAM.

www.sgwealthpartners.com www.seiterlawpllc.com From: Melissa Kemp [mailto:melissa@premiumorganization.com] On Behalf Of ExecutiveDirector@fpaofphoenix.org Sent: Friday, July 10, 2015 4:54 PM To: MARCUS SEITER Cc: 'Darin Shebesta, CFPR'; 'Marcus Johnson' Subject: FPA of GP Ambassador Initiative

August 26, 2015 Board Meeting Notes/Minutes (15 BOD Members, 15 Voting Members, 8 = Quorum) In attendance: (yes/no) Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Yes

Rey

Martinez

Yes

Julie

Kern

Yes

Brian

Frederick

Yes

Erin

Itkoe

Yes

Christopher

Palermo (phone)

Yes

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri (phone)

Yes

Suzie

Eyrich

Yes

David

Rich Jr.

Guests: None Additional Guests: None 12:50 pm: Darin called the meeting to order, welcomed all including several board members still in transit and joining us via conference call, and shared our Vision and Mission statements. Darin reviewed the agenda items and asked for any revisions. He also reviewed outstanding action items. Darin asked if any Board members have any conflicts of interest Darin called for action on the planned consent agenda, including: 1. Approve July 22tnd board meeting minutes 2. Accept July financial reports for audit Motion for approval made by Jason Miller; second by Lyle Capstick; Motion Carried. President’s Report: (Darin Shebesta)    

EC committee decision regarding Chapter Membership Dues for 2016 – The EC agreed to accept FPA national’s recommended pricing with the exception of the local dues for the CFP® certificant level, which was modified from $125 to $124, to keep the total dues under $500 2 Pay Option for PTAM, new silver-level partner – Melissa prepared a proposal to allow for corporate partners to make their annual payment in two payments with a 10% surcharge. Motion to approve by Marcus Johnson; second by Julie Kern; motion carried Ambassador Program: Draft document was posted for review and discussion – There was some discussion about the concept Board invited free guests expectations for 2015 – We discussed whether some guidelines should be set around how many first-time guests can be invited to attend for free. We decided not to change the current policy.

 

Nominations and Leadership development effort – Some discussions are taking place with past presidents for recommendations about the leadership structure. UofA financial planning program update – The UofA met with the FPA southern chapter and the initiative is gaining momentum. We may have guests Michael Staten of Take Charge America and Jana Howley of the Norton School, attending our chapter meeting in September and would like to give them lectern time to talk about the initiative.

Executive Director Report:   

Dashboard - It is updated Insurance Policy Renewal – Melissa recommended seeking a new policy. Since the renewal date is September 12th, we decided to have Melissa obtain a quote with a side-by-side comparison with our existing policy. Lyle will work with Melissa on that effort. Membership campaign - Need Board members (all) to participate. We can sell 3paks through the September meeting.

Administrative Report: Online survey - Board members were asked to fill it out after meeting before entering cocktail event, if possible Committee-Specific Discussion(s):  Communications Plan: (Brian) – No updates. Brian asked the Board to review it and offer comments. Michelle Buonincontri suggested that we included non-financial professionals in our plan.  2015 Membership Campaign: (Allan) – The thrust of the drive needs to take effect by the end of October. Next year, we will focus on member retention, but membership is the focus for this year.  Active Mentor Program desired: (Allan/Suzie) – Suzie is planning to reach out to the NexGen group for mentees to gauge interest. So far, there have been four positive responses. She asked if any Board members would like to participate in the program. FPA national has a program that we may be able to use as a blueprint.  2016 Work on revised Partnership Program: (Rey) – Rey provided an overview of the revisions and the Board was encouraged to review the document.  Financial Planning Day: (Bud) – The date is October 17th. The steering committee met to discuss promoting the event. The biggest need is for volunteers. 30 are needed for the event and the goal is to serve 150 individuals.  Strategic Planning Meeting – It is scheduled to be held on October 23rd; Marcus suggested holding it from 7:00 am to noon at Marcus’s home. He requested that if anyone is planning to step down from their position, that they let him know. Executive Session: No official executive session was held this month since Melissa was absent. Jason mentioned that the Board’s role should continue to adjust as we get accustomed to Melissa’s role and how it differs from how we operated in the past. Closing Round: Positive feedback about the meeting was expressed by all. The meeting was adjourned at 2:02 pm Respectfully submitted, By: Julie Kern, Secretary

Darin Shebesta (President)

Marcus Johnson (Vice President)

Erin Itkoe (Treasurer)

Julie Kern (Secretary)

Jason Miller (Past President)

Allen Small

Michelle Buonincontri

David Rich Jr.

Robyn Gerke

Rey Martinez

Aug 26th

Jun 24th

Attendance Percentage

100%

88%

100%

88%

100%

Brian Frederick

100%

Christopher Palermo

100%

Bud Heintz

100%

Lyle Capstick

88%

Suzie Eyrich

100%

Marcus Seiter

N/A

May27th

Apr 22nd

Mar 25th

Feb 25th

Jan. 28th

Appendix A Board Member Attendance Record

100% 88%

75%

N/A 67% (resigned June 2015)

Appendix B: Action Items Table Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board, for Fall Planning Improve focus Meeting

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board, continuing attention

Improve meeting effectiveness

4 Bring updates to BOD meeting in May regarding how the esurvey transition is planned and how success is measured

MK On June agenda, time was short, on July agenda

Process improvement

MK, BF, MB

Communications, Technology, PR

MK, RG, committee, by Jul BOD meeting

Per discussion

5-7 Consider/find google analytics to understand consumer use of FPAofGP website – Need update from Brian 5-10 Support Program committee in gathering further member feedback regarding holding Symposium in April 2016: April, May or September

7-1 Review ambassadors draft initiative and provide feedback to Board Melissa – on August agenda

Membership support

7-2 If you wish to be connected and are attending the FPA annual conference in Boston September 26-28th, let Melissa know

Board

Connections

7-3 Review draft communications plan and provide feedback to Brian

Board

Effective/efficient communications

8-1 Request insurance quote and side-by-side comparison of coverage with what we currently have

MK, LC

Reduce risk

8-2 Membership campaign participation

Board

Grow chapter

8-3 Complete online survey before leaving member meeting

Board

Increase participation

2015 Season Darin Shebesta, CFP®, President, 480-213-3430 Marcus Johnson, VP/President Elect, CFP®, 602-705-8709 Erin Itkoe, CFP®, CPA/PFS, Treasurer, 602-334-4014 Julie Kern, CPA, CFP®, CDFA™, Secretary, 480-510-5750 Jason Miller, CFP®, Chairman, 480-440-2575 Melissa Kemp, CFP®, AEP®, Executive Director, 602-840-2900

Memorandum of Understanding

Dated August 1st, 2015 through July 31st, 2016 Parties: FPA of Greater Phoenix and Arizona Council on Economic Education. This Memorandum of Understanding (MOU) is a voluntary agreement, entered into between the named parties for the sole purpose for defining anticipated organization to organization areas of collaboration. This MOU provides a context for defining the relationship and identifying it for each party’s board of directors, members, and other audiences. Identified c0llaborative activities under this MOU include the following: 1. ACEE may offer FPAGP members opportunities to volunteer to be a guest speaker at ACEE teacher workshops. 2. ACEE may offer FPAGP members opportunities to engage with ACEE members to develop Personal Finance State Final Questions, Case Studies and Judging. 3. ACEE may offer FPAGP members opportunities to become judges for Investwrite, Economics, and Personal Finance competitions. 4. ACEE may market relevant FPA programs to financial educators. 5. FPAGP and ACEE may combine resources for the purpose of attracting high quality and/or national level speakers for either organization’s programming or joint programming. Each organization may post or cross market their events to each organization’s membership through their standard and customary marketing tools and norms. This agreement may be terminated by either party at any time via 30 day written notice to the designated contracting authority. At the termination of the MOU, it may be renewed with affirmative decisions by both organizations for up to two years’ at a time.

By:

FPA of Greater Phoenix Darin Shebesta/Melissa Kemp

Its: President/Executive Director

signature

dated

By: Elena Zee

ACEE

Its: Executive Director

Vision: To be the premier source of financial planning professional development and continuing education in the Valley by cultivating our core values - competence, integrity, relationships, and stewardship. Mission: Facilitate the Success of ethical and competent members who champion the financial planning process to help consumers make smart financial decisions.

Financial Planning Association of Greater Phoenix in care of: Premium Organization PO Box 4130, Scottsdale AZ 85261 www.fpaofphoenix.org p:480-483-9035 f: 480-922-5283

About the MOU Partner Organization Website, Logo and Contact Data:

Arizona Council on Economic Education 3260 North Hayden Road, Suite 207 Scottsdale, Arizona 85251 480.368.8020 office 480.368.8011 fax Elena Zee, Executive Director http://www.azecon.org

Vision and Mission: V: The ACEE envisions a world where all school-aged children are empowered through economic and personal financial literacy to make informed and rational choices throughout their lives as consumers, savers and investors, workers, entrepreneurs, citizens, and participants in a global economy. M: To empower teachers and educate students so that all school-aged children grow up to become economically and financially responsible employees, parents, citizens and leaders in the future.

Notes: Executive Director Elena Zee submitted several ideas for an initial collaborative effort, which were embraced by our current FPA Executive Director and the board leadership noted on the MOU proposal to our board.

Financial Planning Association of Greater Phoenix in care of: Premium Organization PO Box 4130, Scottsdale AZ 85261 www.fpaofphoenix.org p:480-483-9035 f: 480-922-5283

Relationship Considerations The FPAofGP objectives of developing MOU’s with other organizations include: 1. increased visibility of our chapter to other financial service professionals and educational delivery centers, 2. extended marketing reach for our programming, 3. added opportunities for member engagement with Chapter initiatives, and 4. movement forward toward achieving our Vision and Mission through strategic collaborations. Checkbox

x x x

Fill in the Blank

Checklist

Completed By:

Contracting Authority for FPAofGP Contracting Authority for ACEE Relationship contacts for FPAofGP

President/Executive Director Executive Director, Elena Zee Committee Chair, Executive Director Executive Director: Elena Zee

Relationship contacts for ACEE

x x x

All 4 MOU objectives are served. $ -0N/A

DR DR DR

x x

Staff is supportive of this MOU Expectation is that this increases our capacity

Meets at least one of the MOU objectives No current year budgetary impact Any financial incentives approved in advance Assessment of impact on chapter staff Assessment of impact on chapter capacity

x x

Very close alignment No identified clashes/differences

Vision and Mission Alignment Consistent with our Culture and Values

DR DR

Just the MOU

Resources Needed to move forward

FPA member and Chair, Jason Miller, is active on the ACEE board We work with Junior Achievement already, a similar 501(c)(3) with more emphasis on students than educators. This MOU extends our current efforts to embrace financial educators.

Other Notes

DR DR DR

MK MK

DR MK

Financial Planning Association of Greater Phoenix in care of: Premium Organization PO Box 4130, Scottsdale AZ 85261 www.fpaofphoenix.org p:480-483-9035 f: 480-922-5283

As a benefit to our members, jobs may be posted for up to 90 days at no charge. Please note, however, that we reserve the right to reject listings that are misleading, inaccurate, outdated, or otherwise not in our members' best interests. To Submit an Advertisement: Email the text exactly as you would like for it to appear on the website to technology@fpaofphoenix.org. We do not adjust or make changes to the ads so it must be print ready. Please send as Microsoft Word document and include the following:    

Job Title Description or details of the position Geographic location of the position Your contact information or how to apply

Once we receive the ad the job will be posted online within 48-72 hours. To find jobs on the FPA National website, please visit: http://careers.oneFPA.org/

September 23, 2015 Board Meeting Notes/Minutes (15 BOD Members, 15 Voting Members, 8 = Quorum) In attendance: (yes/no) Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Yes

Rey

Martinez (phone)

Julie

Kern

Brian

Frederick

Erin

Itkoe

Yes

Christopher

Palermo (phone)

Yes

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri

Yes

Suzie

Eyrich

Yes

David

Rich Jr.

Staff: Melissa Kemp, Executive Director Guests: Tyler Coyner Additional Guests: None 12:54 pm: Darin called the meeting to order, welcomed all including several board members still in transit and joining us via conference call, and shared our Vision and Mission statements. Darin reviewed the agenda items and asked for any revisions. He also reviewed outstanding action items. Darin asked if any Board members have any conflicts of interest. None were noted Darin called for action on the planned consent agenda, including: 1. Approve Aug 26th board meeting minutes 2. Accept August financial reports for audit Motion for approval made by Marcus Johnson; second by Bud Heintz. Motion Carried. President’s Report: (Darin Shebesta)     

Yom Kippur scheduling error, apology to our members, systems cross checks for future Exchange Traded Funds conference participation inquiry: board was favorable to participating Nominations and Leadership development effort – committee is continuing discussions with past presidents for recommendations about the leadership structure. Note: FPAofGP strategic planning session on Oct 23rd, and note potential for CLC participation on Nov 20-22. UofA financial planning program update –Guest Michael Staten attending our chapter meeting this afternoon with an update. Final FPAofGP Bylaws revisions: compliance with FPA nationally capping term limits at 5 years. Bud Heintz made a motion for approval of the final draft Bylaws, with a second by Allen Small. Motion Carried.

Executive Director Report:  

Dashboard - It is updated Insurance Policy Renewal – Melissa and Lyle are still working to obtain estimates from our current carrier. Melissa recommended the board consider granting final decision making authority on which insurance policy options will best protect the chapter and serve members’ interests to the Executive Committee at their October meeting. Bud made a motion to support the EC committee deciding on most appropriate insurance coverage at their October meeting, with a second by Suzie Eyrich. Motion carried.

Administrative Report: As submitted for board review. Committee-Specific Discussion(s):  Financial Planning Day: (Bud) – The date is October 17th. At this time, 14 attendees have registered and we have 9 volunteers. We anticipate that we will need 30. Bud now has flyers available to share, and an eblast is about to go out from KJZZ.  Strategic Planning Meeting – It is scheduled to be held on October 23rd; from 7:00 am to noon at Marcus’s home. Marcus is working on the agenda and will be forwarding it to all board members well ahead of the event. Executive Session: A short executive session was held. Closing Round: Positive feedback about the meeting was expressed by all. The meeting was adjourned at 1:55 pm Respectfully submitted, By: Julie Kern, Secretary

Appendix A Board Member Attendance Record Jun 24th

Aug 26th

Marcus Johnson (Vice President)

X X

Erin Itkoe (Treasurer)

X X X X X

88%

Julie Kern (Secretary)

X X X

78%

Jason Miller (Past President)

X X

Allen Small

X X X X X

100%

Michelle Buonincontri

X X X X X

88%

David Rich Jr.

X X X X

88%

Robyn Gerke

X X X X X

100%

Rey Martinez

X X X X X

100%

Brian Frederick

X X X X X

Christopher Palermo

X X X X X

100%

Bud Heintz

X X X X X

100%

Lyle Capstick

X X

88%

Suzie Eyrich

X X X X X

100%

Marcus Seiter

Jun 24th

X X X X X

May27th

Apr 22nd

Feb 25th

Darin Shebesta (President)

Mar 25th

Jan. 28th

9/23

X X

Attendance Percentage X X

100% 88%

78%

88%

60%

Appendix B: Action Items Table Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board, for Fall Planning Improve focus Meeting

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board, continuing attention

Improve meeting effectiveness

MK, BF, MB: Dec 1st Target

Communications, Technology, PR

MK, RG, committee, by Oct BOD meeting

Per discussion

7-1 Review ambassadors draft initiative and provide feedback to Board: done Melissa – on August agenda

Membership support

7-2 If you wish to be connected and are attending the FPA annual conference in Boston September 26-28th, let Melissa know

Board : done

Connections

7-3 Review draft communications plan and provide feedback to Brian

Board: done

Effective/efficient communications

8-1 Request insurance quote and side-by-side comparison of coverage with what we currently have

MK, LC By Oct EC meeting

Reduce risk

8-2 Membership campaign participation

Board

Grow chapter

8-3 Complete online survey before leaving member meeting

Board

Increase participation

9-1 Dec 6-8: attend ex traded funds: FPA members going: Michelle B, Chris, Allan, Bud, Melissa, Darin, Marcus

Need Liaison to the organization. Allen Small?

