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Board Governance LaPorte

VIEWS: 9 PAGES: 53

									Board Governance and Volunteers
Presented by: Kim Johnson and Judy Reilly

Trends in Boards
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From Enjoying Public Trust Recruiting based on personal relationships Informal Orientations Serving for Life Little or no involvement in fundraising Agendas that reflect past activities

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To Strict Accountability Recruiting based on skills and talents needed Formal orientations Term Limits Board Active in fundraising Addressing strategic organizational issues

Governance
The Big Picture Board is responsible for the future of the organization. Determining Mission, Strategic Planning, Financial Stability & Policy Setting

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Board of Directors

•

Legal Obligations Duty of Care – Act as an ordinary prudent
person would. (hands)

• Duty of Loyalty – Act in good faith, in the
best interests of the organization, with no conflict of interest. (heart)

• Duty of Obedience – Act to ensure the
organization follows its mission and all laws. (mind)

Ten Basic Responsibilities of Nonprofit Boards
Determine the organization's mission and purpose  Select the chief executive  Provide proper financial oversight  Ensure adequate resources  Ensure legal and ethical integrity and maintain accountability.
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Basic Responsibilities of Nonprofit Boards cont.
Ensure effective organizational planning  Recruit and orient new board members and assess board performance.  Enhance the organization's public standing  Determine, monitor, and strengthen the organization's programs and services  Support the chief executive and assess his or her performance
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Boardsmanship
Board service is not a passive activity. For members to effectively serve the organization, they must be properly equipped.

Defining Roles
Job descriptions for both Executive Director/management and the Board of Directors.  Policies that guide behavior and articulate expectations.  Executive committee.  Board evaluation.
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The Role of the Board
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To provide oversight to the running of the organization - This is done to show community good stewardship
To provide time, talent and treasure to the success of the organization

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The Role of the Board
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Mission – supporting the mission of the organization. Creating it and modifying it as necessary
Money – make sure organization has enough financial resources to achieve the mission Monitoring – make sure activities of the organization are being run well based on the sound policies set by the board

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Board Responsibilities


Mission
 Determine

mission and vision for the organization – over time  Make sure activities of the organization are helping you meet the mission  Set business policies for the organization


Examples?

Board Responsibilities


Money
 Keep

good watch on organizational financial picture

Discuss how the organization will survive and grow into the future
 Contribute

personally to the organization  Be involved in planning and implementation of fundraising activities  Raise money each year for the organization

A deeper look into your financials


Financial statements
 Clear

and easy to read  Only the most important information  Helps board anticipate staff needs, short-term cash-flow problems, patterns with financial disbursements  Snapshot of the organization  Full statements provided to Finance Committee monthly and to Board quarterly.

Board Responsibilities



Monitoring
 Hire

and Evaluate the Director  Listen for community perceptions and set them right  Share organizational achievements with others  Update planning efforts every year to keep on track

Individual Responsibilities
Show up and pay attention  Stay active in work of the board  Give financially – at whatever level you can afford (or the board level as set by policy)  Support the director and each other  Allow the staff to do their jobs  Share your excitement about the mission


External and Internal Messages
Consistency  Elevator Speech  Mission Statement
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Board/Staff Partnership


Governance (Board)
    



Staff (CEO, Exec. Director)
     

Big Picture Looking toward Future Decision-making about organizational issues Strategic Planning Financial Controls

Looks at day to day issues Keeps organization functioning Decision-making about internal staff issues Operational Planning Customer Service Reports and receives direction from board

Management


Operational Day-to-day issues like programming, managing staff and general operation of the organization are the responsibility of the Executive Director and Staff

WHO DOES WHAT???
1.

Complete the quiz based on what YOU think is the right way to do it. In groups, compare answers, and come to CONSENSUS to what the correct answer should be.

2.

“The Board/Staff Dance”
Requires  High degree of trust  Strong sense of balance  Willingness to lead AND to follow  Ability to communicate clearly – although sometimes subtly

Learning the Board Tango
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Who is responsible for fundraising? Who conducts meetings? Who controls the discussions? Who sets the board agenda? Who speaks on behalf of the organization?

    

Who invites other board members to join? Who gets interviewed by the press? Who speaks to the newspaper? Who speaks to staff? Who supervises who?

How will the board work together?
Committees  Decisions  Discussion in meetings  Setting up board evaluation/activities  Following through on concerns  Giving time, talent, treasure


Group Dynamics
Strong Leadership  Commitment from Members  Efficient Systems for Accomplishing your work  Enough Human Resources  Enough Financial Resources


Communication Between Meetings….
Email addresses of all participants?  Secured Web page for Board  System for information distribution.
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Creating Agendas
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Be clear about the expectation for each agenda item…
   



Share ideas and information only Provide information to members before taking action Generate new ideas Make a decision Make a recommendation A standard agenda format helps people know what to expect Keeping similar topics together helps meetings to flow better Set approximate time limits for each topic Provide an opportunity for group members to give input to the agenda



Decide on the order of items –
   

Consent Agendas


Consent agendas allow the board to group standard, regular and routine items under one heading and pass that “package” with one vote.
  

