Small Cohort - Good Governance: Building Highly Effective Boards
June 24, 2025

CONFIDENTIAL ROUGHLY EDITED REALTIME FILE
Compliments of Birnbaum Interpreting Services

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This file was created in real time by a Realtime Captioner. Communication Access Realtime Translation (CART) is provided in order to facilitate communication accessibility and may not be a totally verbatim record of the proceedings. A consumer should check with the presenter for any clarification of the presentation.

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>> Hi, everybody!  We'll go ahead and see here and wait for the interpreter to hop on. 
	We will go ahead and start in a few minutes. We have over 100 people registered for today and we currently have 34 right now joining us so I'll allow for a few more seconds for everybody to hop in, okay?  Now is also the time for checking to make sure your audio is muted. If it's not already. If you can go ahead and introduce yourself in chat if you haven't already so you can introduce yourself in chat, your name, what organization you're with, and how about one word to describe why you are attending today. Hi John, welcome!  Joining for understanding. Alana, congratulations as a new director. Hoping you will learn something this afternoon. A lot of earnings in the chat. If you're just joining, we have our attendees, are sharing their name, where they're from and one word why they are joining today. 
	What brings you to the cohort. Improvement, I would like to see that Jeff. I am making Emily cohost to let anyone else who is joining in a few minutes late. Thank you all for being on time. My name is Tyler Morris and P you are here for good governance, building highly effective boards. Next slide, please. Before we get started, let's talk about accessibility. We have ASL and Spanish interpreters labeled that can be accessed by clicking the interpretation logo at the bottom of your Zoom screen. 
	We also have closed captioning provided today to access that. You can use the CC button located on the bottom of your Zoom window. Today, we will have opportunity for us to come off of mute and talk to one another so for us to keep track of who is asking questions or would like to provide a comment. We ask that you raise your hand or drop any questions or comments in the chat feature. It is helpful to state your name before speaking so we can make sure our captioner gets that. 
	Any issues you have today, all of our team is labeled with IL. 
	T and TA at the end of their names if you need assistance during today's discussion. 
	As always with our ILT and TA activities, we will have a survey for your input today's training as well as any thoughts that might come up for future trainings that we can incorporate as we start planning for our next year. Next slide, please. If you're joining for the first time, welcome!  We are available to the IL network through a contract with the U.S. Department of health and human services. We are here to provide expert training and technical assistance to centers for independent living, state independent living councils and designated state entities. Those acronyms you will probably hear through the rest of your presentation is CIL, SILC and DSE. This is operated by Montana's rural institute of inclusive communities. Next slide, please. 
	I did say hello but a little bit more formal introduction. My name is Tyler Morris. I am the director of training here at the Independent Living, training and technical assistance center. I am a 40 year old white male wearing glasses, short brown hair, sitting in my office and wearing a gray jacket. You may get an appearance from my coworker as he likes to walk in and out today. 
	So a little bit about my background. I have been in the IL field for almost 20 years now before joining the independent living and training technical assistance center, I was executive director for our local center for independent living here in Jacksonville, Florida for 8 years. A total of 18 years working. 
	On the screen is my contact information. If you have follow up questions or any thoughts, you are welcome to reach out to us at any time. Some other things that I would share, I have also sat on quite a few boards. I was able to serve as the network of centers representative here in the state of Florida for two terms and served on our local non profit center, board of directors in Jacksonville, Florida, that serves northeast Florida and a few others through the University and other community areas. So when we're talk about boards, it's near and dear to my heart. So if you're a board member, thank you for joining today. Next slide, please. Let's go over expectations for the cohort overview. Our dates that we have scheduled to meet. Maybe you're joining for today but there are two other trainings that will require separate registration. So June 24th, July 1st and July 8th, all at the same time is through Zoom. We have blocked out 90 minutes but 60 of that will be more of a presentation style format with some questions but then we'll open it up after the 60 minutes for sharing. So 30 minutes of maybe you have some questions to ask or some successes that have worked well for your governance as a center for independent living and that would be a time for us to share those. 