Plan Booth

9-2 CLC: All leaders mark their calendars for tentative participation Nov 20-22

all

leadership

FPA of Greater Phoenix

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department Last Updated: Sep 2015

FINANCIAL PLANNING ASSOCIATION The Heart of Financial Planning

CHAPTER B Y LAWS OF THE

Financial Planning Association of Greater Phoenix ARTICLE I Name and Location Section 1.1 Name: The name of this organization will be the Financial Planning Association of Greater Phoenix ("Chapter"), a nonprofit corporation incorporated under the laws of the State of Arizona. Section 1.2 Principal Office: The initial principal office of the Chapter will be located at PO Box 4130, Scottsdale, Arizona 85261. This office may be changed and the Chapter may also have offices at such other places that are within the State of Arizona as the Chapter Board of Directors may determine from time to time. ARTICLE II Chapter/National Relationship The Chapter will be affiliated with the Financial Planning Association ("FPA") and will operate in accordance with the policies developed and published by FPA's Board of Directors. The Articles of Incorporation and the Bylaws of the Chapter will be consistent with the Articles of Incorporation and the Bylaws of FPA. The Chapter's Articles and Bylaws may not be amended without prior written approval of FPA. ARTICLE Ill Purposes Section 3.1

Purpose: The purpose of the Chapter is to support FPA's Primary Aim.

Section 3.2 Prohibition Against Private lnurement: No part of the net earnings of the Chapter will inure to the benefit of, or be distributable to, its members, directors, officers, committee members or other private persons. Directors and Officers, other than the Executive Director, will not receive any compensation for their services as Directors or Officers. However, the chapter will reimburse, under guidelines published by FPA national annually, expenses that are incurred by Directors or Officers in the performance of their duties. ARTICLE IV Membership Section 4.1 Members: The Chapter will have the same categories of membership and qualifications for membership as the FPA; provided, however, institutional membership can be obtained only from FPA. In order to be a member of the Chapter, an individual must also be a member in good standing of FPA.

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department Section 4.2 Voting Rights: Each member in good standing will be entitled to one vote on each matter required to be submitted to a vote of the members by law, the Articles of Incorporation, or these Bylaws. Ballots may be cast in person, via a written ballot, by mail via a timely mailed written ballot, or via an electronic voting booth as determined by the Chapter Board of Directors. Section 4.3 Suspension or Termination of Membership in the Chapter: Membership in the Chapter will automatically be suspended or terminated upon suspension or termination of membership in FPA. Section 4.4 Resignation: Any member may resign from the Chapter at any time by giving written notice to the Secretary. Such resignation will take effect at the time specified thereon, or if no such time is stated, at the time of receipt by the Chapter. Such resignation will not relieve the member of the obligation to pay any fees or charges which have accrued and remain unpaid to the Chapter. Section 4.5 Dues: Membership dues will be established from time to time by FPA. Dues paid to the national office of FPA constitute membership in both FPA and the Chapter. Additional fees may be assessed by the Chapter to conduct meetings and events and for general operational purposes in accordance with the FPA Chapter Policy and Procedure Manual. Section 4.6 Transfer of Chapter Membership: Membership in FPA is not transferable or assignable; provided, however, that a member may transfer his or her membership to another recognized FPA chapter. ARTICLE V Code of Ethics: Chapter members will abide by the FPA Code of Ethics. ARTICLE VI Meetings Section 6.1

Annual Meeting:

A. Time and Place. The annual meeting of the membership will be held at the principal office of the Chapter in the State of Arizona or at such other place as may be determined by the Chapter Board of Directors and designated in the notice of such meeting. B. Purpose of Meeting. The business to be transacted at such meeting will be such business as will be properly brought before the meeting. If a Chapter elects its officers by vote of the membership, such election will be held at the Annual Meeting. C. Notice. No change in the time or place for the meeting will be made within ten (10) days preceding the day on which the meeting is to be held. Written notice of any such change will be given each member at least ten (10) days before the meeting is

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department

held, either in person or by facsimile transmission or by letter mailed or by email to the member at the address last shown on the books of the Chapter. Section 6.2 Special Meetings: Special meetings of the membership may be called for any purpose or purposes by the President or the Chair of the Board, unless otherwise prohibited by statute. Special meetings will be called by the President or Secretary at the request in writing of at least five (5) members of the Chapter Board of Directors or of not less than 10% of all of the members of the chapter entitled to vote. Such request will state the purpose or purposes of the proposed meeting. Section 6.3 Notice and Purpose of Meetings; Waiver: Each member entitled to vote at any meeting will be given, in person or by mail or by facsimile transmission or by email, written or printed notice of the purpose or purposes and the time and place of any meeting of members. Except as provided by state law, such notice will be mailed not less than ten (10) days before the meeting nor more than fifty (50) days prior to the meeting. Such notice may be included as part of a facsimile, newsletter, magazine or other publication but is not required to be so published. When a meeting is adjourned to another time or place, notice need not be given of the adjourned meeting if the time and place are announced at the meeting at which the adjournment is taken. At the adjourned meeting, the Chapter may transact any business which might have been transacted at the original meeting. If the adjournment is for more than thirty (30) days, or if after the adjournment a new date is fixed for the adjourned meeting, a notice of the adjourned meeting will be given to each member entitled to vote at the meeting. Section 6.4 Quorum: Except as otherwise provided by state law, a quorum at all meetings of members for purposes of conducting a vote of the members will consist of ten percent (10%) of the members entitled to vote. If a quorum is not represented at any meeting of the members, such meeting may be adjourned for a period not to exceed sixty (60) days. Section 6.5 Presiding Officer: Meetings of the members will be presided over by the President. If the President is not present, the meetings will be presided over in the following order: Chair of the Board; President-Elect; person chosen by the Chapter Board of Directors; or person chosen by a majority of the members of the Chapter entitled to vote at the meeting and who are present in person. The Secretary of the Chapter, or if not present, a person chosen by the Chapter Board of Directors, will act as Secretary at meetings of members. Section 6.6 Order of Business: The meetings and proceedings of the Chapter will be conducted in accordance with the Rules of Order adopted by the Board of Directors, unless otherwise provided in these Bylaws. Section 6.7 Manner of Acting: Except as otherwise provided by law, all matters will be determined by a vote of a majority of the members present in person or, if permitted, by those voting by written ballot or electronic ballot. ARTICLE VII Chapter Board of Directors Section 7.1 General Powers, Number and Tenure: The governing body of this Chapter shall be the Board of Directors. The Chapter Board of Directors will manage, supervise, control and direct the affairs of the Chapter; will actively pursue the objectives of the Chapter; and will

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department

supervise the receipt and the disbursement of funds. Each Director will be an active member of FPA and of the Chapter in good standing. The Chapter Board of Directors may delegate areas of its authority as it deems appropriate provided such delegation complies with state law. The minimum number of Directors will be five (5). All Officers of the Chapter, including the Chair of the Board (if applicable), will be Directors. No decrease in the number of Directors will have the effect of shortening the term of any incumbent Director. At least 75% of the voting members of the Chapter Board of Directors will be CERTIFIED FINANCIAL PLANNER™ ("CFP®") certificants and a majority of the voting members of the Board of Directors will be CFP® certificants who hold themselves out as financial planners. Section 7.2 Election of Chapter Board of Directors: The Chapter Directors will be elected by the current Chapter Board of Directors at the Annual Meeting of the Board and each director elected may serve staggered 2 year terms up to five (5) years. (Staggered in this case means that there is overlap or alternating service on the board. Every year some directors roll off the board and new ones come onto the board.) A director will hold office beginning on January 1st of each year or until a successor is elected and qualified. Total service on the board as a director may not exceed five (5) consecutive years, unless such service is extended by election as an officer. Directors may return to the board following a break of one year. Not less than 60 days prior to the elections, the President will convene a Nominating Committee consisting of not less than five members. This committee will present a full slate of names for the Directors to be elected at the annual meeting of the Board of Directors. Any person nominated must be a member in good standing of FPA and the Chapter and must give his or her consent to being nominated for such office. Not less than 30 days prior to the annual meeting, the nominating committee will submit nominations for Directors to the Board of Directors. Additional nominations from the floor may be accepted at the annual board meeting, provided the nominee agrees. If a member is nominated for office from the floor in absentia, the nominee must have first accepted the nomination in writing. Such acceptance will be presented to the Chair of the Annual Meeting at the time of the nomination. Section 7.3 Vacancies: If any vacancies occur in the Chapter Board of Directors, they will be filled by a vote of the majority of the Directors still in office. Section 7.4 Quorum: At any meeting of the Chapter Board of Directors a simple majority of voting members of the Chapter Board of Directors will constitute a quorum for the transaction of business of the Chapter and any such business thus transacted shall be valid providing it is affirmatively passed upon by the majority of the Directors voting, except as otherwise provided in these Bylaws. Section 7.5 Voting: Each Director will be entitled to one vote and the voting rights of a Director will not be delegated to another person, exercised by proxy or exercised in absentia. Section 7.6

Meetings of the Chapter Board of Directors:

A. Regular Meetings. Regular meetings of the Chapter Board of Directors will be held at such times as are fixed from time to time by resolution of the Chapter Board of

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department Directors. The initial meeting of the newly elected Directors and Officers will be held within a period not greater than three (3) months after the annual meeting of the members at a time and date selected by the President. Notice shall be given of regular meetings of the Chapter Board of Directors at least ten (10) days prior to the meeting date. Notice of the business to be transacted at such meeting is not required. B. Special Meetings. Special meetings of the Chapter Board of Directors may be called by the President or a majority of the Directors on seventy-two (72) hoursâ&#x20AC;&#x2122; notice to each Director, given personally or by mail, telephone, telegraph, e-mail or facsimile transmission. The notice will state the time, place and purpose of the meeting. By attending or participating in a special meeting, a Director waives any required notice of such meeting unless the Director, at the beginning of the meeting, objects to the holding of the meeting or the transacting of business at the meeting. C. Telephonic Meetings. Members of the Chapter Board of Directors or any committee designated by the Chapter Board of Directors may participate in a meeting by means of a conference telephone call or by similar communications equipment by which all persons participating in the meeting can hear one another at the same time. Such participation will constitute presence in person at the meeting. Section 7.7

Removal or Resignation:

A. Removal. Except as otherwise provided by law or the Articles of Incorporation, any Director or Directors may be removed from office, with or without cause, by a twoÂ thirds (2/3rds) vote of those who are entitled to vote and present at a meeting at which a quorum is present. B. Resignation. A Director may resign at any time by giving written notice to the Chapter Board of Directors, the President or Secretary of the Chapter. Unless otherwise specified in such written notice, a resignation will take effect upon delivery to the Chapter Board of Directors or the designated Officer. It is not necessary for a resignation to be accepted before it becomes effective. Section 7.8 Manifestation of Dissent: A Director who is present at a meeting of the Chapter Board of Directors at which action is taken will be presumed to have assented to the action taken, unless the Director contemporaneously requests that his or her dissent be entered in the Minutes of the meeting, or unless the Director provides a written dissent to such action to the presiding officer of the meeting before its adjournment or to the Secretary of the Chapter immediately after the adjournment of the meeting. Such right to dissent will not apply to a Director who voted in favor of such action. Section 7.9 Action by Consent: Any action required or permitted to be taken at any meeting of Directors may be taken without a meeting if a written consent to such action is signed by all members of the Chapter Board of Directors and such written consent is filed with the minutes. Such action is effective when all Directors have signed the consent, unless the consent specifies a different effective date. Such consent has the same force and effect as a unanimous vote of the Directors.

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department

Section 7.1 Committees: The Chapter may have an Executive Committee made up of the officers of the Chapter. The President may appoint such other committee or committees as it deems advisable and with such rights, powers, and authority the President will prescribe. The President, with the consent of the Board, will have the power at any time to fill vacancies, change the membership of the committee, and discharge any committee. ARTICLE VIII Officers Section 8.1 Designations: The Officers of the Chapter will be elected by the Chapter Board of Directors. Each Officer will be an active member of the FPA and of the Chapter in good standing and must be a volunteer member of the Chapter (not a paid administrator). The officers of the chapter will be: President, President-Elect, Secretary, Treasurer, and if applicable, Past/President Chair. Any current or former director in good standing is eligible for election as President-elect. The Past President/Chair (if applicable), President and President-Elect, Treasurer and/or Secretary shall hold office for a term of one year or until a successor is duly elected and qualified. Such term of office shall commence concurrently with the calendar year. At the end of their terms, the President shall become the Past President/Chair and the President-Elect shall become the President. Any member in good standing is eligible for election as Secretary and/or Treasurer, and may hold office for up to five (5) years. All Officers of the Chapter will exercise the powers and perform the duties as determined by the Chapter Board of Directors. Any number of offices may be held by the same person, unless state law, the Articles of Incorporation, or these Bylaws provide otherwise. A Chapter will not be required to have any officers other than a President, President-Elect, Secretary and Treasurer. Section 8.2 Term, Removal and Resignation from Office: An officer will hold office for a period of one (1) year beginning on January 1st of each year or until a successor is elected and qualified. Officers may not again serve on the board for a period of three (3) years after the end of their last year in office. Any Officer may be removed, with or without cause, at any time by the affirmative vote of two足 thirds (2/3rds) of the Chapter Board of Directors. If any vacancy occurs in any office because an officer is unable to complete the term of office for any reason, the President will appoint a successor, with the approval of the Chapter Board of Directors, for the remainder of the term. An Officer may resign at any time by giving written notice to the Chapter Board of Directors, the President or Secretary of the Chapter. Unless otherwise specified in such written notice, a resignation will take effect upon delivery to the Chapter Board of Directors or the designated Officer. It is not necessary for a resignation to be accepted before it becomes effective. Section 8.3 Chair of the Board: The Chair of the Board will be the most recent past President of the Chapter and, subject to the direction of the Chapter Board of Directors, will perform such executive, supervisory and management functions and duties as may be assigned from time to time by the Board of Directors.

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department Section 8.4 President: The President will be the chief executive officer of the Chapter and, subject to the direction of the Chapter Board of Directors, will have general responsibility for the affairs and property of the Chapter and general supervision over its other Officers and agents. The President will perform all duties incident to the office of President and will see that all orders and resolutions of the Chapter Board of Directors are implemented. Section 8.5 President-Elect: The President-Elect will, in the absence of the President or in the event of the President's disability, removal or resignation, perform the duties and exercise the powers of the President and will generally assist the President and perform such other duties and have such other powers as may from time to time be prescribed by the Chapter Board of Directors. Section 8.6 Secretary: The Secretary will attend all meetings of the Chapter Board of Directors and the membership and will record all votes and the proceedings of the meetings. The Secretary will perform like duties for the Executive Committee or other committees; will give, or cause to be given, notice of all meetings of members and special meetings of the Chapter Board of Directors; and will perform such other duties as may from time to time be prescribed by the Chapter Board of Directors, the Chair of the Board, or the President. The Secretary will have custody of the seal of the Chapter and will have authority to affix it to any instrument requiring it. Section 8.7 Treasurer: The Treasurer will have the custody of the Chapter funds and other valuable effects, including securities, and will keep full and accurate accounts of receipts and disbursements and will deposit all moneys and other valuable effects in the name and to the credit of the Chapter in such depositories as may from time to time be designated by the Chapter Board of Directors. The Treasurer will disburse the funds of the Chapter in accordance with the direction of the Chapter Board of Directors and will provide to the Chair of the Board, the President, the Chapter Board of Directors and the FPA an account of all transactions and the financial condition of the Chapter. ARTICLE IX Financial Matters Section 9.1

Fiscal Year: The Chapter fiscal year will be the calendar year.