Minutes from last meeting Committee and chief executive reports, Items that have been deliberated previously and need the final seal of approval by the board

 

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Information is distributed prior to the meeting to allow for board to review “package”. Any Board member can have an item removed from the consent agenda to allow for discussion. Keeps focus on strategy rather than operations.

Recruiting Good Board Members: Doing Your Homework
Type of Skills and/or talent needed  Written job descriptions  Where to look for those board members


Board Profile


Important to know the diversity you currently have…
 Age/Gender/Race/Ethnicity/Disability  Economic/Geographic/Workplace  Community

Connections  Expertise/Professions

Critical First Questions
1.

2.

3. 4.

What work will board members do & not do? What kind of skills/talents do you want and need? What are your expectations? What resources will be needed?

Sample Job Description
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Title: Board Member Report to: Chairman of the Board of Directors Duties: Attend and be involved with meetings and decisions affecting the center. Serve on at least one committee; help share information about center; participate in fundraising activities; ensure that the organization is moving in the right direction Meeting requirements: 1 meeting per month usually 2 hours. Other committee time as required by task. Skills required: Planning; Supervision; Communication; Networking; Financial Proficiency

What kind of Volunteer Board Members do you want?





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What qualifications do they need? When do they need to be available? Do they need certain characteristics or personalities? Do they need to hold certain values or beliefs?

Goals of Your Recruitment Strategy


You must address people’s resistance to volunteering with your organization You must balance the needs of the organization, your clients, & the volunteers





Identify and address people’s resistance to volunteering with your organization

Barriers that are personal to potential volunteers Barriers that are organizational





Develop a strategy to deal with both

Recruitment Mistakes
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Bait & switch “There’s nothing to it…” “We’re desperate, just find someone…” Cast you nets & see who swims in “You’re a CPA! We could use one of you.” “We have lots of needs…HELP!” “I’m tired of doing it…Anyone else want to do it?” “We doing really good work. People should want to help us.” RECRUITING SOMEONE WHO IS NOT A GOOD FIT FOR THE ORGANIZATION!

Mapping Community Connections
Yours  The Organizations  Six Degrees of Separation – looking for the connections


Board Recruitment
Tips for Identifying Potential Board Members  Questions to Ask Potential Board Members  Information to Collect from Current and Potential Board Members  Board Matrix
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Your Marketing Plan
A good marketing plan will be based on all of the analysis you have done to this point. If you have done your analysis you know:

Why – What – When – Where – How - Who

Why?
A statement of need  A general statement why it is important to your clients, your organization, the community  A general statement of the benefits to the potential volunteer
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What – When Where
Give specific example of the task available to potential volunteers  Tell potential volunteers when they are needed

 When

do they need to be available?

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Tell potential volunteers where they can or must do the volunteer task

How
Tell potential volunteers the skills, knowledge, abilities, characteristics, etc., you are looking for  Provide a general idea of the kind of training and support they will receive


Who
Successful and efficient volunteer recruitment is focused. If you know who you need to do a task – their skills, characteristics, availability, expectations, needs – then you have a better idea of where to find the people you need.

Three Important Marketing Goals
1. 2.

3.

Tell people how they will be able to “make a difference” Address people’s resistance to volunteering Make them want to learn more about your organization and you volunteer opportunities

Screening Tools
Application  Interview  References  Background Checks


The Interview
The marketing plan is an “invitation” to potential volunteers to find out more about your organization and its volunteer opportunities. The volunteer interview is the critical next step in recruiting volunteers.

More on the Interview
A good volunteer interview is designed to serve the interests of the organization and of the potential volunteer. The goal of the interview is to get the right volunteer for the right role and responsibilities.

A Good Interview Tells The Organization…
The relevant skills, knowledge, abilities, and characteristics of the potential volunteer  What the volunteer wants to do and what they don’t want to do  The volunteer’s needs and expectations  The volunteer’s concerns  The volunteer’s level of commitment
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A Good Interview Tells The Volunteer…
  

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 

The volunteer positions available that match the volunteer’s skills, abilities, commitment, and interests. The expectations of the organization for the volunteer performing a given task The training and support the volunteer will be given The benefits the volunteer will receive How the position serves the organization’s mission and its clients Precisely what the volunteer will be doing and how

References
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References
 Type

Employer  Personal  Family


 Checking

Telephone  Written
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Background Checks


Matching Job Responsibilities to Background Check
 References  Driving

Record  Health Screening  Criminal Background  Sex Offender Registry  Credit Check

Board Recruitment
Many committee members have skills desired by boards.  Understanding type of Board and skills inventory will assist with recruitment of new members.  Ensure a good fit.


Orientation
Should be formal Should spell out expectations Should provide history of organization Should describe mission, vision, programs and long-term goals

Engaging and Developing Board Members
Committees  Self-Assessments  Meeting Management  Term Limits
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