	Today, I see some names, some familiar names at least, some of which are board members. We're also looking for board chairs, executive directors and leadership. So if you say, you know what?  One of our other board members should be at these next two trainings, feel free to share the invite for them. If you're not already signed up to receive our updates on events and announcements, you can always visit us online to sign up for our news. 
	Today's style is interactive, peer driven and conversational. I am, fingers crossed. Holding out for my voice don't after getting over the flu last week so please feel free to interact through chat, raising your hand or if you would like to come off of mute, please let us know if you would like to share, okay. Next slide, please?  
	Let's talk about our learning objectives. We have structured this three part series as a small cohort to build on topics as we progress. You can join at any point but this first week what we're going to be focusing on is defining the roles of the key leadership members of the center for independent living. We're also going to look at how those roles interrelate to each other, to make sure that we are fostering effective leadership. Lastly, we're going to talk about indicators of a healthy board. 
	Next week we'll be talking about the independent living philosophy which is critical for founding all of our decision making and board composition and then on top of that, we will also go through our CIL standards and assurances. In week three, the final week in end of July, we'll about understanding our board responsibilities, financial oversight, organizational accountability and also, we're going to provide you tools to help with that be oversight and most importantly, including the executive director and the staff to enhance governance and oversight. Next slide, please. 
	In this part, when I usually facilitate board discussions, this is kind of a collaborative activity. In lieu of 47 people, we had over 100 registered today. I'm going to set up some of these norms so we can set our expectations on how we're going to show up and be present during today's meeting. I know if you are on east coast time, with me, 3 o'clock is the hour to have another coffee or tea. But we will make it as engaging as possible. So for participation and presence, we request that you're here now. That you minimize distractions, close other tabs, stay present, so that we can make sure that the content is passed along and engage, contribute when you can, listening counts also for participation too. 
	Cameras are encouraged but not required. It's great to not have to just look at myself and know there are other people out there so when it comes time for us to share, please feel free to come off of the camera and engage with the rest of the cohort. 
	We are also going to learn together. We are going to speak from experience. Let's use I‑statements and share what is true for you. FLT we are going to be curious over judgment. We're here to grow, not to be right. And lastly, mistakes are a part of learning. We are going to give ourselves grace and others too. 
	Respect and inclusion is critical for today as well as IL. And what we're going to do is step up, step back. So if you tend to talk a lot, make space for others to share. If you tend to hold back, maybe challenge yourself to speak up and share something. Turn taking is an important thing. We're going to assume positive intent and name impact. So we're going to hold backspace and value professional and personal perspectives, especially those who are grounded in disability identity and community. 
	Confidentiality and trust, this is a meeting that is publicized through the IL network and there's maybe different members from across the IL network joining today. So please be prepared that anything specific that you feel might be best asked on a one on one basis, our team is here. If this isn't the setting to ask those questions, we completely understand that you can submit a question through our referral form and one of our team members will be able to get back to you. 
	So what we're going to work from in this space is, we would like to make sure that we respect what other people share in this setting and that we carry forward insights and not stories. 
	Lastly, the time and structure. We respect each other's schedules. Sorry, I'm just waiting for that interpreter to pop up. Thanks, Allison. Continuing, I know that especially you're taking a portion of your day to be here and be present and thank you for doing that. So we are going to respect everyone's schedules and trying to get as close to that four o'clock mark for the majority of the content for today's presentation and future trainings. We're going to go with the flow. 
	Our small cohorts are set up for peer sharing and asking questions but we'll adapt as we go through, if people are curious about a topic we can mark for discussion at later time. All right, week one, let's talk about the learning objectives. What can we expect today to walk away with?  We hope that you are able to more clearly define the roles of executive director, board chair and board of directors. We'll also talk a little bit about board committees and secondly, we are going to understand how these roles interrelate in practice to foster effective leadership and part of that is discussing what some metrics are for healthy boards. Next slide, please. Ralph, if you aren't familiar with him is a political activist. Most active for consumer advocacy and this quote, I think, sets the intention for today that the function of leadership is to produce more leaders, not more followers. That is what we're here to do today. Next slide, please. 