Section 9.2 fiscal year.

Budget: The Board will establish a budget no later than the beginning of each

Section 9.3 Review: The finances of the Chapter will be reviewed and annual financial reports will be prepared and forwarded to the FPA Chapter Relations department as required by the Chapter Policies and Procedures Manual. ARTICLEX Execution of Instruments. Deposits and Funds Section 10.1 Execution of Instruments: The Chapter Board of Directors, except as otherwise provided in these Bylaws, may by resolution authorize any Officer or agent of the Chapter to enter into any contract or execute and deliver any instrument in the name of and on behalf of the Chapter, and such authority may be general or confined to specific instances. Unless so authorized, no Officer, agent, or employee will have any power or authority to bind the Chapter

FPA Chapter Policies and Procedures Manual FPA Model Chapter Bylaws Chapter Relations Department by any contract or engagement or to pledge its credit or to render it liable monetarily for any purpose or in any amount. Section 10.2 Checks and Notes: Except as otherwise required by law, checks, drafts, promissory notes, orders for the payment of money, and other evidence of indebtedness of the Chapter will be determined by policies established by the Chapter Board of Directors. ARTICLE XI Corporate Records. Reports and Seal Section 11.1

Maintenance of Corporate Records: The Chapter will keep at its principal office:

A. Minutes of all meetings of directors, committees of the board and meetings of members, indicating the time and place of holding such meetings, whether regular or special, how called, the notice given, and the names of those present and the proceedings thereof; B. Adequate and correct books and records of account, including accounts of its properties and business transactions and accounts of its assets, liabilities, receipts, disbursements, gains and losses; C. A record of its members indicating their names and addresses and, if applicable, the class of membership held by each member and the termination date of any membership; D. A copy of the Chapter's Articles of Incorporation and Bylaws as amended to date, which will be open to inspection by the members of the Chapter at all reasonable times during office hours. Current copies must be on file with national FPA. Section 11.2 Corporate Seal: The Chapter Board of Directors may adopt, use, and at will alter, a corporate seal. Such seal will be kept at the principal office of the Chapter. Failure to affix the seal to corporate instruments, however, will not affect the validity of any such instrument. ARTICLE XII Liability, Indemnification. and Insurance Section 12.1 Nonliability of Directors: The directors will not be personally liable for the debts, liabilities, or other obligations of the Chapter. Section 12.2 Indemnification by Chapter of Directors And Officers: The directors and officers of the Chapter will be indemnified by the Chapter to the fullest extent permissible under the laws of the State of Arizona. Section 12.3 Insurance: Except as may be otherwise provided under provisions of law, FPA will provide the Chapter Board of Directors and Officers with director and officer liability insurance against liabilities asserted against or incurred by such persons in such capacity or arising out of such person's status.

6:45 am Breakfast is Served! Draft Strategic Planning Agenda:

6:45 am: Breakfast is ready. Grab some grub and find a seat! Welcome and introductions begin... Marcus Kick Off 7: am Complete introductions, opening round: 20 minutes Marcus 1) Organizational Capacity and Board Self-Assessment Results from pre meeting Survey Monkey: 10 minutes Darin 2) Vision/Mission Update: 50 minutes Melissa 3) Chapter Structural Discussion begins: Review current Organization Chart, current committee structure, identify Pros and Cons-10 minutes Marcus 8:30 am: 10 minute stretch Analysis and Deep Discussion, Membership Outreach 3) 8:40 am Chapter Structural Discussion continues: Organization Chart and committee options that continue transitioning into a more strategic board and a more engaged membership with active committees and/or more people participating in the work of the chapter: 30 minutes Marcus and Jason 4) 9:10 am: Active Membership Outreach TY calls 30 minutes Marcus 5) 9:40 am Discussion/Brainstorm: Using organizational capacity assessment, Vision and Mission exercise, Structural Options, and membership feedback, Where do we want our chapter to be in 1 year, 3 years, 5 years? What are the most critical metrics to know if we are going the right way? Does it test against the proposed Vision and Mission? 40 minutes Darin and Marcus 6) 10:20 am Gap Analysis: 20 min (can review SWOT summary information at this point) Melissa 10:40: 10 minute stretch Decisions 7)10:50 What priority changes need to happen to get us where we want to be? 10 minutes Marcus 8) 11 am Vision Mission tweaks: go for a consent round: 10 minutes Darin, Jason 9)11:10 am Partnership Program Change for 2016: consent round 10 minutes Melissa 10) 11:20 am 2016 Organizational Chart adjustments and Leadership - nominating committee recommendations: 15 minutes Darin and Marcus 11) 11:35 am 2016 Strategic Plan Goals and Objectives: SMART 15 minutes Melissa and Marcus 12) closing Round: 10 minutes Darin and Marcus 12:00 adjourn

Board Self AssessmentAllocate perhaps 30 minutes, total.

Q1 Board Characteristics Answered: 12

Skipped: 0

1. The board is made up o...

2. The board represents t...

3. The board is large eno...

4. Board members are...

1 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

5. The basic structural...

10%

Strongly Agree

20%

30%

Agree

40%

Unsure

50%

60%

Disagree

Strongly Agree 1. The board is made up of effective individuals who can supplement one anotherâ&#x20AC;&#x2122;s talents. 2. The board represents the interests that should be consulted in formulating policy.

3. The board is large enough to carry all necessary responsibilities, but small enough to act as a deliberative group. 4. Board members are recruited for their knowledge, skills and influence.

5. The basic structural pattern (board, board officials, committees, and staff) is clear.

70%

80%

90%

100%

Strongly Disagree

Agree

Unsure

Disagree

Strongly Disagree

41.67% 5

58.33% 7

0.00% 0

50.00% 6

41.67% 5

8.33% 1

0.00% 0

33.33% 4

58.33% 7

0.00% 0

8.33% 1

33.33% 4

66.67% 8

0.00% 0

25.00% 3

66.67% 8

0.00% 0

8.33% 1

0.00% 0

Other (please specify)

Date

more clarification around committees and structure could be implemented

10/22/2015 9:27 PM

As BOD members have dual mandate of Advisory Oversight and governed by our fiduciary / legal responsibilities on behalf of our membership. The provide skills & expertise that provide balanced advice safeguard interests of members and are expected to act only in the interest of our membership, free from conflicting interests that can compromise judgment, to be able to take a solid stand in the face of opposition. and help mitigate risk. To adequately do this we must be accountable for our committee work and lean less on our administrative team to take on our role and responsibilities - a trend that has surfaced this year.

10/21/2015 3:27 PM

2 / 19

Total

Board Self AssessmentAllocate perhaps 30 minutes, total.

Q2 Role of the Board Answered: 12

Skipped: 0

1. Without exception, e...

2. Every member of th...

3. Board members...

4. Board members...

3 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

5. Board meetings dea...

6. All management...

7. Board work is clearly...

10%

Strongly Agree

20%

30%

Agree

40%

Unsure

50%

60%

Disagree

Strongly Agree

70%

80%

90%

100%

Strongly Disagree

Agree

Unsure

Disagree

Strongly Disagree

Total

1. Without exception, each member of the board is careful to maintain confidentiality of board matters.

58.33% 7

33.33% 4

8.33% 1

0.00% 0

2. Every member of the board is sensitive to possible conflicts of interest.

58.33% 7

25.00% 3

8.33% 1

0.00% 0

4 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

3. Board members understand their legal and fiduciary responsibilities as trustees.

50.00% 6

33.33% 4

16.67% 2

0.00% 0

27.27% 3

54.55% 6

18.18% 2

0.00% 0

5. Board meetings deal primarily with policy, review of finances, making Board authorizations and evaluating the work of the agency.

16.67% 2

66.67% 8

8.33% 1

0.00% 0

6. All management activities are delegated to the Executive Director.

16.67% 2

41.67% 5

25.00% 3

0.00% 0

16.67% 2

0.00% 0

50.00% 6

16.67% 2

4. Board members participate in fundraising activities.

7. Board work is clearly distinguished from committee work and service volunteering.

Other (please specify)

Date

Unfortunately due to difficulties in empowering members to volunteer, our Board performs dual roles supporting both strategic and committee work. The addition of board positions in 2015, as recommended and supported by the previous more seasoned Board in expanding the Directors positions to 16 should help in the endeavor to become

10/21/2015 3:27 PM

more strategic as the Board matures. Reducing the number of board members creates a loss of diversity/point of view; skills & expertise, and oversight. In reading our policies & procedures as well as our bylaws, it is my understanding that administrative chapter activities’, and the execution of specific Board approved management activities are delegated to the Executive Director, however, it is the responsibility of the governing baby of our chapter, the BOD” to manage, supervise, control and direct affairs of the chapter”, not that of the Executive Director. As far as fundraising it is unclear as to whether this question addresses BOD members performing chapter fundraising or personal fundraising efforts outside the Chapter for various endeavors.

5 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

Q3 Board Effectiveness Answered: 12

Skipped: 0

1. The members of the board...

2. Members of the Board wo...

3. An effective...

4. Members of the Board tr...

6 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

5. Each Board member is...

6. Each member of the Board...

7. The board has a sense ...

8. Board decisions ar...

7 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

9. Board activities...

10. The board has a writte...

10%

Strongly Agree

20%

30%

Agree

40%

Unsure

50%

60%

Disagree

Strongly Agree

70%

80%

90%

100%

Strongly Disagree

Agree

Unsure

Disagree

Strongly Disagree

Total

1. The members of the board understand the mission of the organization and how the organization achieves the mission.

25.00% 3

75.00% 9

0.00% 0

2. Members of the Board work to make sure the mission is carried out.

33.33% 4

66.67% 8

0.00% 0

41.67%

50.00%

0.00%

8.33%

0.00%

50.00% 6

41.67% 5

8.33% 1

0.00% 0

41.67% 5

50.00% 6

8.33% 1

0.00% 0

6. Each member of the Board is committed to enhancing the public image of the organization.

58.33% 7

41.67% 5

0.00% 0

7. The board has a sense of progress and accomplishment.

50.00% 6

0.00% 0

58.33% 7

33.33% 4

0.00% 0

8.33% 1

0.00% 0

41.67% 5

16.67% 2

0.00% 0

3. An effective working relationship exists between the board and staff.

4. Members of the Board trust and respect one another.

5. Each Board member is interested and engaged in the work of the organization.

8. Board decisions are made only after full consideration of the issue.

9. Board activities focus on the mission statement.

8 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

10. The board has a written long range plan that is updated at least once a year.

25.00%

50.00%

16.67%

0.00%

8.33%

Other (please specify)

Date

annual plan, yes; long range plan, no

10/22/2015 11:03 PM

I think we could be more concise about the reasons we make decisions and how they impact the organization and accomplish our mission

10/22/2015 9:27 PM

It has often been heard, that there are resource constraints, among board members, and I have seen activities deferred, that in the past would have been handled by BOD members directly. This is normal and I hope that we each can come to support each other's committee work to ensure we are taking on our full responsibilities and not creating

10/21/2015 3:27 PM

additional expense for our administrative team as I believe we have fidcuiary accountability to our members to keep these costs down.

9 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

Q4 Meetings Answered: 12

Skipped: 0

1. Board meetings fol...

2. Board meetings sti...

3. Board meetings sta...

4. Board members arri...

10 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

5. All Board members...

6. Meeting agenda and...

7. The Board meeting agen...

8. The Board package...

11 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total. 0%

10%

20%

Strongly Agree

30%

Agree

40%

Unsure

50%

60%

Disagree

Strongly Agree

70%

80%

90%

100%

Strongly Disagree

Agree

Unsure

Disagree

Strongly Disagree

58.33% 7

41.67% 5

0.00% 0

58.33% 7

41.67% 5

0.00% 0

58.33% 7

25.00% 3

0.00% 0

16.67% 2

0.00% 0

33.33% 4

41.67% 5

0.00% 0

25.00% 3

0.00% 0

16.67% 2

50.00% 6

16.67% 2

8.33% 1

6. Meeting agenda and Board package is distributed far enough in advance to allow Board members to prepare for the meeting.

16.67% 2

75.00% 9

8.33% 1

0.00% 0

7. The Board meeting agenda and time allocated to each item reflects the priorities of the organization.

25.00% 3

58.33% 7

8.33% 1

0.00% 0

8. The Board package provides information that is useful in fulfilling the role of a Board member.

33.33% 4

50.00% 6

16.67% 2

0.00% 0

1. Board meetings follow a system of parliamentary procedure.

2. Board meetings stick to the agenda and are businesslike.

3. Board meetings start and end on time.

4. Board members arrive on time for meetings.

5. All Board members participate in discussion at board meetings.

Other (please specify)

Date

meetings are ran really well and structured properly

10/22/2015 9:27 PM

It has been my experience that since we are not sending minutes to each other the board is less engaged and

10/21/2015 3:27 PM

informed, and this sentiment has been expressed by more than one member and on more than occasion - folks are not up to speed. Having the actual report in our inbox seemed to create a sense of urgency to read it that is not present with simply checking the board website .And as I am positive that we all want to be as engaged as possible -. I encourage my fellow board members to send their actual committee reports to the team, as was the previous practice, in addition to web posting. Nothing will be lost with this additional step. Additionally, this disconnect is felt at meetings as we rush through bullet points agenda items – creating an atmosphere that does not encourage members to participate in discussion at board meetings. I would like to point out that something is not “best practice” for an organization if it is not working – it does not become “best” just by the fact that it is implemented by others in a turn-key cookie-cutter fashion. Just like being “well rounded” does not create a high-performing team.

12 / 19

Total

Board Self AssessmentAllocate perhaps 30 minutes, total.

Q5 Knowledge/Training Answered: 12

Skipped: 0

1. Board members are...

2. Board members are...

3. Board members rece...

4. Board members rece...

13 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

5. Board members are...

10%

Strongly Agree

20%

30%

Agree

40%

Unsure

50%

60%

Disagree

Strongly Agree 1. Board members are able to represent the and promote the understanding of its purpose and programs in the community 2. Board members are informed of the needs and trends in the community.

3. Board members receive adequate orientation.

4. Board members receive adequate support to succeed in their role.

5. Board members are provided with opportunities to build their skills and/or knowledge.

70%

80%

90%

100%

Strongly Disagree

Agree

Unsure

Disagree

Strongly Disagree

16.67% 2

75.00% 9

8.33% 1

0.00% 0

16.67% 2

66.67% 8

8.33% 1

0.00% 0

16.67% 2

66.67% 8

8.33% 1

0.00% 0

16.67% 2

66.67% 8

16.67% 2

0.00% 0

16.67% 2

50.00% 6

33.33% 4

0.00% 0

Other (please specify)

Date

I dont see a strong committment to growing board members and their skills

10/22/2015 9:27 PM

The introduction of a board orientation was a step in the right direction. Members need a clearer understanding of policies & procedures, bylaws, and their role as a board member and a committee director. CLC is an excellent resource as well as the past presidentâ&#x20AC;&#x2122; council. I feel out board would greatly benefit from a past-present member attending each board meeting on a rotating basis through the year, as well as buddying with a past president as a mentor. Regardless of their previous role on the board the relationships would help to build leadership, wisdome and direction

10/21/2015 3:27 PM

14 / 19

Total

Board Self AssessmentAllocate perhaps 30 minutes, total.

