Rethink Your

Volunteer

Approach

March 6 11 – 11:45 a.m.

Learning Format: Learn

Audience Level: Applied

The NIGP 2.0 Case Study

Implementing a Governance Model

to Address the Dynamic Global Marketplace

Background on NIGP

VISION: A world in which public procurement practitioners are highly regarded members of a respected professional order.

MISSION: Develop, support and promote the public procurement profession.

4

Background on NIGP

Founded in 1944

3,100 public agency members; 14,800 public procurement practitioners receiving member benefits

73 chapter affiliates

Largest professional association exclusively for public procurement

Why the Change?Five Radical Changes for Associations

to Remain Relevant

1. Overhaul the Governance Model and Committee Operations (and get the right people focused on the right things)

2. Empower and leverage staff expertise3. Define the Member Market4. Focus On Services With Maximum Effect5. Support Technology Framework

NIGP Testimonial: Don Buffum

Why the Change in Governance?

1. Limited Opportunity to Contribute as Volunteers

2. Leadership Selected by Popularity Rather than Talent

3. Limited Voter Turnout by Members

4. Focus of Governance Placement v. Member Engagement

5. Board Roles Mixed: Strategy and Operations

6. Stakeholder Perspective Non-Existent

What: Intended Outcomes

1. Right leaders in the right positions

2. Strategic focus on driving the profession and Institute

3. Member empowerment, influence, engagement

4. Thought leadership and diversity of perspectives

5. Leadership development and succession planning

What: Implementation Strategy

Structure the governance model based on specific roles

Develop a holistic, centralized approach to volunteerism

Consider volunteerism as a critical tool for engagement, member loyalty, and resource allocation

Lead with the volunteer; not the vacancy

Align opportunities with skills, talents, passions, purpose

Recruit volunteers with a diversity of perspectives

Engage external stakeholders as thought leaders

NIGP Testimonial: Gregory Spearman

How: Board Roles via Bylaws

Total

Elements

Number

Retained

Number

Shared

Setting Direction 9 7 2

Ensuring Resources 24 10 14

Providing Program

Oversight

21 1 20

Determining

Governance Structure

13 7 6

Totals 67 25 42

How: Shared Governance

• Programs

• Chapter Affiliates

• Ethics & Professional Conduct (Norms)

• Positions

• Budget and Fees

• Financial Controls

• Investments

• Risk Assessment/ROI

• Recruitment

• Assessment

• Vision, Mission, Strategy

• Goals, Results, Policy

• CEO Selection

• Budget Philosophy

• Appointments

• Joint Ventures

• Audit

Board Talent

MemberFinance

How: Shared Governance Composition

• All Practitioners

• At least two Young Professionals < 40

• Elected by Membership

• 8 Practitioners

• 3 Thought Leaders

• Treasurer is Chair

• Appointed by Board

• 6 Practitioners

• 3 Thought Leaders

• 2 Former Board

• Appointed by Board

• 5 Practitioners

• 3 Thought Leaders

• 3 Council Chairs

• Self-Appointed

Board (9)

Talent (11)

Member (11)

Finance (11)

How: Talent Council Roles as the HR Arm

Board

Talent

MemberFinance

Recruitment Team

• Eligibility criteria

• Personal encouragement (the ‘ask’)

• Universal intake

• Initial pipeline assessment of talents and passions

• Placement or slate based on alignment

• Bench strength and succession planning

Assessment Team

• Onboarding evaluation

• Leadership development program

• Ongoing training & mentoring

• Annual performance assessment, feedback &

accountability

NIGP Testimonial: Carrie Woodell

Reflections and Application

Governance: (problem or optimization)

Organizational Culture: (earned status/entitlement or inclusion)

Engagement: (leading with the vacancy or leading with a meaningful experience for the volunteer)

Resources: (staff capacity or volunteers augmenting the work of staff)

Mission and Strategy: (inward perspective or seeking expertise from external stakeholders)

Compelling Questions

• What caught your attention about our discussion today?

• Where are you most excited or intrigued?

• Where are you feeling uneasy or uncomfortable?

• What breakthroughs or new insights did you have?

• Considering your own organization, what is the importance

or significance of today’s discussion?

• What have you learned from this session?

• What are your practical next steps?

• When and where will you take these next steps?

• What are the implications for your members?

Attendees, thank you!

Rick Grimm

CPPO, CPPB, FCIPS

Chief Executive

NIGP

@RickGrimm

Peggy Hoffman

CAE

President

Mariner Management

@PeggyHoffman

Aaron Wolowiec

MSA, CAE, CMP, CTA

President

Event Garde

@AaronWolowiec