	Now, I request that everyone's eyes don't glaze over when we get to the text heavy slides. The reason why is it comes from a very foundational document guides how centers for independent living are run that's the Rehabilitation Act. For this, I would like to pull out, this description to set the understanding of the centers for independent living that we will define later on in today's presentation but also additionally in our second or third part of our cohort series. So center for independent living, means consumer controlled, community based, cross disability, non residential, private, non profit agency for individuals with significant disabilities regardless of age or income, that one, are designed and operated within a local community, by individuals with disabilities. Two, provide an array of IL services as defined in section 7, 18 of the act, including at minimum, independent living core services as defined in this section and 3, complies with the standards set out in section 7‑25B and provides in compliance with the assurances in section 725C of the act of the regulations. 
	We will go into next week, more thoroughly the standards and assurances. So part of that is including more of the 50% of board of Directors for the centers of independent living must be individuals with significant disabilities and that the board must control decision making, staffing operations and service provisions so keeping those two bullets in mind as we go forward. Next slide, please. 
	
	On the screen we have the definition and key functions of the executive director. So as we are going through these, please remember that your CIL should have in their governance documents, like the bylaws, a definition of each of these duties for boards, board chairs, board committees, your executive Director has their own job description. Not every job description is a community based organization, is going to look exactly the same. Now, there are going be some key functions that whether you're in Jacksonville, Florida or Austin, Texas, they're going to have some similarities because of the title and nature of being an executive director. But for the purpose of today, what we're going to define the executive director as, is the chief staff leader that is responsible for the day to day operations, staff supervision, financial management, and implementing the board's strategic vision. The board's strategic vision. 
	The ED acts as a bridge between the board and staff, translating board policy into action and bringing operational insight to the board decisions. So what is likely to be a key function of the executive director?  The first is leads and manages staff programs. The second, develops and executes the strategic plan. Again, there could be some caveats with that. Oversees budgets and financial reporting. Serves as spokesperson and liaison to the community and partners with the board chair to prepare meetings and board reports. Next. 
	The board of directors, if define them, it's the governing body, ultimately responsible for the non profit and has specific legal and ethical responsibilities to the organization. Boards are comprised of different positions which include board members who may be called directors, committee chairs, and officers. In the IL movement, the board must meet requirements. So the key functions is they set the mission, vision, and strategic direction of the center for independent living. They improve budgets and monitor financial help. They hire, evaluate and support the executive director. They ensure compliance and public accountability and lastly, they recruit and retain diverse qualified board members. 
	Next slide, please. Board officers, this is another example where your governance document should outline the positions as well as the duties. It supports order to the process. Oops, one more back if I can. To support order and process, most bylaws include the following positions regardless of the board size. Whether you're an organization with 300,000 dollar budget or a 30 million dollar budget, a board chair or President who is responsible for leading the board, serving as the day to day supervisor and partner of the executive director, and be facilitating board meetings. Vice chair or vice president who fills in for the chair when necessary and may also be assigned particular work. This position provides expected succession of the chair. Board secretary is responsible for keeping or over SEEG the board minutes or records and board treasurer, finances, and budget and usually serves as the chair for the finance committee. 
	Again, these positions should be outlined in your governing documents. A lot of folks who would like to join the executive committee which are the board of directors or step into a leadership role, in the executive committee may include these four board officers and are likely to include those officers, would like to know what they're signing up for. 
	What is the length of their term. What are their functions?  If they're not asking for it, I would suggest that you still provide it because Brene Brown says clear is kind. By everyone understanding their roles and responsibilities, that guarantees that everybody is on the same page. 
	Some centers for independent living and other non profit organizations have board agreements that go a little bit further than con B FLIKT of interest statements but has an agreement between what the CIL will provide to the board of directors and what the board of directors agree to provide to the CIL. 
	The board chair. The it's one of those folks in the executive committee and leadership of a board of directors. They are the volunteer leader elected by the board of directors who presides over the board meetings and guides the governance process. 