Q6 Board Member Self EvaluationPlease rate your own performance as a Board member using the following evaluation. Results will be kept confidential. Keep a copy for yourself to help identify ways you may strengthen your own effectiveness as a board member. Answered: 12

Skipped: 0

1. I have read and remain...

2. I comply with the...

3. I act honestly and...

4. I exercise the care,...

5. I maintain confidential...

15 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total. 6. I report potential...

7. I follow through on...

8. I regularly attend month...

9. I am at meetings on...

10. I give a minimum gene...

11. I read the pre-meeting...

12. I call someone for...

16 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total. 13. I participate...

14. I advocate for position...

15. I make comments tha...

16. I make at least one...

17. I have a high level o...

18. I demonstrate...

19. I serve actively on ...

17 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total.

20. I become involved in...

21. I speak positively o...

22. I feel informed of ...

Yes

10%

20%

Partially

30%

40%

50%

60%

70%

80%

90%

100%

Yes

Partially

Total

66.67% 8

33.33% 4

0.00% 0

91.67%

8.33%

0.00%

100.00% 12

0.00% 0

100.00% 12

0.00% 0

100.00% 12

0.00% 0

91.67% 11

0.00% 0

8.33% 1

91.67% 11

0.00% 0

8.33% 1

100.00% 12

0.00% 0

100.00% 11

0.00% 0

10. I give a minimum general time commitment of between 4 to 6 hours per month which includes board meeting preparation time, board meeting time, and committee meeting time.

83.33% 10

16.67% 2

0.00% 0

11. I read the pre-meeting package prior to all meetings.

50.00% 6

41.67% 5

8.33% 1

1. I have read and remain aware of the by-laws and policies of the organization.

2. I comply with the by-laws, policies and decisions made by the Board.

3. I act honestly and in good faith with a view to the best interests of the organization.

4. I exercise the care, diligence and skill that a reasonably prudent person would exercise.

5. I maintain confidentiality of the organization.

6. I report potential conflict of interest possibilities as soon as they are realized.

7. I follow through on tasks I have accepted.

8. I regularly attend monthly Board meetings.

9. I am at meetings on time and follow time lines in the agenda.

18 / 19

Board Self AssessmentAllocate perhaps 30 minutes, total. 12. I call someone for clarification if I do not understand an item in the meeting materials.

13. I participate actively in all discussions and decision making.

14. I advocate for positions I support.

15. I make comments that are non-judgmental, positive and encouraging.

16. I make at least one positive contribution to each Board meeting.

17. I have a high level of commitment and interest in our organization.

18. I demonstrate commitment to the organization through my actions.

19. I serve actively on at least one committee.

20. I become involved in fundraising to the degree that time, expertise and experience allow.

21. I speak positively of the work of the organization in the community.

22. I feel informed of the programs, policies and services.

75.00% 9

16.67% 2

8.33% 1

83.33% 10

8.33% 1

100.00% 12

0.00% 0

100.00% 12

0.00% 0

58.33% 7

33.33% 4

8.33% 1

91.67% 11

8.33% 1

0.00% 0

91.67% 11

8.33% 1

0.00% 0

100.00% 12

0.00% 0

45.45% 5

9.09% 1

100.00%

0.00%

83.33% 10

8.33% 1

Other (please specify)

Date

I would like to devote more time to the board but have been unable to spend as much time as I'd like due to a job change.

10/22/2015 3:31 PM

I do not find that the answers above are adequent for all questions. Like life; nothing is black or white and I feel this line of answering diminishes rather than ensourages self-exploration, discovery and growth in one's contribution to the organization. The process does not seek to identify limiting beliefs or underlying constraints.

10/21/2015 3:27 PM

19 / 19

Organizational Capacity: Identifying/quantifying FPA capacity limits helps prioritize and measure progress next year. This 4 page survey follows a pattern for readability. At most, 45 minutes of time. This survey saves us time on Oct 23rd.

Q1 Vision StatementTo be the premier source of financial planning professional development and continuing education in the Valley by cultivating our core values competence, integrity, relationships, and stewardship. Answered: 12

Skipped: 0

Level One: No clear vision...

Level Two: Somewhat cle...

Level Three: Clear and...

Level Four: Clear,...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No clear vision articulated; little shared understanding of what organization aspires to become or achieve beyond the stated mission.

8.33%

Level Two: Somewhat clear or specific understanding of what organization aspires to become or achieve; held by only a few, or â&#x20AC;&#x153;on the wall,â&#x20AC;? but rarely used to direct actions or set priorities

25.00%

Level Three: Clear and specific understanding of what organization aspires to become or achieve; held by many within the organization and often used to direct actions and set priorities

50.00%

Level Four: Clear, specific, and compelling understanding of what organization aspires to become or achieve; universally held within organization and consistently used to direct actions and set priorities

16.67%

Total

Comment

Date

are we checking off our actions against the core values on every decision - this is necessary to move to Level 4

10/22/2015 10:39 PM

Not a negative judgement with the choice, but more a recognition of the transformation of the chapter. We are becoming much more than professional development.

10/22/2015 9:35 AM

we can add more clarity to what we stand for, who we are serving and why

10/20/2015 11:19 PM

While it is referenced frequently, this vision statement itself is a bit wordy and could have more clarity and impact with some thoughtful tailoring and greater focus on the desired end state. I don't think our values belong contained within the Vision Statement.

10/13/2015 12:24 PM

1 / 57

Q2 Mission StatementFacilitate the Success of ethical and competent members who champion the financial planning process to help consumers make smart financial decisions. Answered: 12

Skipped: 0

Level One: No written miss...

Level Two: Some express...

Level Three: Clear...

Level Four: Clear...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No written mission or limited expression of the organization’s reason for existence (lacks clarity or specificity); either held by very few in organization or rarely referenced

16.67%

Level Two: Some expression of organization’s reason for existence that reflects its values and purpose, but may lack clarity; held by some within organization and occasionally referenced

33.33%

Level Three: Clear expression of organization’s reason for existence which reflects its values and purpose; held by many within organization and often referenced

33.33%

Level Four: Clear expression of organization’s reason for existence which describes an enduring reality that reflects its values and purpose; universally held within organization and frequently referenced

16.67%

Total

Comment

Date

Similar to question 1 - as a chapter collectively what is our mission?

10/22/2015 9:35 AM

same as above

10/20/2015 11:19 PM

This mission statement doesn't really focus on what we do, we reference it alot, but it doesn't add much clarity for me.

10/13/2015 12:24 PM

2 / 57

Q3 Overarching Goals Answered: 12

Skipped: 0

Level One: Vision (if i...

Level Two: Vision...

Level Three: Vision...

Level Four: Vision...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

0.00%

Level Two: Vision translated into a concrete set of goals; goals lack at least two of following four attributes: clarity, boldness, associated measures, or time frame for measuring attainment; goals known by only a few, or only occasionally used to direct actions or set priorities

41.67%

Level Three: Vision translated into small set of concrete goals, but goals lack at most two of following four attributes: clarity, boldness, associated

50.00%

8.33%

Level One: Vision (if it exists) not explicitly translated into set of concrete goals, though there may be general (but inconsistent and imprecise) knowledge within organization of overarching goals and what it aims to achieve

measures, or time frame for measuring attainment; goals are known by many within organization and often used by them to direct actions and set priorities Level Four: Vision translated into clear, bold set of (up to three) goals that organization aims to achieve, with specific time frames and concrete measures for each goal; goals are universally known within organization and consistently used to direct actions and set priorities

Total

Comment

Date

I honestly don't remember or don't know where to find our key goals as a chapter (just looked through the Roadmap to Success)

10/22/2015 9:35 AM

how are we defining success of our ethical & competent members? are there metrics in place to quantify success being facilitated to one's practice?

10/20/2015 11:19 PM

We've been good about goal setting, but I am not certain the goals we set truly drive us toward a highly motivating and purposeful vision.

10/13/2015 12:24 PM

3 / 57

Q4 Overarching Strategy Answered: 12

Skipped: 0

Level One: Strategy is...

Level Two: Strategy exi...

Level Three: Coherent...

Level Four: Clear, coher...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

16.67%

Level Two: Strategy exists but is either not clearly linked to mission, vision, and overarching goals, or lacks coherence, or is not easily actionable; strategy is not broadly known and has limited influence over day-to-day behavior

25.00%

Level Three: Coherent strategy has been developed and is linked to mission and vision but is not fully ready to be acted upon; strategy is mostly

41.67%

16.67%

Level One: Strategy is either non-existent, unclear, or incoherent (largely a set of scattered initiatives); strategy has no influence over day-to-day behavior

known, and day-to-day behavior is partly driven by it Level Four: Clear, coherent medium- to long-term strategy that is both actionable and linked to overall mission, vision, and overarching goals; strategy is universally known and consistently helps drive day-to-day behavior at all levels of the organization

Total

Comment

Date

We are not, as an organization at the leadership level, yet highly strategic.

10/13/2015 12:24 PM

4 / 57

Q5 Shared Beliefs and Values Answered: 12

Skipped: 0

Level One: No common set o...

Level Two: Common set o...

Level Three: Common set o...

Level Four: Common set o...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No common set of basic beliefs and values (e.g., social, cultural, etc.) exists within organization

0.00%

Level Two: Common set of basic beliefs and values exists in some groups within organization, but is not shared broadly; beliefs and values are only partially aligned with organizational purpose and constituents' norms, or are rarely harnessed to produce impact

16.67%

Level Three: Common set of basic beliefs and values held by many people within organization; helps provide a sense of connection to organization; beliefs and values are aligned with organizational purpose and constituents' norms, and are occasionally harnessed to produce impact

50.00%

Level Four: Common set of basic beliefs and values exists and is widely shared within organization; helps provide a sense of connection to organization and a clear direction for behavior; beliefs and values embodied by leader but are also timeless and stable across leadership changes; beliefs and values clearly support organizational purpose, are in line with constituents' norms, and are consistently harnessed to produce impact

33.33%

Total

Comment

Date

We are all committed to the financial planning process I believe

10/22/2015 9:35 AM

Our common values to me seem primarily influence by nationally defined values. I'd like to see us examine our own community priority values.

10/13/2015 12:24 PM

5 / 57

Q6 Board Composition & Commitment Answered: 12

Skipped: 0

Level One: Membership w...

Level Two: Some diversi...

Level Three: Good diversi...

Level Four: Membership w...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

8.33%

Level Two: Some diversity in fields of practice and expertise; membership represents a few different constituencies relevant to organization; some evidence of commitment to organization’s success, vision, and mission; regular meetings are well-planned and attendance is adequate; occasional subcommittee meetings

25.00%

Level Three: Good diversity in fields of practice and expertise; membership represents most constituencies relevant to the organization; solid evidence of commitment to organization’s success, vision, and mission; regular, purposeful meetings are well-planned and attendance is consistently good; regular subcommittee meetings

33.33%

Level Four: Membership with broad variety in fields of practice and expertise, and drawn from the full spectrum of constituencies relevant to the organization; includes functional and issue area expertise; proven track record of learning about the organization and addressing its issues; consistently demonstrated commitment to the organization’s success, mission, and vision; regular, purposeful meetings are well-planned and attendance is consistently strong; regular meetings of focused subcommittees

33.33%

Level One: Membership with limited diversity in fields of practice and expertise; drawn from a narrow spectrum of constituencies relevant to the organization; little or no relevant experience; commitment to organization’s success, vision, and mission is unclear; meetings are sporadic and/or attendance is sometimes poor

Total

Comment

Date

Need more committees for actionable items (speaking for myself), but otherwise the attendance/intent is there

10/22/2015 9:35 AM

we could do better with diversity, but the other items listed are strong on our board

10/13/2015 12:24 PM

6 / 57

Q7 Board Governance Answered: 12

Skipped: 0

Level One: Roles of leg...

Level Two: Roles of leg...

Level Three: Roles of leg...

Level Four: Legal board,...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

8.33%

Level Two: Roles of legal board, advisory board, and management are clear; board functions according to by-laws, reviews budgets, and occasionally sets organizational direction and targets, but does not regularly review CEO/ED performance, monitor potential conflicts of interest, scrutinize audits, or review IRS and state filings

25.00%

Level Three: Roles of legal board, advisory board, and management are clear and function well; board reviews budgets, audits, IRS and state filings; size of board set for maximum effectiveness with formal nomination process; board co-defines performance targets and actively encourages CEO/ED to meet targets; annual review of CEO/EDâ&#x20AC;&#x2122;s performance, but board not prepared to hire or fire CEO/ED

33.33%

Level Four: Legal board, advisory board, and management work well together from clear roles; board fully understands and fulfills fiduciary duties; size of board set for maximum effectiveness with rigorous nomination process; board actively defines performance targets and holds CEO/ED fully accountable; board empowered and prepared to hire or fire CEO/ED if necessary; board periodically evaluated

33.33%

Level One: Roles of legal board, advisory board, and management are unclear; board rarely scrutinizes budgets, holds CEO/ED accountable, or operates according to formal procedures

Total

Comment

Date

There are no responses.

7 / 57

Q8 Board Involvement & Support Answered: 12

Skipped: 0

Level One: Provide litt...

Level Two: Provide...

Level Three: Provide...

Level Four:Provide...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

0.00%

Level Two: Provide occasional direction, support, and accountability to leadership; generally informed about all material matters in a timely manner; input and responses often solicited

25.00%

Level Three: Provide direction, support, and accountability to leadership; fully informed about all material matters; input and responses actively sought

58.33%

16.67%

Level One: Provide little direction, support, and accountability to leadership; not fully informed about material and other major organizational matters; largely â&#x20AC;&#x153;feel-goodâ&#x20AC;? support

and valued; full participant in major decisions Level Four:Provide strong direction, support, and accountability to leadership and engaged as a strategic resource; communication between board and leadership reflects mutual respect, appreciation for roles and responsibilities, shared commitment, and valuing of collective wisdom

Total

Comment

Date

still re-defining the roles expected for an organization in leadership and staff transition

10/13/2015 12:24 PM

8 / 57

Q9 CEO/ED Experience & Standing Answered: 12

Skipped: 0

Level One: Narrow...

Level Two: Background a...

Level Three: Broad...

Level Four: Extraordinar...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

0.00%

Level Two: Background and range of experiences reflects some depth; some relevant experience in nonprofit management; some evidence of innovative thinking and understanding of the sector; occasional recognition among peer organizations

8.33%

Level Three: Broad background and range of experiences; significant experience in nonprofit management; clear evidence of innovative thinking; solid

41.67%

50.00%

Level One: Narrow background and range of experiences; limited experience in nonprofit management; little evidence of innovative thinking; limited recognition among peer organizations

understanding of the sector; some recognition as a leader/shaper among peer organizations Level Four: Extraordinarily diverse background and experiences; extensive and varied experience in nonprofit management; exceptional evidence of innovative thinking and approaches; comprehensive and deep understanding of the sector; regularly recognized as a leader/shaper among peer organizations

Total

Comment

Date

There are no responses.

9 / 57

Q10 CEO/ED Organizational Leadership/Effectiveness Answered: 12

Skipped: 0

Level One: Some difficu...

Level Two: Responsive t...

Level Three: Actively and...

Level Four: Constantly...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

0.00%

Level Two: Responsive to opportunities from others to work together; generally confident in othersâ&#x20AC;&#x2122; ability to be successful; shares own experience and expertise; visible commitment to organization and its vision

8.33%

Level Three: Actively and easily builds rapport and trust with others; effectively encourages others to succeed; shares relevant experience and expertise, yet gives others freedom to work their own way, try out new ideas, and grow; shows constant commitment to organization and its vision; inspires others around vision

50.00%

Level Four: Constantly establishing successful, win-win relationships with others, both within and outside the organization; delivers consistent, positive, and reinforcing messages to motivate people; finds or creates special opportunities to promote peopleâ&#x20AC;&#x2122;s development; lives the organizationâ&#x20AC;&#x2122;s

41.67%

Level One: Some difficulty building trust and rapport with others; micromanages projects; shares little of own experiences as developmental/coaching tool; inconsistent attention to organizational vision

vision; compellingly articulates path to achieving vision that enables others to see where they are going

Total

Comment

Date

There are no responses.

