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Board Training Essentials
 

Board Training Essentials

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Fundamentals on training for boards of directors for nonprofit organizations. Presented by GoalBusters LLC for Stevenson Inc. June 2, 2010.

Fundamentals on training for boards of directors for nonprofit organizations. Presented by GoalBusters LLC for Stevenson Inc. June 2, 2010.

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    Board Training Essentials Board Training Essentials Presentation Transcript

    • Board Training Essentials Presented for Stevenson, Inc. June 2, 2010 Alice L. Ferris, ACFRE James S. Anderson GoalBusters Consulting, LLC www.goalbusters.net
    • Poll Question
      • What is your primary role today?
        • Board member
        • Top nonprofit executive-Executive Director, President, CEO, etc.
        • Nonprofit manager-Director of Development, Marketing Manager, etc.
        • Support staff
        • Other
    • Your goals
      • What questions would you like answered today?
    • Our goals for today
      • Board roles and responsibilities
      • Assessment
      • Tools for training
    • Our Philosophy about Boards
      • Board members are the organization's top leadership
      • Recruit and retain these leaders just like you would recruit your top executive: take it seriously!
    • Gallup's Employee Satisfaction Survey
      • 12 questions summarized
        • I know what is expected of me
        • I have the tools and training to do what I need to do
        • Someone recognizes and seems to care about my work
        • The mission is important to me and I can make a difference within it
        • I have had opportunities to learn and grow
    • What is expected of me: Board roles and responsibilities
    • What do boards do?
      • Selects and evaluates executive
      • Determines mission and vision
      • Sets organizational policy
      • Ensures effective organizational planning
      • Monitors programs & services
      • Promotes organization in community
      • Ensures and manages adequate resources
        • Managing what we have
        • Going and getting more
    • What should boards NOT do?
      • Micromanage staff
      • Be involved in the minutia of day-to-day operations
      • Change the mission and vision too frequently
      • Bad-mouth the organization or its decisions
      • Ignore financial responsibilities
    • What can boards do if they want to?
      • Volunteer in program services
      • Speak on behalf of the organization in public relations situations
      • Ask people for money
    • Board Recruitment: Proper training begins at the beginning!
    • Who should you recruit?
      • People first, then skills
        • Need to care about the mission/your organization
        • Need to be a good personality fit
        • Need to have time available
      • Preferred skills
        • Business savvy
        • Nonprofit volunteer experience
    • How should you recruit?
      • Take it seriously
      • Invitation: don't make it seem like a sure thing (even if it is)
      • Interview: get a board member or several involved
      • Selection: review assessment matrix and select based on match
      • Nomination: explain expectations up front
      • Acceptance: provide orientation
    • Board Assessment: Determining your training needs
    • What are we measuring?
      • Knowledge base
      • Availability or willingness to provide access to that knowledge base
      • Diversity
      • Length of tenure
      • Performance
      • General attitude/satisfaction with one's role
    • Knowledge Base
      • Financial
      • Legal
      • Nonprofit management
      • Program understanding
      • Marketing
      • Audience connection
      • Client
      • Fundraising
      • Business community
      • Leadership
      • Technical knowledge about your mission
      • Others?
    • Availability
      • Don't always go to the people who do what you need for a living and expect them to donate time
      • Assess comfort level with using their knowledge base for your organization
      • Determine how much time they realistically have available to provide their knowledge
    • Diversity
      • Beyond standard race categories
      • Age
      • Geographic distribution
      • Political persuasion
      • Faith
      • Employment background
      • More...
    • Length of Tenure
      • Importance of term limits
      • Staggering board terms
    • Performance: Self Evaluation
      • Ranking questions (scale of agreement):
        • The board has a full and common understanding of the roles and responsibilities of a board
        • Board members understand the mission and programs
        • The board has clear goals and action steps resulting from annual planning
        • The board receives regular reports on and understands finances and budgets, program performance, and other important matters
    • Performance: Self Evaluation
      • Ranking questions (scale of agreement):
        • The board is actively involved in fundraising
        • The board effectively represents the organization to the community
        • Each member of the board appears to be involved and interested in the organization's work
    • Performance: Self Evaluation
      • Yes or no questions
        • I attend meetings regularly and participate in discussions
        • I feel informed about the mission and vision and support it
        • I contribute my time to the best of my ability
        • I contribute money to the best of my ability
        • I am serving on a committee or task force
        • I encourage others to support when I can
        • I find my participation to be rewarding
        • I am satisfied with my current contributions
    • Gap Analysis
      • What gaps are because people are missing?
        • Knowledge base for professional skills
        • Availability
        • Diversity
      • What gaps are because people don't have the training or tools?
        • Knowledge base for fundraising and nonprofit board governance
        • Performance and attitude
    • Board Training: Opportunities to learn and grow
    • Adult Learning Principles Dr. BJ Bischoff, AFP Faculty Training Academy