	The chair works closely with the executive director to ensure alignment between governance and operations while maintaining the board's accountability. 
	What are the key functions of a board chair?  They would preside over the board and executive committee meetings. They would partner with the ED to set agendas and follow through. They would support board evaluation and performance oversight and board evaluations would also mean that it is reviewing the board of directors, not just the executive Director. 
	Lastly, serves as a sounding board and advisor to the executive director. You very ‑‑ you can understand pretty quickly, the health of the organization looking at the strength of the dynamic between a board chair and the executive director. Next slide, please.
	Board committees, when you're looking at it, it didn't list but we'll throw in the bonus. Defining some board committees and board committees are smaller working group made up of members of the board of directors and sometimes you can have staff or community advisors as a part of the committees, that are formed to focus on the specific areas of governance, oversight, strategic need. Committees allow the board to be more efficient, informed and effective by dividing complex and ongoing tasks and into manageable tasks. As an aside, if you find yourself doing a lot of business at board meetings, maybe it's time to ask yourself, is it worth vetting through a board committee to look deeply be into the topic to provide maybe a recommendation to the full board of directors. And part of the key functions that the board committees provide is they increase the focus of the key responsibilities like finance, resource development or governance, building expertise by assigning board members to an area they have a skill over interest. How many of us checked off a box on what our interests are as joining a board of directors. Finance, resource development, advocacy, public speaking, just some examples to share with you. Another key function is making recommendations to the full board after a deeper exploration which I just shared and lastly, strengthening accountability by monitoring the progress between full board meetings. This is a good internal control system for board committees to have work. 
	Let me see. One slide forward for me. Let's go back one. I want to talk more about these committees. This is another example of something that should be defined in your governing documents. So what does a governance committee do?  What does the finance commit thee do?  So some quick definitions that I can share for you to reflect on is that the executive committee typically acts on behalf of the board between meetings and often includes chair and treasurer. Oftentimes in the governing documents, you can see what the committee is empowered to do. If there's spending limits or whatnot, those are things that are very critical to be specific about so that everyone is clear on what the expectations are of that committee. The finance committee over cease the budget development, audits and financial health for the center of independent living. A governance or nominating committee as they call them sometimes, helps to recruit, orient and evaluate board members. And review bylaws. Development, fund raising or resource development, excuse me, is there to support for donor engagement events and campaigns. And program quality committee is another example of things typically found that help to monitor program effectiveness and mission alignment of programs. 
	Doing things like making sure they are disability led services and that the IL philosophy continues through decision making. These are some examples of committees that you may find on the board, next slide, please. 
	This is a chart that outlines the functions as a side by side comparison. The danger zone is when those roles are not clearly defined and it can lead to drift. It can also lead to other things that you weren't planning for which we're going to discuss a little bit more in our scenarios moving forward. We have outlined several functions with the site by site comparison and what I would like to do is go through them with you as to how they compare. What we're looking at is the executive director, the board chair, and the board of directors. So the first function we have as the side by side is the primary focus what is the primary focus?  Day to day operations, staff leadership and program implementation and there's probably a lot of things that can be listed out of that but boiling it down to the essential, they are there to do the business of the center for independent living. 
	Board chair, they are responsible for board governance. Their focus is needing leadership and partnering with the executive director. And board of directors. When it comes to primary focus, they are focused on mission, strategy, oversight, and accountability. 
	The leadership type, if you were to describe leadership these roles, what would it look like?  Well, as an executive director, it would be an operational leader. It's a staff role. Meaning they serve at the will of the board. The volunteer chair is a volunteer role and they are a governance leader. The board of directors is also volunteers and are governing body for the center for independent living. 
	When it comes to decision making, this is where it gets interesting, sometimes, who decides what. So for the executive director and the decision making, the executive director advises and implements board approve the decisions. 