10 / 57

Q11 CEO/ED Analytical & Strategic Thinking Answered: 12

Skipped: 0

Level One: Somewhat...

Level Two: Able to cope...

Level Three: Quickly...

Level Four: Possesses ke...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Somewhat uncomfortable with complexity and ambiguity; some ability to analyze strategies

0.00%

Level Two: Able to cope with some complexity and ambiguity; able to analyze and periodically generate strategies

8.33%

Level Three: Quickly assimilates complex information and able to distill to core issues; welcomes ambiguity and comfortable dealing with the unknown; develops robust strategies

33.33%

Level Four: Possesses keen and exceptional ability to synthesize complexity; makes informed decisions in ambiguous, uncertain situations; develops strategic alternatives and identifies associated rewards, risks, and actions

58.33%

Total

Comment

Date

There are no responses.

11 / 57

Q12 CEO/ED Financial Judgment Answered: 10

Skipped: 2

Level One: Difficulty...

Level Two: Draws...

Level Three: Uses sound...

Level Four: Exceptional...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Difficulty considering financial implications of decisions; limited understanding of basic financial concepts

0.00%

Level Two: Draws appropriate conclusions after studying the facts; understands basic financial concepts; gives some consideration to financial impact of major decisions

0.00%

Level Three: Uses sound financial judgment; solid understanding of financial concepts; regularly considers financial impact of all decisions

60.00%

Level Four: Exceptional financial judgment; deep understanding of complex financial concepts; has keen, almost innate sense for financial impact of all decisions

40.00%

Total

Comment

Date

There are no responses.

12 / 57

Q13 Board & CEO/ED Appreciation of Power Issues Answered: 12

Skipped: 0

Level One: No explicit...

Level Two: Power issues...

Level Three: Power issues...

Level Four: Power issues...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No explicit attention given to power issues (e.g., of race and class)

0.00%

Level Two: Power issues occasionally acknowledged and discussed; policies and/or procedures developed on an ad hoc basis to address these issues

33.33%

Level Three: Power issues regularly acknowledged and discussed; basic policies and/or procedures exist to address these issues

33.33%

Level Four: Power issues regularly acknowledged and discussed; well-established policies and procedures exist to address these issues, and are routinely reviewed and revised

33.33%

Total

Comment

Date

Not sure I totally understand the concern. Answer is based on if there's an understanding/discussion of "who's responsible for what?"

10/22/2015 9:35 AM

I appreciate the ED guidance and our chapter is gaining momentum. The Board is in control right of our direction though, right?

10/20/2015 11:19 PM

13 / 57

Q14 Ability to Motivate & Mobilize Constituents Answered: 12

Skipped: 0

Level One: Those with...

Level Two: Those with...

Level Three: Those with...

Level Four: Those with...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

0.00%

Level Two: Those with potential to be most affected by organization's work have some knowledge of organization; meetings held regularly, but attendance varies widely; organization has ability to motivate a small core group of community members into action

58.33%

Level Three: Those with potential to be most affected by organization's work are knowledgeable and likely to be engaged with organization; meetings held regularly and are generally well-attended; organization has ability to motivate a segment of community members into action

25.00%

Level Four: Those with potential to be most affected by organization's work see organization as inspiring and motivating; they are excited to be involved; meetings held regularly and are routinely well-attended; organization has ability to motivate a broad range of community members into action

16.67%

Level One: Those with potential to be most affected by organization's work have limited knowledge of organization; organization meetings are sporadic and poorly attended; organization has difficulty motivating members into action

Total

Comment

Date

One of our goals is to generate more attendees per meetings. I think we can achieve/maintain this in 2016

10/20/2015 11:19 PM

we are likely somewhere between level 2 and 3

10/13/2015 12:24 PM

14 / 57

Q15 Strategic Planning Answered: 11

Skipped: 1

Level One: Limited abil...

Level Two: Some ability...

Level Three: Ability and...

Level Four: Ability to...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Limited ability and tendency to develop strategic plan, either internally or via external assistance; if strategic plan exists, it is rarely or never referenced

0.00%

Level Two: Some ability and tendency to develop high-level strategic plan either internally or via external assistance; strategic plan sometimes directs

27.27%

Level Three: Ability and tendency to develop and refine concrete, realistic strategic plan; some internal expertise in strategic planning or access to relevant external assistance; strategic planning carried out on a near-regular basis; strategic plan used to guide management decisions

54.55%

Level Four: Ability to develop and refine concrete, realistic, and detailed strategic plan; critical mass of internal expertise in strategic planning, or

18.18%

management decisions

efficient use of external, sustainable, highly qualified resources; strategic planning exercise carried out regularly; strategic plan used extensively to guide management decisions

Total

Comment

Date

There are no responses.

15 / 57

Q16 Evaluation / Performance Measurement Answered: 12

Skipped: 0

Level One: Very limited...

Level Two:Performa...

Level Three: Performance...

Level Four: Comprehensiv...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

0.00%

Level Two:Performance partially measured and progress partially tracked; some external performance comparisons made; organization regularly collects solid data on program activities and outputs, and has begun to measure outcomes

50.00%

Level Three: Performance measured and progress tracked in multiple ways on a regular basis; effective internal and external benchmarking occurs but may be confined to select areas; multiple indicators used in evaluation, with primary focus on outcomes; some attention paid to cultural appropriateness of evaluation process/methods; social impact measured, but longitudinal (long-term) or independent nature of evaluation is missing

41.67%

Level Four: Comprehensive, integrated system (e.g., balanced scorecard) used for measuring organizationâ&#x20AC;&#x2122;s performance and progress on continual basis; internal and external benchmarking part of the organizational culture and used by staff in target-setting and daily operations; clear and meaningful outcomes-based performance indicators exist in all areas; careful attention paid to cultural appropriateness of evaluation process/methods; measurement of social impact based on longitudinal studies with independent evaluation

8.33%

Level One: Very limited measurement and tracking of performance and progress; all or most evaluation based on anecdotal evidence; no external performance comparisons made; organization collects some data on program activities and outputs (e.g., number of children served), but has no measurement of outcomes (e.g., the extent to which the drop-out rate has been lowered)

Total

Comment

Date

need additional benchmarking and targets

10/22/2015 10:46 PM

Tell me more about this balanced scorecard :) - having strategic goals, setting measurable targets that take into

10/22/2015 9:55 AM

consideration an outcome that reflects the mission and vision, and working toward those - seems like we're doing that somewhat now. 3

we are somewhere between level 2 and 3

10/13/2015 12:31 PM

16 / 57

Q17 Evaluation & Organizational Learning Answered: 12

Skipped: 0

Level One: Performance...

Level Two: Performance...

Level Three: Learnings fr...

Level Four: Systematic...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Performance data rarely used to improve program and organization; little experience with evaluation beyond capturing information to report to funders; information systems not in place

0.00%

Level Two: Performance data occasionally used by staff and board to improve organization; some staff time devoted to evaluation efforts, as required

41.67%

Level Three: Learnings from performance data distributed throughout organization, and often used by staff and board to make adjustments and improvements; some staff time devoted to documenting organization's work; some information systems in place to support on-going evaluation

41.67%

Level Four: Systematic staff and board practices of making adjustments and improvements on basis of performance data; resources are devoted to

16.67%

by funders, however staff and board do not typically see evaluation as integral to organization's work; information systems not in place

thoroughly documenting organization's work and capturing the complete story of its impact; evaluation processes fully integrated into information systems

Total

Comment

Date

how about a 2.5

10/22/2015 10:46 PM

we are somewhere between level 2 and 3

10/13/2015 12:31 PM

17 / 57

Q18 Use of Research Data to Support Program Planning & Advocacy Answered: 12

Skipped: 0

Level One: Sporadic use...

Level Two: Basic data f...

Level Three: Familiarity...

Level Four: Respected by...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

8.33%

Level Two: Basic data from outside or internal sources used to support significant proposals and major advocacy; ability to read research reports and evaluate quality of data exists, but data is not relied upon as part of regular decision making; familiarity with one or two sources of data especially relevant to organization's work; little capacity to analyze raw data or present it in graphical, engaging ways

50.00%

Level Three: Familiarity with useful data sources in relevant issue areas; data used to support decisions, proposals, and advocacy; employs staff with research and data skills, although they may not conduct analysis full time; capacity to manipulate data from existing data sets, merge data sets, and make assessments about relevance and cultural appropriateness of findings for its community or clients; ability to present data from outside sources using charts, tables, and graphics

33.33%

Level Four: Respected by peers as both consumer and producer of data; dedicated research staff capable of working with complex data and making assessments about relevance and cultural appropriateness of findings for its community or clients; research regularly scanned for relevant data to support decisions, proposals, and advocacy; important organizational questions answered through research; ability to effectively present data using charts, tables, and graphics for a variety of audiences

8.33%

Level One: Sporadic use of data from outside sources to support proposals or program decisions; limited capacity to work with research data; little understanding of where to find useful data or how to assess its quality

Total

Comment

Date

answered this way because I can't think of a situation where we've utilized outside data for planning and advocacy

10/22/2015 9:55 AM

What data are we referencing here?

10/21/2015 12:10 AM

limited data reporting mechanisms are currently in place

10/13/2015 12:31 PM

18 / 57

Q19 Program Relevance & Integration Answered: 12

Skipped: 0

Level One: Core program...

Level Two: Most core...

Level Three: Core program...

Level Four: All programs...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Core programs and services vaguely defined and lack clear alignment with mission and overarching goals; programs seem scattered and largely unrelated to each other

0.00%

Level Two: Most core programs and services well-defined and solidly linked with mission and overarching goals; program offerings may be somewhat

33.33%

Level Three: Core programs and services well-defined and aligned with mission and overarching goals; program offerings fit together well as part of clear strategy

58.33%

Level Four: All programs and services well-defined and fully aligned with mission, overarching goals, and constituency; program offerings are clearly

8.33%

scattered and not fully integrated into clear strategy

linked to one another and to overall strategy; synergies across programs are captured

Total

Comment

Date

Current programs and services fit perfectly with mission and vision

10/22/2015 9:55 AM

Our core program offering, membership CE meetings,is largely based upon what other chapters do and our history for how best to deliver it.

10/13/2015 12:31 PM

19 / 57

Q20 Program Growth & Replication Answered: 11

Skipped: 1

Level One: No assessment o...

Level Two: Limited...

Level Three: Occasional...

Level Four: Frequent...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No assessment of possibility of scaling up existing programs; no ability to scale up or replicate existing programs

18.18%

Level Two: Limited assessment of possibility of scaling up existing programs and, even when judged appropriate, action rarely taken; limited ability either to scale up or replicate existing programs

27.27%

Level Three: Occasional assessment of possibility of scaling up existing programs and, when judged appropriate, action occasionally taken; able to scale up or replicate existing programs

36.36%

Level Four: Frequent assessment of possibility of scaling up existing programs, and when judged appropriate, action consistently taken; efficiently and effectively able to grow existing programs to meet needs in local area or other geographies

18.18%

Total

Comment

Date

No doubt in my mind we are growing as a chapter

10/22/2015 9:55 AM

20 / 57

Q21 New Program Development Answered: 12

Skipped: 0

Level One: No assessment o...

Level Two: Limited...

Level Three: Occasional...

Level Four: Continual...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No assessment of gaps in ability of current programs to meet recipient needs; limited ability to create new programs; new programs created only in response to funding availability

0.00%

Level Two: Limited assessment of gaps in ability of existing programs to meet recipient needs, with little or limited action taken; some ability to modify

33.33%

Level Three: Occasional assessment of gaps in ability of existing programs to meet recipient needs, with some adjustments made; demonstrated ability to modify and fine-tune existing programs and create new programs

50.00%

Level Four: Continual assessment of gaps in ability of existing programs to meet recipient needs, with adjustments regularly made; ability and

16.67%

existing programs and create new programs

tendency to efficiently and effectively create new, innovative programs to meet needs in local area or other geographies; continuous pipeline of new ideas

Total

Comment

Date

There is great attention to detail with our programming. However, available funding & size of budget does affect our offering.

10/21/2015 12:10 AM

21 / 57

Q22 Monitoring of Program Landscape Answered: 12

Skipped: 0

Level One: Minimal...

Level Two: Basic knowle...

Level Three: Solid knowle...

Level Four: Extensive...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Minimal knowledge and understanding of other players as well as alternative and complementary models in program area

8.33%

Level Two: Basic knowledge of other players as well as alternative and complementary models in program area, but limited ability to adapt behavior based on acquired understanding

33.33%

Level Three: Solid knowledge of other players as well as alternative and complementary models in program area; good ability to adapt behavior based on acquired understanding and cultural appropriateness, but only carried out on occasion

25.00%

Level Four: Extensive knowledge of other players as well as alternative and complementary models in program area; refined ability and systematic tendency to adapt behavior based on acquired understanding and cultural appropriateness

33.33%

Total

Comment

Date

There are no responses.

22 / 57

Q23 Assessment of External Environment & Community Needs Answered: 12

Skipped: 0

Level One: Planning not...

Level Two: Information...

Level Three: Information...

Level Four: Clear,...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Planning not supported by systematically collected information about community needs or external opportunities and threats; organization has very few connections to community members and opinion leaders that can provide information about evolving community needs

0.00%

Level Two: Information about community needs or external opportunities and threats used to inform planning, although collection is haphazard; organization has a few connections to community members and opinion leaders that can provide information about evolving community needs

25.00%

Level Three: Information about community needs and external opportunities and threats used to inform planning; organization has many connections to community members and opinion leaders with whom they communicate about evolving community needs

58.33%

Level Four: Clear, established systems regularly used to assess community needs and external opportunities and threats; information systematically collected and used to support and improve planning efforts; organization has numerous connections to community members and opinion leaders with whom they regularly communicate about evolving community needs

16.67%

Total

Comment

Date

There are no responses.

23 / 57

Q24 Influencing of Policy-making Answered: 12

Skipped: 0

Level One: No ability or...

Level Two: Aware of...

Level Three: Fully aware ...

Level Four: Proactively...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No ability or awareness of possibilities to influence policy-making; never called on to participate in substantive policy discussions

8.33%

Level Two: Aware of possibilities to influence policy-making; some readiness and skill to participate in policy discussion, but rarely invited to substantive policy discussions

58.33%

Level Three: Fully aware of possibilities to influence policy-making; one of several organizations active in policy discussions at the local, state, and/or national level (as relevant and appropriate)

16.67%

Level Four: Proactively influences policy-making in a highly effective manner at the local, state, and/or national level (as relevant and appropriate); always ready for and often called on to participate in substantive policy discussions

16.67%

Total

Comment

Date

We are somewhere between level 2 and 3

10/13/2015 12:31 PM

24 / 57

Q25 Partnerships & Alliances Answered: 12

Skipped: 0

Level One: No partnerships...

Level Two: Early stages...

Level Three: Some key...

Level Four: Strong,...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No partnerships or alliances with other for-profit, nonprofit, or public sector entities

0.00%

Level Two: Early stages of building relationships and collaborating with other for-profit, nonprofit, or public sector entities; if relations do exist, some may be precarious or not fully â&#x20AC;&#x153;win-winâ&#x20AC;?