      • Focus on “real world” problems
      • Emphasize how the learning can be applied
      • Relate the learning to the learners' goals
      • Relate the materials to the learners' past experiences
      • Allow debate and challenge of ideas
      • Listen to and respect the opinions of learners
      • Encourage learners to be resources to you and to each other
      • Treat learners like adults
    • Training format: Half Day or All Day Retreat
      • Advantages
        • Concentrated time
        • More comprehensive information
        • Opportunity for hands on practice
        • Possibly more focus from participants
      • Disadvantages
        • Hard to get people to commit
        • People who need to be there most will be the ones that don't come!
        • Distracting if people come and go
        • Brain burnout by end of day
    • Training format: Add on to Board Meeting
      • Advantages
        • They're already there
        • Focused on one topic
        • Short, concentrated information
      • Disadvantages
        • Depending on where you place it, people may leave or come late
        • May not be enough time to fully develop concept
        • Probably not as much time for exercises and activities
    • Training format: One on One
      • Advantages
        • Customization
        • Focused
      • Disadvantages
        • That's a lot of trainings
        • Consistency of message
        • People who need it most won't participate
    • Training Environment
      • Participant comfort
      • Use of handouts: all at once v. hand them out as you need them
      • Vary teaching methods
        • Lecture
        • Discussion
        • Activities
    • So what do we want to learn?
      • What the staff wants to teach
      • What the board wants to learn
    • So what do we want to learn?
      • What the staff wants to teach
        • Major gift fundraising
      • What the board wants to learn
        • Programmatic planning and implementation
        • Impact on community
        • How to read financials
        • Special event fundraising
    • Teaching about Program Operations
      • Points to cover
        • How your organization is structured
        • What you do
      • Teaching tool: can be add-on or all day
        • Staff introductions
        • Site tour
        • Immersion program: “A Day in the Life”
        • “ Mission minute”
    • Sample Immersion Program
      • Breakfast with the Executive Director
        • Sign any disclaimers if needed
      • Site tour
        • Extended stops in areas that are most “hands on” or most directly seen by the public
        • Make it “exclusive”: provide access to areas not normally open to the public if possible
      • Conclude with refreshments and debrief
    • Teaching about Financials
      • Points to cover
        • Difference between balance sheet and income statement
        • Where your revenues come from
        • Where your expenses go to
      • Teaching tool: add-on or during orientation
        • Use mock financials for balance sheet/income statement discussion
        • Use pie charts
    • Sample Financials
    • Teaching about Fundraising
      • Points to cover
        • General philanthropic information, like Giving USA stats
        • What portion of operating budget is dependent on successful fundraising
        • What tools you are using now
        • What tools you would like to use
        • What roles can they play
          • Connector
          • Expert
          • Closer
    • Teaching about Fundraising
      • Teaching tools: can be add-on or half to all day
        • Structured discussion
        • Role play
          • Scripted role play
          • Team role play
        • Game show
          • http://jeopardylabs.com/
    • Sample Half Day Training
      • Breakfast with all development personnel
      • Introductions and icebreaker
        • What's the most unique thing you ever donated to a nonprofit (or heard about being donated)
      • General information: can do this as a game show if people are more savvy
        • National trends
        • Our trends
        • Tools we're using now
    • Sample Half Day Training
      • Tools you want to use or tools you want to better implement
      • Role identification (connector, expert, closer)
      • Role play exercises
      • Debriefing and refreshments
    • Orientation
      • Important first step to establish expectation of ongoing training
      • Demonstrates commitment and seriousness
      • Points to cover
        • “ Socialization”
        • Program operations
        • Board manual
        • Expectations
        • Financials
        • Major issues
        • Board mentor
    • Orientation agenda
      • Recommend half to full day
      • Breakfast with current board (45 minutes)
      • Staff introductions and site tour
        • If half day, 30 minutes
        • If full day, 1 hour or up to half day if conducting the immersion program
    • Orientation agenda
      • Review board manual (30-60 minutes)
        • Meeting schedule
        • Board roster
        • Policies
        • Past minutes (for later review)
        • Conflict of interest policy statement for signature
        • Expectations of the board, including financial commitment form
    • Orientation agenda
      • Review financials from last board meeting (30 minutes)
        • Financial basics (pie charts)
          • Where our money comes from
          • Where it goes
        • Preferably ask the current board treasurer to present
    • Orientation agenda
      • Major issues (15 minutes to an hour)
        • Are there any pending or in progress discussions that you wouldn't want to walk into the middle of and feel uninformed?
        • Board president should facilitate this discussion
    • Orientation agenda
      • Assign a board mentor
        • Preferably someone they know
        • Have them join at lunch or assign at breakfast if half day
        • Expect follow up from board mentor within 10 days and at least one day prior to next board meeting
    • Questions
    • GoalBusters Consulting LLC Alice L. Ferris, MBA, ACFRE [email_address] James S. Anderson [email_address] www.goalbusters.net Twitter: goalbusters Facebook: facebook.com/goalbusters