	The board chair, facilitates board decision making, does not act independently. The board of directors makes major decisions which include but are not limited to things like budget, strategic plan, or hiring or firing of the executive Director. Relationship to staff. The next function. The executive director supervises all staff, including hiring, evaluation of staff and the board chair, there is no supervisory role over staff except the executive director and for board of directors, the relationship to staff is that they have no direct role in supervising staff except ED oversight. Having those clear roles and letting the executive Director serve as the bridge between the board and staff, really helps with the chain of command and minimizing communication misunderstandings. 
	The next function is in relation to the board. The executive director reports the board, collaborates with the board chair. For board chair, that relationship is that they support and evaluate the ED and they guide board performance. And for board of directors, they are there to hire, support and evaluate the executive Director. 
	Meetings responsibilities, what had functions are these three roles?  Well, for executive Director, they prepare materials which also might be done by maybe, development director or finance director, programs director but they all go through the executive Director to the board of directors, and the board chair presides over the board and executive committee meetings. And lastly, the board of director attends and participates in board and committee meetings. 
	For strategic planning, what are the roles?  And the executive director executes strategic planning and gives progress of the board. They lead in setting the direction and the board of directors approves and monitors the strategic goals. 
	For financial oversight which our second cohort is going to focus more deeply on, financial oversight for IL leaders, the executive director prepared the budget, monitors and reports on finances, the board chair ensures board reviews, budget and financial reports, the board of directors, develops sound fiscal policy ensuring there are adequate internal controls. For public representation, another area that is really important to define the executive director is the one who often serves as the public spokesperson for the center for independent living. 
	The board chair is representing the board when needed in partnership of the executive director and the board of director champions the mission and some members may speak publicly. 
	Evaluation responsibilities, executive director, evaluates annually by the board of directors. The board chair, leads that evaluation and the board of directors, evaluates the strategic plan that the ED performance and conducts the board's self assessment. 
	I am hoping the side by sides go back and yes, we get it!  I just saw in the chat, you have to step away temporarily. The many hats we wear as executive directors and staff members so the next slide, please. 
	The leadership roles and how they interrelate in practice. We're going to talk here a little bit more about how we can strengthen the effectiveness and efficiency of our leadership through leveraging those roles and centers for independent living. So when we're talking about leadership roles, it's important to understand that they work together but not in isolation. The and this helps to drive governance, strategic action and accountability. Effective leadership relies on mutual trust, communication and clearly defined roles. 
	Remember that leadership has been shared and no single role governs alone. Be two, governance leads, operations execute. The board chair and executive director are bridges between staff and the board of directors. Committees strengthen, not replace the board. And the ED informs decisions, not drives them. And ongoing communication prevents confusion. I should have put a bullet there on the first. Ongoing communication prevents confusion. If you were to look at this and we were to compare these roles to let's say, a well tuned orchestra. 
	So if you can picture, when you think of an orchestra, what makes the music happen?  Well, the board, if we were to compare, sets the score which is the mission and the direction for the center of independent living. The ED conducts. So the guy up at the front of the orchestra that has the baton, going up and down. He is driving how fast and focused and strong and working from that score to make the work happen. 
	The chair keeps the timing and the tone. I think of the metronome going back and forth, tick, tick, tick. It will keep the timing to make sure we're founded in IL philosophy and making decisions that are disability led. And the committee helps to fine tune those specific sections so maybe the woodwinds, the brass, all of those could be committees that are helping us to fine tune some of the specific sections of work for the board of directors. So just a thing to compare when we're talking about that. Some of the clarity we have on our roles is really dependent on that communication and what we're going to do now in these next two slides is we're going to spend some time on scenarios which I hope we can remember for the discussion. We can go back when there comes time and we're opening up. We have some awesome content to get through but the next slide is the first scenario we are going to use and I'm going to introduce this prompt for everybody to put on their thinking caps and so we can have some discussion. 
	The first scenario. The executive director started attending all committee meetings, giving direction to board members and making final decisions on fund raising plans without board input. The board meets quarterly with little discussion before decisions. So we're going to remember that scenario and maybe you vex PEERNSed something similar. We're going to talk about clarifying roles, organizational impact, intent versus impact and correcting role confusion. The next slide for scenario two. 