41.67%

Level Three: Some key relationships with a few types of relevant entities (e.g., for-profit, nonprofit, public sector) have been built and leveraged; action around common goals is generally short term

41.67%

Level Four: Strong, high-impact, relationships with variety of relevant entities (local, state, and federal government as well as for-profit, other nonprofit, and community agencies) have been built, leveraged, and maintained; relationships anchored in stable, long-term, mutually beneficial collaboration

16.67%

Total

Comment

Date

Between three and four - see some relationships with long term and others simply for immediate revenue

10/22/2015 9:55 AM

25 / 57

Q26 Community Presence & Standing Answered: 12

Skipped: 0

Level One: Community...

Level Two: Community...

Level Three: Known within...

Level Four: Widely known...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Community presence either not recognized or organization is generally not regarded as a player in the community; few members of the community (e.g., other nonprofit leaders, government representatives, and academics) engage with organization; community leaders rarely call on organization for its input on issues important to organization

16.67%

Level Two: Community presence somewhat recognized, and organization is generally regarded as a player in the community; some members of the community actively engage with organization; community leaders occasionally call on organization for its input on issues important to organization

58.33%

Level Three: Known within the community beyond just constituents/members; perceived as open and responsive to community needs; members of larger community (including some highly respected members) actively engage with organization; community leaders often call on organization for its input on issues important to organization

25.00%

Level Four: Widely known within the community, and perceived as actively engaged with and extremely responsive to it; many members of the larger community (including many highly respected members) actively engage with organization; community leaders always call on organization for its input on issues important to organization

0.00%

Total

Comment

Date

There are no responses.

26 / 57

Q27 Constituent Involvement Answered: 12

Skipped: 0

Level One: Constituent...

Level Two: Constituents...

Level Three: One or two...

Level Four: Variety of...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Constituent involvement is limited; planning involves little constituent input; constituents not trained or supported in their involvement

0.00%

Level Two: Constituents offered a range of roles in the organization; volunteer positions of leadership open to constituents, but rarely filled by them; paid staff responsible for planning; constituent work mostly task-oriented; constituents trained or supported in their work on an ad hoc basis

50.00%

Level Three: One or two systems in place to actively recruit and involve constituents; constituents take on a variety of roles in organization, including volunteer positions of leadership; paid staff take a large role in planning, but constituents are involved and help define some desired outcomes; training provided to constituents in some of the skill areas needed to affect change

50.00%

Level Four: Variety of systems in place to actively recruit and involve constituents; constituents take on a wide variety of roles in organization,

0.00%

including volunteer positions of leadership; paid staff work collaboratively with constituents to plan and lead much of the organizationâ&#x20AC;&#x2122;s work and define desired outcomes; training is provided to constituents in all of the skill areas needed to affect change

Total

Comment

Date

There are no responses.

27 / 57

Q28 Organizing Answered: 12

Skipped: 0

Level One: Advocacy wor...

Level Two: Some...

Level Three: Broad...

Level Four: Primary focu...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Advocacy work is focused only on short-term achievements; long-term strategy does not exist; campaign targets are sometimes vague; organizing tactics may not be those best suited to the constituency

8.33%

Level Two: Some understanding of the need to grow constituent capacity and social capital to tackle issues/problems; advocacy work generally

33.33%

Level Three: Broad understanding of the need to grow constituent capacity and social capital to tackle issues/problems; advocacy work is directed toward that end, but could be better aligned; a strategy for long-term change exists, with appropriate campaign targets and organizing tactics

41.67%

Level Four: Primary focus is on growing constituent capacity and social capital to tackle issues/problems; advocacy work is aligned with that focus; a carefully developed strategy for long-term change exists, with appropriate campaign targets and organizing tactics

16.67%

promotes short-term gains rather than long-term capacity building; organizing tactics are engaged in without a detailed plan of how they will lead to long-term change

Total

Comment

Date

There are no responses.

28 / 57

Q29 Senior Management Team Answered: 12

Skipped: 0

Level One: No or very limi...

Level Two: Some prior...

Level Three: Significant...

Level Four: Extensive an...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No or very limited prior experience in nonprofit or for-profit management; team drawn from a narrow range of backgrounds and experiences; limited track record of learning and personal development; energy and commitment is sometimes lacking

0.00%

Level Two: Some prior experience in nonprofit or for-profit management; team drawn from somewhat diverse backgrounds and experiences; decent track record of learning and personal development; energetic and committed

33.33%

Level Three: Significant prior experience in nonprofit or for-profit management; team drawn from diverse backgrounds and experiences, and bring a

41.67%

25.00%

broad range of skills; good track record of learning and personal development; highly energetic and committed Level Four: Extensive and varied experience in nonprofit or for-profit management; team drawn from extraordinarily diverse backgrounds and experiences, and bring a broad range of outstanding capabilities; outstanding track record of learning and personal development; contagiously energetic and committed

Total

Comment

Date

Senior management as in Executive committee

10/22/2015 10:10 AM

29 / 57

Q30 Staff Answered: 12

Skipped: 0

Level One: Drawn from a...

Level Two: Drawn from...

Level Three: Drawn from...

Level Four: Drawn from...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Drawn from a narrow range of backgrounds and experiences; interest and abilities limited to present job; little ability to solve problems as they arise

0.00%

Level Two: Drawn from somewhat diverse backgrounds and experiences; good capabilities, including some ability to solve problems as they arise;

16.67%

Level Three: Drawn from diverse backgrounds and experiences and bring a broad range of skills; most are highly capable and committed to mission and strategy; eager to learn and develop, and assume increased responsibility

66.67%

Level Four: Drawn from extraordinarily diverse backgrounds and experiences, and bring broad range of skills; most are highly capable in multiple roles

16.67%

many are interested in work beyond their current jobs and in the success of organizationâ&#x20AC;&#x2122;s mission

and committed to both mission, strategy, and continuous learning; eager and able to take on special projects and collaborate across divisional lines; frequent source of ideas and momentum for improvement and innovation

Total

Comment

Date

Staff as in ED and Admin

10/22/2015 10:10 AM

30 / 57

Q31 Dependence of Management Team & Staff on CEO/ED Answered: 12

Skipped: 0

Level One: Very strong...

Level Two: High depende...

Level Three: Limited...

Level Four: Reliance but...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Very strong dependence on CEO/ED; organization would cease to exist without his/her presence

8.33%

Level Two: High dependence on CEO/ED; organization would continue to exist without his/her presence, but likely in a very different form

58.33%

Level Three: Limited dependence on CEO/ED; organization would continue in similar way without his/her presence but areas such as fundraising or operations would likely suffer during transition period; no current member of management team could potentially take on CEO/ED role

8.33%

Level Four: Reliance but not dependence on CEO/ED; smooth transition to new leader could be expected; fundraising and operations likely to continue without major interruption; senior management team can fill in during transition time; several members of management team could potentially

25.00%

take on CEO/ED role

Total

Comment

Date

Current perception, however not certain if this is reality

10/22/2015 10:10 AM

31 / 57

Q32 Shared References & Practices Answered: 12

Skipped: 0

Level One: No significant...

Level Two: Common set o...

Level Three: Common set o...

Level Four: Common set o...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No significant common set of references and practices (e.g., rituals, unwritten rules, stories, heroes or role models, symbols, language, cultural practices or traditions of communities served, etc.) exists within organization

8.33%

Level Two: Common set of references and practices exists in some groups within organization, but is not shared broadly; only partially aligned with

33.33%

Level Three: Common set of references and practices exists, and is adopted by many people within organization; references and practices aligned with organizational purpose and occasionally harnessed to produce impact

50.00%

Level Four: Common set of references and practices exists, and is shared and adopted by all members of organization; references and practices

8.33%

organizational purpose or only rarely harnessed to produce impact

consciously designed and used to support organizational purpose and regularly harnessed to produce impact

Total

Comment

Date

There are no responses.

32 / 57

Q33 Goals / Performance Targets Answered: 12

Skipped: 0

Level One: Targets are...

Level Two: Realistic...

Level Three: Realistic ye...

Level Four: Realistic ye...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Targets are non-existent or few, vague or confusing, or either too easy or impossible to achieve; not clearly linked to overarching goals and strategy; targets largely unknown or ignored by staff

0.00%

Level Two: Realistic targets exist in some key areas, and are mostly aligned with overarching goals and strategy; may lack aggressiveness, be short-

50.00%

Level Three: Realistic yet demanding targets exist in most areas, and are aligned with overarching goals and strategy; primarily quantifiable and focused on outcomes; typically multi-year targets, though may lack milestones; targets are known and utilized by most staff who use them to broadly guide work

41.67%

Level Four: Realistic yet demanding targets exist in all areas; targets are tightly linked to overarching goals and strategy, quantifiable, outcomefocused, have annual milestones, and are long-term in nature; all staff consistently utilize targets and work diligently to achieve them

8.33%

term, or lack milestones; targets are known and utilized by some staff

Total

Comment

Date

There are no responses.

33 / 57

Q34 Funding Model Answered: 12

Skipped: 0

Level One: Strong...

Level Two: Multiple typ...

Level Three: Solid base o...

Level Four: Highly...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Strong dependence on a few funders, largely of same type (e.g., government, foundations, corporations, or individuals)

16.67%

Level Two: Multiple types of funding sources with only a few funders in each type, or many funders within only one or two types of funders

33.33%

Level Three: Solid base of funders from many types of funding sources; some ability to guard against market instabilities (e.g., operating reserves, small endowment) and/or has developed some sustainable revenue-generating activity

50.00%

Level Four: Highly diversified funding streams; organization insulated from potential market instabilities (e.g., fully developed endowment) and/or has developed sustainable revenue-generating activities; other nonprofits try to imitate organizationâ&#x20AC;&#x2122;s fundraising activities and strategies

0.00%

Total

Comment

Date

Seems to be improving over the last few years.- solid management and building development efforts

10/22/2015 10:10 AM

34 / 57

Q35 Fund Development Planning Answered: 12

Skipped: 0

Level One: No systems in...

Level Two: Recognize ne...

Level Three: Some systems...

Level Four: Well-develop...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No systems in place for long-term planning, diversifying revenue streams, or outlining and managing to target goals; fundraising is reactive; fund development strategy not well-articulated and focuses on one type of activity such as grants

8.33%

Level Two: Recognize need to develop systems for long-term planning, revenue diversification, and outlining and managing to target goals; fund

33.33%

Level Three: Some systems in place for long-term planning, revenue diversification, and outlining and managing to target goals; fund development strategy includes multiple activities and is loosely connected to organization's long-term strategic plan and budget projections

41.67%

Level Four: Well-developed systems for long-term planning, revenue diversification, and outlining and managing to target goals; multi-pronged fund

16.67%

development includes several activities, but is not connected to organization's long-term strategic plan and budget projections

development strategy is proactive and integrated into organization's long-term strategic plan and budget projections

Total

Comment

Date

There are no responses.

35 / 57

Q36 Financial Planning / Budgeting Answered: 12

Skipped: 0

Level One: No or very limi...

Level Two: Limited...

Level Three: Solid financ...

Level Four: Very solid...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No or very limited financial planning; general budget developed; only one budget for entire organization; performance-to-budget loosely or not monitored

0.00%

Level Two: Limited financial plans, updated on an ad hoc basis; budget utilized as operational tool; used to guide/assess financial activities; some attempt to isolate divisional (program or geographical) budgets within central budget; performance-to-budget monitored periodically

25.00%

Level Three: Solid financial plans, updated regularly; budget integrated into most operations; reflects organizational needs; solid effort made to isolate

50.00%

25.00%

divisional (program or geographical) budgets within central budget; performance-to-budget monitored regularly Level Four: Very solid financial plans, continuously updated; budget integrated into all operations; used as strategic tool; budget developed from process that incorporates and reflects organizational needs and objectives; well-understood divisional (program or geographical) budgets within overall central budget; performance-to-budget closely and regularly monitored

Total

Comment

Date

There are no responses.

36 / 57

Q37 Financial Planning / Operations Management Answered: 12

Skipped: 0

Level One: Gifts and...

Level Two: Financial...

Level Three: Established...

Level Four: Robust syste...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Gifts and grants deposited and acknowledged; bills paid regularly; supporting documentation collected and retained

0.00%

Level Two: Financial activities consistently documented and reported; appropriate checks and balances exist; activities tracked to budget

25.00%

Level Three: Established internal controls govern all financial operations; activities fully tracked, supported, and reported; some attention paid to cash flow management

41.67%

Level Four: Robust systems and controls govern all financial operations and their integration with budgeting, decision making, and organizational goals; cash flow actively managed

33.33%

Total

Comment

Date

There are no responses.

37 / 57

Q38 Operational Planning Answered: 12

Skipped: 0

Level One: Operations r...

Level Two: Some ability...

Level Three: Ability and...

Level Four: Concrete,...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Operations run purely on day-to-day basis with no short- or longer-term planning activities; no experience in operational planning

0.00%

Level Two: Some ability and tendency to develop high-level operational plan either internally or via external assistance; operational plan loosely or not linked to strategic planning activities and used roughly to guide operations

25.00%

Level Three: Ability and tendency to develop and refine concrete, realistic operational plan; some internal expertise in operational planning or access to relevant external assistance; operational planning carried out on a near-regular basis; operational plan linked to strategic planning activities and

50.00%

25.00%

used to guide operations Level Four: Concrete, realistic, and detailed operational plan developed and regularly refined; critical mass of internal expertise in operational planning, or efficient use of external, sustainable, highly qualified resources; operational planning exercise carried out regularly; operational plan tightly linked to strategic planning activities and systematically used to direct operations

Total

Comment

Date

staff has the ability to produce operational plans; board is learning to value such planning and engage with it

10/13/2015 12:38 PM

38 / 57

Q39 Organizational Processes Answered: 12

Skipped: 0

Level One: Limited set ...

Level Two: Basic set of...

Level Three: Solid,...

Level Four: Robust, lean...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

0.00%

Level Two: Basic set of processes in core areas for ensuring efficient functioning of organization; processes known, used, and accepted by a portion of staff; limited monitoring and assessment of processes, with few improvements made in consequence; meetings are effectively facilitated, though sometimes run longer than necessary

33.33%

Level Three: Solid, well-designed set of processes in place in core areas to ensure smooth, effective functioning of organization; processes known and accepted by many and often used and contribute to increased impact; occasional monitoring and assessment of processes, with some improvements made accordingly; meetings are effectively facilitated and do not run longer than necessary

58.33%

Level Four: Robust, lean, and well-designed set of processes in place in all areas to ensure effective and efficient functioning of organization;

8.33%

Level One: Limited set of processes (e.g., planning, reviews, internal information dissemination) for ensuring effective functioning of the organization; use of processes is variable, or processes are seen as ad hoc requirements (â&#x20AC;&#x153;paperwork exercisesâ&#x20AC;?); no monitoring or assessment of processes; meetings sometimes lack effective facilitation

processes are widely known, used, and accepted, and are key to ensuring full impact of organization; continual monitoring and assessment of processes, with systematic improvements made accordingly; meetings are effectively facilitated and all participants are highly engaged throughout

Total

Comment

Date

This seems to be a major improvement over last year and almost a four (effective facilitation not quite there, but almost because of learning curve)

10/22/2015 10:10 AM

documentation of major processes has been done by prior executive staff

10/13/2015 12:38 PM

39 / 57

Q40 Decision Making Processes Answered: 12

Skipped: 0

Level One: Decisions ma...

Level Two: Appropriate...

Level Three: Transparent ...

