WHAT PROMPTED THESE RECOMMENDATIONS?

• Conversations with members, committees, Directors, and staff over the last few years revealed that folks value clear roles, purpose-driven meetings, and meaningful ways to contribute that match their strengths

• Disruptions from COVID gave us not only the opportunity, but also the necessity to look closely at our structure and processes with the lens of value and efficiency in service of the mission

• Quantitative and anecdotal data show lack of engagement, commitment, and alignment with and understanding of our organization and work

• Major changes in the last few years have reshaped the way we advance the mission, such as increased grant funding; shifts in associations/membership nationwide; grant-required deliverables; staffing changes, FTE increases, and additional training; hiring HR and accounting services; new and shifting partnerships; and more.

• Meeting minutes reveal that the WAPC board has been considering the size and structure of the board as for over 20 years.

WHY MAKE THESE CHANGES?

• Increases the opportunity for participation, particularly for committee restructuring

• Better utilizes the skills and experience of regional representation and professional organizations

• Strengthens leadership development, which supports longevity and relevance of WAPC

• Flexibility to adjust work to meet current and urgent needs throughout the state

• Increases the feeling of ownership and brings Directors closer to decision-making process

• Separates the functions of the board from governance and program/committee work

• Creates clear, meaningful positions on the board to foster leadership in those roles, and increase opportunity to contribute in a meaningful way

• Aligns mission-needs with appropriate resources, assembling the right people for the task

Discussion Timeline

Transition Timeline