High-Trust, High-Impact Boards: Governance Moves for the Next 12 Months
Friday, January 16, 2026
Hybrid Association C-Level Roundtable
Hosted by the Obesity Medicine Association
In person at OMA's offices at The Village Workspace, 7173 S Havana St #600, Centennial, CO 80112.
Or, via Zoom (link will be sent after registration is completed.)

Join Teresa Fraker, Executive Director of the Obesity Medicine Association and Tyrone Adams, President and CEO of the Colorado Realtors Association for a C-suite conversation on the governance choices that matter most right now.  This includes a conversation about roles and decision rights, meeting effectiveness, board culture, and the CEO/ED–board partnership. Strong governance isn’t “nice to have” for associations; it’s the operating system that protects mission, finances, reputation, and momentum, especially when volunteer boards are dynamic by design. As board members rotate, priorities shift, and new voices join the table, governance is what keeps continuity, clarity, and accountability in place so the organization can move faster (not slower) with confidence.

You’ll leave with practical, real-world moves you can implement over the next 12 months to reduce friction, strengthen trust, and elevate board performance—regardless of association size or structure.

Co-Facilitators

Teresa Fraker, FACHE, RN, CPHQ, CBN, CAE
Executive Director
Obesity Medicine Association

Teresa Fraker is the Executive Director of the Obesity Medicine Association. Previously, she was the Program Administrator for the Metabolic and Bariatric Surgery Accreditation and Quality Improvement Program (MBSAQIP) at the American College of Surgeons (ACS) in Chicago, IL.

Teresa has held certifications in both oncology as well as bariatric nursing and she has worked in multiple clinical and healthcare administrative areas over the last 35+ years of her career in the areas of women’s health, breast cancer, perinatal services and bariatric surgery. Prior to her role at ACS, she worked as a hospital administrator with oversight of multiple hospital-based outpatient clinical departments.

Professionally, Teresa is extensively involved with the American Society for Metabolic and Bariatric Surgery (ASMBS) and the American College of Healthcare Executives (ACHE). In addition, she actively participates in the Baldridge Program as a Senior Examiner, having served three different states in this capacity.

Tyrone Adams, CAE, RCE, DELP  
President/CEO
Colorado Association of Realtors

Tyrone has worked at CAR in various positions for more than twenty-eight years. Tyrone’s reputation has earned him several honors and awards, and he serves on numerous boards and committees throughout the country, including as the past President of the Board for CSAE, and recipient of the 2013 CSAE Lifetime Achievement Award.

Some of his areas of responsibility at CAR include Board Outreach, Business Development, Exhibitors/ Sponsorships, Leadership and Board of Director relations, Staff Relations, and the general operations of CAR.

Who Should Attend
Designed for association decision-makers who influence governance, strategy, and organizational performance, including:
Executive Directors, CEOs, Presidents
COOs/Deputy/Chief of Staff leaders
CFOs and senior finance/operations leaders
Chief Membership/Engagement and Chief Programs/Education executives
Chief HR/People & Culture leaders
Senior VPs/Directors who support board operations, governance, or strategy

Learning Objectives (Aligned to ASAE CAE Domains & Subdomains)
Participants will be able to:

• Clarify roles, authority, and decision rights to reduce ambiguity and increase speed and accountability between the board, committees, and chief staff executive. (Domain 1: Governance — Board/Staff Roles & Responsibilities; Policies & Decision-Making)
• Design meeting and agenda practices that improve outcomes—including strategic focus, consent agendas, dashboards, and committee alignment—so board time is high-value and future-facing. (Domain 1: Governance — Board Operations & Meetings; Committee Structure/Charters)
• Strengthen the board–CEO/ED partnership through communication rhythms, expectations, and “how we work together” agreements that build trust across transitions. (Domain 1: Governance — Leadership & Board Development; CEO/ED Evaluation & Support)
• Apply governance as a risk and reputation safeguard by elevating oversight habits (fiduciary duty, conflict of interest, confidentiality, crisis readiness) that protect the organization and its stakeholders. (Domain 1: Governance — Fiduciary/Legal Oversight; Ethics & Risk Governance)
• Link governance to strategy and performance by aligning board work to strategic priorities, metrics, and results—so governance drives momentum, not bureaucracy. (Domain 4: Strategic Planning — Strategy Implementation & Measurement; Organizational Alignment)

Build continuity despite board turnover using onboarding, board development, and culture practices that preserve institutional knowledge while welcoming new perspectives.

Register Today!