Level Four: Transparent ...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Decisions made largely on an ad hoc basis by one person and/or whomever is accessible; highly informal; authority is vague and changing; staff is unaware of social/cultural power differences between themselves and their constituents

0.00%

Level Two: Appropriate decision makers known; decision making processes fairly well established, but often break down and become informal; social/cultural power differences addressed in a limited fashion (e.g., a one-day training)

41.67%

Level Three: Transparent and structured lines/systems for decision making exist; dissemination of decisions generally good; general awareness of

41.67%

16.67%

social/cultural power differences and on-going plans to address them Level Four: Transparent and structured lines/systems for decision making exist, and involve broad participation as practical and appropriate (sometimes including constituents); dissemination and interpretation of decisions is both good and consistent; specific awareness of social/cultural power differences and established systems in place to mitigate them

Total

Comment

Date

could use more clarity on board/staff roles relative to decision making authority

10/13/2015 12:38 PM

40 / 57

Q41 Knowledge Management Answered: 12

Skipped: 0

Level One: No formal syste...

Level Two: Systems exis...

Level Three: Well-designe...

Level Four: Well-designe...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No formal systems to capture and document internal knowledge

8.33%

Level Two: Systems exist in a few areas but are either not user-friendly or not comprehensive enough to have an impact; systems known by only a few people, or only occasionally used

16.67%

Level Three: Well-designed, user-friendly systems in some areas; not fully comprehensive; systems are known by many people within organization and often used

66.67%

Level Four: Well-designed, user-friendly, comprehensive systems to capture, document, and disseminate knowledge internally in all relevant areas; all staff are aware of systems and trained in their use; systems used frequently

8.33%

Total

Comment

Date

we are somewhere between level 2 and 3

10/13/2015 12:38 PM

41 / 57

Q42 Interfunctional Coordination & Communication Answered: 12

Skipped: 0

Level One: Different...

Level Two: Interactions...

Level Three: All programs...

Level Four: Constant and...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Different programs and organizational units function in silos; little or dysfunctional coordination and communication between them

8.33%

Level Two: Interactions between different programs and organizational units generally good, though some coordination and communication problems exist; some pooling of resources

25.00%

Level Three: All programs and units function together effectively, with sharing of information and resources; coordination and communication is strong

50.00%

Level Four: Constant and seamless integration between different programs and organizational units; relationships are dictated primarily by organizational needs rather than hierarchy or politics

16.67%

Total

Comment

Date

We are somewhere between level 1 and 2

10/13/2015 12:38 PM

42 / 57

Q43 Human Resources Planning Answered: 12

Skipped: 0

Level One: Organization...

Level Two: Some ability...

Level Three: Ability and...

Level Four: Ability to...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Organization uncovers and/or addresses HR needs only when too large to ignore; lack of HR planning activities and expertise (either internally or accessible externally); job descriptions do not exist

0.00%

Level Two: Some ability and tendency to develop high-level HR plan either internally or via external assistance; HR plan loosely or not linked to strategic planning activities and roughly guides HR activities; job descriptions tend to be static

58.33%

Level Three: Ability and tendency to develop and refine concrete, realistic HR plan; some internal expertise in HR planning or access to relevant

33.33%

8.33%

external assistance; HR planning carried out on near-regular basis; HR plan linked to strategic planning activities and used to guide HR activities; job descriptions periodically updated and revised in response to changing organizational needs and to support the growth and development of staff Level Four: Ability to develop and refine concrete, realistic, and detailed HR plan; critical mass of internal expertise in HR planning, or efficient use of external, highly qualified resources; HR planning exercises carried out regularly; HR plan tightly linked to strategic planning activities and systematically used to direct HR activities; job descriptions regularly updated and revised in response to changing organizational needs and to support growth and development of staff

Total

Comment

Date

Only seems applicable to ED staff, or am I missing something?

10/22/2015 10:10 AM

very small organization; not much HR planning is needed, but understanding of staff needed and expectations for staff management is important

10/13/2015 12:38 PM

43 / 57

Q44 Recruiting, Development, & Retention of Management Answered: 12

Skipped: 0

Level One: Standard car...

Level Two: Partially...

Level Three: Recruitment,...

Level Four: Well-planned...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

33.33%

Level Two: Partially tailored development plans for some promising staff members; personal annual reviews incorporate development plan for each manager; some formal recruiting networks in place

41.67%

Level Three: Recruitment, development, and retention of key managers is priority and high on CEO/EDâ&#x20AC;&#x2122;s agenda; individually tailored development plans for some promising staff members; relevant training, coaching/feedback, and consistent performance appraisals are institutionalized; wellconnected to potential sources of promising new managers; attention paid to recruitment and promotion of managers that reflect the diversity of the community and constituents

8.33%

Level Four: Well-planned process to recruit, develop, and retain key managers; CEO/ED takes active interest in managerial development; individually tailored development plans for all promising staff members; relevant and regular internal and external training, coaching/feedback, and consistent performance appraisals are institutionalized; well-connected to potential sources of promising new managers; recruitment and promotion methods ensure that management team reflects the diversity of the community and constituents

16.67%

Level One: Standard career paths in place without considering managerial development; very limited training, coaching, and feedback; infrequent performance appraisals; no systems/processes to identify promising new managers

Total

Comment

Date

Does the chapter even have a plan to attract and retain the best ED and staff?

10/22/2015 10:10 AM

not very relevant to FPA of GP

10/13/2015 12:38 PM

44 / 57

Q45 Volunteer Management Answered: 12

Skipped: 0

Level One: No active...

Level Two: Some active...

Level Three: Active...

Level Four: Volunteer...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No active recruitment of volunteers (only passive recruitment such as people who walk in the door); no defined roles for volunteers to fill; few systems in place to train and support volunteers

16.67%

Level Two: Some active recruitment of volunteers; volunteer roles involve a range of time commitments and skill levels; volunteer work is mostly taskoriented; basic training to volunteers provided, generally on an ad hoc basis

66.67%

Level Three: Active recruitment of volunteers on a regular basis; wide range of volunteer roles available; written job descriptions for most common

16.67%

0.00%

volunteer positions; some systems exist to track and manage volunteers; volunteer orientations and trainings take place periodically, with attention paid to both skills and cultural competency; staff trained on how to manage volunteers Level Four: Volunteer recruitment systems successfully fill organizational needs with appropriate volunteers; wide range of volunteer roles available, including positions of leadership; written job descriptions for all volunteer positions; robust volunteer management systems in place; volunteer orientations and trainings take place on a regular basis, with attention paid to both skills and cultural competency; staff experienced and/or extensively trained in volunteer management

Total

Comment

Date

There are no responses.

45 / 57

Q46 Staffing Levels Answered: 12

Skipped: 0

Level One: Some positio...

Level Two: Critical...

Level Three: Critical...

Level Four: All position...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Some positions within and peripheral to organization (e.g., staff, volunteers, board, senior management) are unfilled, inadequately filled, or experience high turnover and/or poor attendance

8.33%

Level Two: Critical positions within and peripheral to organization are staffed, though some inappropriately; attendance problems are limited; high turnover is sometimes a challenge

8.33%

Level Three: Critical positions within and peripheral to organization are adequately and appropriately staffed; attendance problems are rare; turnover is

58.33%

25.00%

limited Level Four: All positions within and peripheral to organization are adequately and appropriately staffed; attendance problems are extremely rare; turnover is limited; vacancies filled immediately

Total

Comment

Date

There are no responses.

46 / 57

Q47 Skills, Abilities, & Commitment of Volunteers Answered: 11

Skipped: 1

Level One: Volunteers n...

Level Two: Many volunte...

Level Three: Capable set ...

Level Four: Extremely...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Volunteers not working up to their potential or ill-equipped for work with organization; may be unreliable or have low commitment

18.18%

Level Two: Many volunteers working up to their potential; mostly reliable, loyal, and committed to organization’s success

27.27%

Level Three: Capable set of individuals that bring required skills to organization; culturally competent, reliable, loyal, and generally committed to organization’s success and to “making things happen”; work easily with most staff, but do not generally play core roles without staff supervision

45.45%

Level Four: Extremely capable set of individuals that bring complementary skills to organization; culturally competent, reliable, loyal, highly committed to organization’s success and to “making things happen”; often go beyond call of duty; able to work easily with wide range of staff and play core roles without special supervision

9.09%

Total

Comment

Date

There are no responses.

47 / 57

Q48 Fundraising Answered: 12

Skipped: 0

Level One: Generally we...

Level Two: Main...

Level Three: Fundraising...

Level Four: Highly...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Generally weak fundraising skills and lack of expertise (either internally or accessible externally)

8.33%

Level Two: Main fundraising needs covered by some combination of internal skills and expertise, and access to external fundraising assistance (if/when needed)

50.00%

Level Three: Fundraising needs adequately covered by well-developed internal fundraising skills; occasional access to some external fundraising expertise (if/when needed)

25.00%

Level Four: Highly developed internal fundraising skills and expertise in all funding source types to cover all needs; access to external fundraising expertise for additional extraordinary needs

16.67%

Total

Comment

Date

There are no responses.

48 / 57

Q49 Board Involvement & Participation in Fundraising Answered: 12

Skipped: 0

Level One: Most members...

Level Two: Members acce...

Level Three: Many members...

Level Four: All members...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

25.00%

Level Two: Members accept that the board has some fundraising responsibilities, but some concerns exist regarding ability of board to be successful in this area; board fundraising activities are limited; some members make a personally significant annual financial contribution to organization based on their individual means

41.67%

Level Three: Many members embrace fundraising as one of the board's core roles and responsibilities, and participate with fundraising endeavors; realistic and appropriate board fundraising goals and plans exist; fundraising activities are underway; most members make a personally significant annual financial contribution to organization based on their individual means

33.33%

Level Four: All members embrace fundraising as one of the board's core roles and responsibilities; realistic and appropriate board fundraising goals and plans in place; board actively fundraises and has achieved measurable progress towards goals; all members make a personally significant annual financial contribution to organization based on their individual means, and some contribute more frequently

0.00%

Level One: Most members do not recognize fundraising as one of the board's roles and responsibilities; no goals or plans for board-driven fundraising activities exist; members do not generally make financial contributions to organization

Total

Comment

Date

There are no responses.

49 / 57

Q50 Revenue Generation Answered: 12

Skipped: 0

Level One: No internal...

Level Two: Some interna...

Level Three: Some proven...

Level Four: Significant...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No internal revenue-generation activities; concepts such as cause-related marketing, fee-for-services, and retailing are neither explored nor pursued

8.33%

Level Two: Some internal revenue generation activities, however financial net contribution is marginal; revenue generation activities may distract from programmatic work and often tie up senior management team

50.00%

Level Three: Some proven internal revenue generation activities: these activities provide substantial additional funds for program delivery, but

41.67%

0.00%

occasionally distract from programmatic work and require extensive senior management attention Level Four: Significant internal revenue generation; experienced and skilled in areas such as cause-related marketing, fee-for-services, and retailing; revenue-generating activities support, but donâ&#x20AC;&#x2122;t distract from, focus on creating social impact

Total

Comment

Date

There are no responses.

50 / 57

Q51 Communications Strategy Answered: 12

Skipped: 0

Level One: No communicatio...

Level Two: No communicatio...

Level Three: Communicatio...

Level Four: Communicatio...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No communications plan or articulated communications strategy in place; key messages not defined or articulated; stakeholders not identified; information messages about organization are inconsistent

0.00%

Level Two: No communications plan or articulated communications strategy in place, but key messages defined and stakeholders identified; communications to stakeholders are fairly inconsistent

50.00%

Level Three: Communications plan and strategy in place; key messages defined and stakeholders identified; communications to stakeholders are generally consistent and coordinated

50.00%

Level Four: Communications plan and strategy in place and updated on a frequent basis; stakeholders and their values identified, and communications to each of those stakeholders customized; communications always carry a consistent and powerful message

0.00%

Total

Comment

Date

brand new concept to our chapter

10/13/2015 12:40 PM

51 / 57

Q52 Communications & Outreach Answered: 11

Skipped: 1

Level One: No marketing...

Level Two: Loose...

Level Three: Packet of...

Level Four: Packet of...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No marketing materials, or outdated materials; strictly internally-focused and little to no outreach to stakeholders; any materials that exist are unprofessional in presentation

0.00%

Level Two: Loose collection of materials used for marketing; generic documents and not always updated to reflect current programs, activities, and outcomes; materials have a minimal degree of professionalism or consistent look and feel; a few key materials are provided in multiple languages as needed

36.36%

Level Three: Packet of marketing materials used on a consistent basis; information contained in the materials is up to date and reflects current programs, activities, and outcomes; materials reasonably professional in presentation and aligned with established standards for font, color, logo placement, etc.; most materials are provided in multiple languages as needed

54.55%

Level Four: Packet of marketing materials used consistently and easily updated on a regular basis; materials extremely professional in appearance and appeal to a variety of stakeholders; all materials consistently adhere to established standards for font, color, logo placement, etc.; all materials are

9.09%

provided in multiple languages as needed

Total

Comment

Date

1st/2nd half & symposium programming are where we excel

10/21/2015 1:39 AM

52 / 57

Q53 Computers, Applications, Network, & Email Answered: 11

Skipped: 1

Level One: Limited/no u...

Level Two: Adequately...

Level Three: Solid hardwa...

Level Four: State-of-the...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Limited/no use of computers or other technology in day-to-day activity and/or little or no usage by staff of existing IT infrastructure

0.00%

Level Two: Adequately equipped at central level; incomplete/limited infrastructure at locations aside from central offices; equipment sharing may be common; satisfactory use of IT infrastructure by staff; periodic training provided to some staff members

18.18%

Level Three: Solid hardware and software infrastructure that contributes to increased efficiency; no or limited sharing of equipment is necessary;

63.64%

18.18%

regular use of IT infrastructure by staff, though some accessibility challenges for front-line program deliverers may exist; periodic training provided to all staff members Level Four: State-of-the-art, fully networked computing hardware with comprehensive range of up-to-date software applications; greatly enhances efficiency; all staff have individual computer access and e-mail; high usage level of IT infrastructure by staff; regular training provided to all staff members

Total

Comment

Date

Doesn't seem so applicable to our group

10/22/2015 10:15 AM

53 / 57

Q54 Website and Social Media Presence Answered: 12

Skipped: 0

Level One: No individual...

Level Two: Basic websit...

Level Three: Comprehensiv...

Level Four: Sophisticate...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No individual website and no social media presence

0.00%

Level Two: Basic website containing general information, but little information on current developments; site maintenance is a burden and performed only occasionally, low activity

8.33%

83.33% 10

Level Three: Comprehensive website containing basic information on organization as well as up-to-date latest developments; most information is organization-specific; easy to maintain and regularly maintained, integrated with social media content Level Four: Sophisticated, comprehensive, and interactive website, regularly maintained and kept up to date on latest area and organization developments; praised for its user-friendliness and depth of information; includes links to related organizations and useful resources on topic addressed by organization, high level of constituent engagement and dialogue between website and social media platforms

8.33%

Total

Comment

Date

improving

10/22/2015 10:15 AM

We are behind other chapters in this area. See what we can takeaway from other chapters.

10/21/2015 1:39 AM

54 / 57

Q55 Databases / Management Reporting Systems Answered: 12

Skipped: 0

Level One: No systems for...

Level Two: Electronic...

Level Three: Electronic...

Level Four: Sophisticate...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: No systems for tracking clients, staff volunteers, program outcomes and financial information

0.00%

Level Two: Electronic databases and management reporting systems exist in only few areas; systems perform only basic features, are awkward to use, or are used only occasionally by staff

50.00%

Level Three: Electronic database and management reporting systems exist in most areas for tracking clients, staff, volunteers, program outcomes,

50.00%

0.00%

and financial information; commonly used and help increase information sharing and efficiency Level Four: Sophisticated, comprehensive electronic database and management reporting systems exist for tracking clients, staff, volunteers, program outcomes, and financial information; widely used and essential in increasing information sharing and efficiency

Total

Comment

Date

improving as well

10/22/2015 10:15 AM

55 / 57

Q56 Buildings & Office Space Answered: 11

Skipped: 1

Level One: Inadequate...

Level Two: Physical...

Level Three: Fully adequa...