	Here we go. The board chair has the begun meeting directly with staff without the executive director present. To ask about program performance, request reports and give feedback on operations. Staff aren't sure whether to treat these meetings as directives or informal check ins. The ED feels bypassed and under mined but is hesitant to address it directly, fears it will appear defensive or uncooperative. I cannot tell you how many times I have seen this across organizations. And this is one of those situations that often start with good intent. It can get a little muddy when those roles are confused and we're not staying in our job description. So we're going to talk about that in a few steps too but we're going to think about some ‑‑ where are the boundaries being crossed here. If you were thinking about that and how does it affect staff and chain of command, staff morale specifically. And what are the appropriate ways for board members to stand for without over stepping?  If you were the ED how would you address it?  Some of those reflections discussions we're going to open up as we come up to the hour. I do want to get to some of the content. You might have the question, the scenario two hits close to home so what are the steps for correcting role confusion. Let's talk about those. 
	Now, this is very circumstantial, meaning it definitely depends on the players, what the topic is, how immediate the decision needs to be made or resolved and typically there is six of these topics when it can be applied. 
	The first is to acknowledge the break down, creating a space for open, blame free, conversation and using real examples to name where confusion and over reach has occurred. They're not just going to say, you have over reached. You would need to present examples that help for someone to understand what that over reach is because they might not have a defined the same as you. 
	Step two is revisiting the roles and responsibilities. Reread the bylaws. Look at job descriptions. What is in a committee charter. What is the committee supposed to be doing. Clarify who decides. Clarify who decided and implements. Another step is to reset communication norms and this is a big lift, sometimes. If you establish regular check ins, between the ED and the board chair, as an example, that is a good step into the right direction. Now, one meeting doesn't typically resolve that but with repetition, comes change. And so ensuring that those decisions are discussed in the right setting also helps to reset communication norms. Full board versus the committee versus staff. And the next step would be providing training or support. Use it as a training opportunity. Board retreat, and board retreat doesn't mean you have to pack up and go to a hotel for three days. Board retreats can be public building and peanut butter and jellies. Whether it's a shoe string budget or you have some more financial freedom to do things, you can make it fit for your center for independent living. The most important thing is you're take the time to provide this training and being thoughtful of that. So an orientation, external facilitators are really important. Some board of directors think, oh, you don't have to pay for it. I can do it myself. I have seen time and time again and can speak from experience that when you step into the role as facilitator, you're also staff or also the board, there is a little bit of difference on outcomes that you will get from that retreat or that meeting. 
	The next is update the governance documents. If you're going through these documents or these conversations, you're like, I didn't see it in my job description. Well, if it's something that happens frequently, that's something to consider of updating the job description. We didn't have in our job descriptions, how to address COVID when it came through but we had to be flexible and adjusting our policies and procedures with governance from our board. 
	And lastly, monitor and re access. You are not done at step five with just updating governance documents. You have to take the time for check in. 
	We made this decision three or six months ago and it's time to evaluate and reset so that is another important thing to look at. We are going to the next slide which is the indicators of the healthy board. This is the last topic we have until we open it up for discussion. So get ready to share what you have learned and your questions. We're here to answer them. So on the screen, we have 8 graphics that represent the topics that we're going to be talking about. These are not all inclusive indicators of the healthy board of directors but just like the roles and responsibilities and job descriptions of the executive directors, they are typically a good test to, if an organization is running smoothly as a result of the healthy board of directors. 
	The first is missions and values aligned. The and that meanings the board and champion the board's mission. I challenge my board to commit to being able to tell a story of our mission and impact but not just that but how it connects to independent living and specifically the philosophy. It's very easy for a board member to explain why someone should get engaged as a volunteer or donor if they can share what the mission is and also an example of how that mission is with work. 
	And that is also reflective to what we're talking about next week which is informed decision making that includes consumer control is that decisions that are made by the board are consistently guided by core values, including consumer control, equity and inclusion. Clear role boundaries and responsibilities. There is a shared understanding of the difference between governance and operations. The board trust the executive director to lead the organization and the ED trusts the board to govern. The roles are clearly defined. I have sat in board meetings, as a board member and asked the question to the board of, is this something that we should decide or is this something that we should empower and support our executive director?  There is a difference between governance and operations. 