Level Four: Physical...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Inadequate physical infrastructure, resulting in loss of effectiveness and efficiency (e.g., unfavorable locations for clients and employees, no possibility of confidential discussions, insufficient workspace for individuals, no space for teamwork)

18.18%

Level Two: Physical infrastructure can be made to work well enough to suit organization’s most important and immediate needs; a number of improvements could increase effectiveness and efficiency

18.18%

Level Three: Fully adequate physical infrastructure for the current needs of the organization; infrastructure does not impede effectiveness and efficiency; decor partially reflects cultural traditions of constituents

36.36%

Level Four: Physical infrastructure well-tailored to organization’s current and anticipated future needs; well-designed to enhance organization’s effectiveness and efficiency; favorable locations for clients and employees; plentiful space encourages teamwork; layout increases critical interactions among staff; decor clearly reflects and affirms cultural traditions of constituents

27.27%

Total

Comment

Date

not as applicable

10/22/2015 10:15 AM

10/21/2015 1:39 AM

56 / 57

Q57 Management of Legal & Liability Matters Answered: 12

Skipped: 0

Level One: Legal issues...

Level Two: Legal suppor...

Level Three: Legal suppor...

Level Four: Well-develop...

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Answer Choices

Responses

Level One: Legal issues not anticipated; issues addressed individually when they arise; property insurance includes some liability coverage

8.33%

Level Two: Legal support resources identified, readily available, and employed on "as needed" basis; major liability exposures managed and insured (including property liability and workers compensation)

41.67%

Level Three: Legal support regularly available and consulted in planning; routine legal risk management and occasional review of insurance

33.33%

Level Four: Well-developed, effective, and efficient internal legal infrastructure for day-to-day legal work; additional access to general and specialized external expertise to cover peaks and extraordinary cases; continuous legal risk management and regular adjustment of insurance

16.67%

Total

Comment

Date

There are no responses.

57 / 57

October 28, 2015 Board Meeting Notes/Minutes (15 BOD Members, 15 Voting Members, 8 = Quorum) In attendance: (yes/no) Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Rey

Martinez

Yes

Julie

Kern

Yes

Brian

Frederick

Yes

Erin

Itkoe

Yes

Christopher

Palermo

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri

Yes

Suzie

Eyrich

Yes

David

Rich Jr.

Staff: Melissa Kemp, Executive Director Guests: Bill Cerynik 4:32 pm: Darin called the meeting to order Opening Round: (Darin Shebesta)     

Darin welcomed all board members joining via conference call Darin shared our vision and mission statements Darin reviewed the agenda items and asked for any revisions Darin reviewed outstanding action items. Darin asked if any Board members have any conflicts of interest. None were noted

Darin called for action on the planned consent agenda, including: 1. Approve September 23rd board meeting minutes 2. Accept September financial reports for audit Motion for approval made by Michelle Buonincontri; second by Marcus Johnson. Motion Carried. President’s Report: (Darin Shebesta) 



Board invited free guests expectations/policy for 2016—Darin proposed a policy that allows Board members to bring a first-time guest at no charge and for the guest to be able to attend a second meeting at the guest rate of $15. Darinrecommended making this a Board policy so that the rules are clear to Board members and guests. Motion for approval made by Marcus Johnson; second by Allen Small. Motion Carried. Vision and mission thoughts since the strategic planning session—None. An action item was created for Board members to continue to provide thoughts prior to the November Board meeting. Motion for approval made by Michelle Buonincontri; second by Marcus Johnson. Motion Carried. Motion



to finalize the mission and vision statements at the November Board meeting based on upcoming comments. Motion for approval by Bud Heintz; second by Marcus Johnson; Motion carried. o Reference Committee Discussion Forums Prior Membership Meeting Debrief

Executive Director Report:    

Insurance coverage status—No quote could be obtained for E&O coverage for Financial Planning Days. The Chubb policy for general liability has been renewed. D&O is up for renewal. PGRTAZ marketing collaboration (with David Rich)—David recommends that we renew the collaboration. Motion for approval made by David Rich; second by Lyle Capstick. Darin Shebesta abstained; Motion Carried. December holiday event—The date is December 15th at The Yard on 7th Street. Budget process for 2016—Erin and Melissa had a preliminary conversation about creating a budget process to approve a budget in December.

Administrative Report: As submitted for board review. Agenda Topic Request(s): 

Partnership platform recommended changes for 2016—Melissa provided a summary of the strategy and encouraged Board members to review the recommendations and provide comments.

Committee-Specific Discussion(s): 



Nominating Committee report and Chapter Leadership Conference attendees (Darin/Marcus)— At the strategic planning session, the composition of the Board was reviewed and discussed. The 2016 Board will look the same as the 2015 Board, but more clarity has been added to Board member and Committee Chair responsibilities. January 2016 CFA meeting option (Robyn)—The CFA is offering to open up the meeting to our members. Edward Jones, a platinum partner of FPA of GP, has requested to exercise their partner benefit in January, so this could pose a conflict unless the CFA meeting is added as an additional meeting rather than replacing our regular meeting. A decision needs to be made by November 15th. A motion was made to add the CFA meeting as an additional meeting and not in place of our regular meeting. Motion for approval made by Brian Frederick; second by Erin Itkoe. Motion Carried. Impact report information (Michelle)—There is no update since Michelle has not received any responses. o Impact form—Michelle requested that Board members respond to her request for this information. Chapter Leadership Conference—The attendees for this year will be Bill Cerynik, Marcus Johnson, Melissa Kemp, Robyn Gerke, Bud Heintz, Erin Itkoe, and Darin Shebesta.

Executive Session: Since this meeting was held via conference call, there was no executive session Closing Round: Positive feedback about the meeting was expressed by most. The meeting ran long and there were a couple of suggestions for staying within our time. The meeting was adjourned at 5:44 pm

Respectfully submitted, By: Julie Kern, Secretary

Jun 24th

Aug 26th

Sep 23rd

Oct 28th

X X X X

Marcus Johnson (Vice President)

X X

X X X

Erin Itkoe (Treasurer)

X X

X X X X

90%

Julie Kern (Secretary)

X X

80%

Jason Miller (Past President)

X X

Allen Small

X X

X X X X

100%

Michelle Buonincontri

X X

X X X

90%

David Rich Jr.

X X X X

90%

Robyn Gerke

X X

X X X X

100%

Rey Martinez

X X

X X X X

Brian Frederick

X X

X X X X

Christopher Palermo

X X

X X X X

Bud Heintz

X X

X X X X

Lyle Capstick

X X

Suzie Eyrich

X X

Marcus Seiter

Jun 24th

X X

May 27th

Apr 22nd

Feb 25th

Darin Shebesta (President)

Mar 25th

Jan. 28th

Appendix A Board Member Attendance Record

Attendance Percentage 100% 90%

80%

90% X

90%

100%

X X X

90%

X X X X

100%

X X

60%

Appendix B: Action Items Table Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board, for Fall Planning Improve focus Meeting

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board, continuing attention

Improve meeting effectiveness

MK, BF, MB: Dec 1st Target

Communications, Technology, PR

MK, RG, committee, by Nov BOD meeting

Per discussion

8-1 Request insurance quote and side-by-side comparison of coverage with what we currently have

MK, LC By Oct EC meeting

Reduce risk

8-2 Membership campaign participation

Board

Grow chapter

8-3 Complete online survey before leaving member meeting

Board

Increase participation

9-1 Dec 6-8: attend ex traded funds: FPA members going: Michelle B, Chris, Allan, Bud, Melissa, Darin, Marcus

Allen Small by Nov BOD mtg

Plan Booth

9-2 CLC: All leaders mark their calendars for tentative participation Nov 20-22

all

leadership

10-1 Consider additional vision and mission statement thoughts

Board

Improve focus

10-2 Continue to pursue insurance quotes for pro bono planning by FPA members

Reduce risk

10-3 Review recommended changes to the partnership agreements and provide comments

Board

Increase revenue & partner satisfaction

10-4 Contact Amy Bruske at Kolbe Corp regarding Board assessments

Julie Kern

Improve Board efficiency

5-7 Consider/find google analytics to understand consumer use of FPAofGP website â&#x20AC;&#x201C; Need update from Brian 5-10 Support Program committee in gathering further member feedback regarding holding Symposium in April 2016: April, May or September

Board invited guest policy for 2016 Adopted October 28, 2015 Board member invited guests:   

First-time board invited guest registration fee gratis Second-time attendance: guest registration fee $15 applies Subsequent attendance: guest registration fee $45 applies

November 18, 2015 Board Meeting Notes/Minutes (15 BOD Members, 15 Voting Members, 8 = Quorum) In attendance: (yes/no) Yes

Darin

Shebesta

Yes

Robyn

Gerke

Yes

Marcus

Johnson

Yes

Rey

Martinez

Yes

Julie

Kern

Yes

Brian

Frederick

Yes

Erin

Itkoe

Yes

Christopher

Palermo

Jason

Miller

Yes

Bud

Heintz

Yes

Allen

Small

Yes

Lyle

Capstick

Yes

Michelle

Buonincontri

Yes

Suzie

Eyrich

Yes

David

Rich Jr.

Staff: Melissa Kemp, Executive Director Guests: None 12:53 pm: Darin called the meeting to order Opening Round: (Darin Shebesta)     

Darin called for action on the planned consent agenda, including: 1. Approve October 28th board meeting minutes 2. Accept October financial reports for audit Motion for approval made by Brian Frederick; second by Michelle Buonincontri. Motion Carried. President’s Report: (Darin Shebesta)    

UofA financial planning program update – The Tucson planning committee has raised $50,000 in annual support; a date will be set to generate interest in Phoenix. Michelle raised an idea to use a fundraising approach to obtain local support. Darin asked for support from the Board in building a synergistic team that works for everyone. Prior Membership Meeting Debrief – Bud gave a report on Financial Planning Days. Darin asked each Board member to state their specific commitment to the organization. Each Board member responded accordingly.

Executive Director Report:   

Annual Membership Report – This is being developed for the Board and could be distributed to members. Annual Board Report – This would serve as a record of what the Board did during 2013. Melissa acknowledged a relationship issue between her and Michelle. Melissa asked if Michelle had distributed the Executive Director job description outside of the Board. Michelle responded that she had. Melissa noted that this is a violation of the Board agreement by Michelle.

Administrative Report: As submitted for board review. Agenda Topic Request(s):  

Vision and Mission update – This discussion was tabled for a future phone call Consumer Use of Website report – Brian reported that the website hits are mainly for the home and meeting pages, FaceBook followers are up 20%, but still a low number, and most of the traffic is by members and professionals but not many consumers. The current email open rate is 30% and the click-through rates is 5%.

Committee-Specific Discussion(s): 

Nominating Committee recommendation – Darin reported that this committee discussed the proposed Board roster for 2016. This will be voted on at the December BOD meeting. Under the proposal, there would no longer be Board positions for Technology and Public Awareness. These functions would be handled by committee or, in the case of Pubic Awareness, combined with Professional Relations. Rey suggested creating a strategy to assist with the consolidation of duties. Marcus committed the nominating committee to creating this strategy. Executive Session: 

We began a discussion about the Executive Director job description. Melissa noted the process that was followed in creating it and then left the room for an Executive Session. Marcus noted that there has been some misunderstandings about the job description. He noted a conflict between it and the by-laws in terms of her being named CEO of the organization. The by-laws prohibit this. Marcus also suggested that we discuss the desired level of authority that Melissa and Premium Organization should have. Allen mentioned that there was never a vote on the job description and asked who drafted it. Michelle described her challenges in working with Melissa and how the job description is important to distinguish responsibility for various duties in the organization. Allen and David asked whether the current job description is valid. Marcus suggested that we keep it in place until we have the opportunity to modify it. Bud pointed out the Melissa serves two different roles in the FPA of GP and it is important to distinguish them in the job description.

Closing Round: Positive feedback about the meeting was expressed by most. The meeting was adjourned at 2:17 pm Respectfully submitted, By: Julie Kern, Secretary

Aug 26th

Sep 23rd

Oct 28th

X X

Marcus Johnson (Vice President)

X X

X X X

X X

Erin Itkoe (Treasurer)

X X

X X X X

X X

91%

Julie Kern (Secretary)

X X

82%

Jason Miller (Past President)

X X

Allen Small

X X

X X X X

X X

100%

Michelle Buonincontri

X X

X X X

X X

91%

David Rich Jr.

X X X X

X X

91%

Robyn Gerke

X X

X X X X

X X

100%

Rey Martinez

X X

X X X X

91%

Brian Frederick

X X

X X X X

X X

91%

Christopher Palermo

X X

X X X X

X X

100%

Bud Heintz

X X

X X X X

X X

100%

Lyle Capstick

X X

X X X

X X

91%

Suzie Eyrich

X X

X X X X

X X

100%

Marcus Seiter

X X

Nov 18th

Jun 24th

X X X X

Jun 24th

X X

May 27th

Apr 22nd

Feb 25th

Darin Shebesta (President)

Mar 25th

Jan. 28th

Appendix A Board Member Attendance Record

Attendance Percentage 100% 91%

73%

60%

Appendix B: Action Items Table Action Items: Items noted as done will not reflect on next meeting agenda AI #

Action Item:

Assigned To

Goal

1 Consider specific mission and vision statements ideas

Board, for Fall Planning Improve focus Meeting

2 Review ideas for increasing meeting energy and generate ideas for improvement

Board, continuing attention

Improve meeting effectiveness

MK, BF, MB: Dec 1st Target

Communications, Technology, PR

MK, RG, committee, by Nov BOD meeting

Per discussion

8-1 Request insurance quote and side-by-side comparison of coverage with what we currently have

MK, LC By Oct EC meeting

Reduce risk

8-2 Membership campaign participation

Board

Grow chapter

8-3 Complete online survey before leaving member meeting

Board

Increase participation

9-1 Dec 6-8: attend ex traded funds: FPA members going: Michelle B, Chris, Allan, Bud, Melissa, Darin, Marcus

Allen Small by Nov BOD mtg

Plan Booth

9-2 CLC: All leaders mark their calendars for tentative participation Nov 20-22

all

leadership

10-1 Consider additional vision and mission statement thoughts

Board

Improve focus

10-2 Continue to pursue insurance quotes for pro bono planning by FPA members

Reduce risk

10-3 Review recommended changes to the partnership agreements and provide comments

Board; Dec BOD mtg

Increase revenue & partner satisfaction

10-4 Contact Amy Bruske at Kolbe Corp regarding Board assessments

Julie Kern

Improve Board efficiency

2015 Dashboard Membership

Attendance >= 25%

Sponsor $

Committees 2-4

Program >4.5

Total Rev

Jun

360

3,000

Dec

358

1,500

Jan

359

90: 81

3,000

4,334

Feb

348

87: 70

9,000 (16,500)

23,665

Mar

363

90: 87

13,500 (29,500)

3 (Nex, Mem, Life)

yes

44,546

Apr

371

92: 115

3 (Nex, Mem, Life)

yes

62,539

May

370

92: 73

30,000 (27.000)

3 (Nex, Mem, Life)

yes

Jun

376

94: 70

30,000 (27,000)

5 (Nex, Mem, Life, Pub Relations, Tech)

yes

$67,565

Jul

389

97: 73

37,500 (34,500)

same as Jun

yes

$82,219

Aug

390

97: 75

37,500 (34,500)

same as Jun

yes

83,889

Sep

395

100: 67

37,500 (34,500)

same as Jun

yes

90,397

Oct

400

N/A: Financial Planning Days

37,500 (34,500)

same as Jun

n/a

92,418

Nov

400

100: 75

37,500 (34,500)

same as Jun

yes

$40,000

All

Dec Goal

430-450 (1.15%)

Survey $ 105,850 Summaries