	Next, active and informed engagement. Members come to meetings informed about the agenda items and background materials. If you don't read the minutes, if you don't read descriptions on business, that is going to be discussed, it could be laborious. You could be there for two or three hours when you can get the business done in less time. 
	Next. We are grounded in the IL philosophy is also key in what we have talked about in be the previous slide. That we meet the consumer controlled standards. It's the requirement for the centers of independent living but the majority of the board of directors and staff have a significant disability. We'll talk about that a little bit more in our second week. But also something, and something to consider is that the membership reflects the community diversity and lived experience, not just professional expertise. You can have 100% of board members with a disability but not ‑‑ when if they are all individuals with one disability type?  Is that across disability based?  And lastly, when we're grounded in the IL philosophy as the indicator of a healthy board, we are making sure all voices are heard and respected, especially from marginalized or under represented communities. 
	Strategic and future focused. We are focused on the game. You as the board of directors are heavily involved in strategic planning, how it connects to the state plan for independent living and how that is broken down into annual work plans. 
	For financial literacy and oversight, you are responsible. There is a legal and ethical connection in your role and the financial health of the organization so you are reviewing budget, audits, financial reports and you are ensuring there is a fiscal oversight and internal controls and that you are actively supporting resource development. Even at a strategic level. A question I would like to ask here is how many board of directors give at a level that is meaningful to them?  There are donors asking, when you apply for grants and awards, how many of your boards have supported financially, your organization. That is not to belittle or devalue volunteerism, how many events they come to or financial contribution to the mission of the organization is a healthy indicator of a board of directors and ongoing learning and succession. Members have received the onboarding orientation when they join. They are participants in trainings, retreats and mentorships. There is a success plan, meaning a pipeline of members. You might have a healthy board but three years now, what is your board of directors going to look like?  They're involved in the succession plan. 
	And in our last few minutes, I do want to share sample metrics. You might be thinking about, well, how do we know if we have a healthy board?  Some of these are example metrics of what you can use or apply to determining if you have a healthy board of directors. So the next slide. You'll see indicators in a sample metric for that. Next slide, please. 
	How would you know if a board understands the mission in its to independent living?  Can the member share an example of your mission and action to the connection of the independent living movement?  We talked about that. Consumer control. What is the percentage of directors, members, with significant disabilities?  Easy metric to look at. And role of understanding. How many of your board members report confidence in the federal confidence?  Not just the roles but the federal requirements. Attendance is something very easy to look at as a metric. How many of your members are attending that?  Also, your governance document. What happens if a board member hasn't been there. Demographic, does your board represent your community?  Everyone has access to the census and can see different types of disabilities and you can see how that, how those apply across maybe your catchment area and your counties so do the demographics of your board represent the community you are here to serve. Not just geographical space but who the members of the disability community are?  
	ED performance review. As the ED been evaluated in the past twelve months?  By in number that is meaningful. Whether it's a five dollar donation meaningful to them or board performance. Has the board conducted an annual self‑evaluation?  Ongoing development, when you have trainings like this, how many of your board members are signing up to participate?  And lastly, success. Is there an established pipeline for future board members so those are questions to reflect on when you're looking at board health. I am going to ask our driver to this, to our slides today, to skip two slides ahead to give ya'll some contact information and so this is the time that if you would like to stay for discussion, you are welcoming and encouraged to stay. Maybe you have questions on topics or would like to revisit something or maybe you want to say, see you next week and please take our contact information so the independent living and training and technical assistance is there. I am going to ask for help. If you're stepping out for discussion, please submit your feedback through our survey today. Okay?  
	
	For those who are staying on, do we need to switch interpreters or are we ready to go?  Let's go back a slide. Here are some questions open for discussion. This is where I was planning on if it was crickets in the audience. I hope that it's not. So we can take a quick look at these and I would like to ask for us to stop screen sharing and then we can come together as a small cohort for questions and comments.