ABCs of Building Better Boards
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ABCs of Building Better Boards

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Discover how to make your Board of Directors a dynamic, supportive group of volunteers. This webinar cover the basics of the book The ABCs of Building Better Boards. It will motivate and inspire ...

Discover how to make your Board of Directors a dynamic, supportive group of volunteers. This webinar cover the basics of the book The ABCs of Building Better Boards. It will motivate and inspire volunteers and staff to raise the bar for performance for the Board of Directors.

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    ABCs of Building Better Boards ABCs of Building Better Boards Presentation Transcript

    • Best Practices of Best Boards Governance Responsibilities Presented by Jean Block Jean Block Consulting, Inc. 2009 . Jean Block Consulting, Inc. 1
    • Governance Overview  The Board is ultimately responsible for setting the organization’s strategic direction.  The Board is ultimately responsible for effective and efficient governance of the organization.  The Board is ultimately responsible for ensuring the organization operates to serve its mission and purpose.  The Board supports the organization by making an annual financial contribution and actively engages in fundraising. 2009 . Jean Block Consulting, Inc. 2
    • Legal & Fiduciary Responsibilities  Duty of Care: Board members should act in good faith with the care that an ordinarily prudent person would exercise under similar circumstances. (The Board speaks with one voice and respects the wishes of the majority/The Board is educated and prepared).  Duty of Loyalty: Board members must put the interests of the organization first, above personal or professional interests (conflict of interest issues).  Duty of Honesty: Board members must act in accordance with the organization’s stated mission and applicable laws. (Also bylaws issues). 2009 . Jean Block Consulting, Inc. 3
    • Sarbanes-Oxley Implications  Adopted in 2002 for publicly-held corporations.  Some factors apply to all corporations:  Whistle-Blower Policy  Document Destruction and Retention Policy  10/03 White Paper by Board Source and Independent Sector.  Many recommendations adopted in newly revised IRS Form 990. 2009 . Jean Block Consulting, Inc. 4
    • New IRS Form 990  Phased in:  $1 Million and above for 2008 fiscal year  $500K for 2009 fiscal year  $200K for 2010 fiscal year  Less than 200K - 990EZ  Less than $25K – 990N 2009 . Jean Block Consulting, Inc. 5
    • 990 Governance Oversight  Huge implications for nonprofit governance.  Perceptions and Implications of Disclosures.  Conflict of Interest – Relationships  The Board should review and discuss in detail.  Board Listed. 2009 . Jean Block Consulting, Inc. 6
    • Be Prepared!  www.BoardSource.org:  http://www.boardsource.org/dl.asp?document_id=558  www.IRS.gov:  http://www.irs.gov/charities/article/0,,id=185561,00.html  www.guidestar.org 2009 . Jean Block Consulting, Inc. 7
    • Best Practices of Best Boards Board Performance Evaluation 2009 . Jean Block Consulting, Inc. 8
    • Annual Self-Evaluation  Assess individual member performance.  Assess full Board performance.  Assess Governance performance.  Assess Fiscal Management.  Assess HR Management.  Assess Board Administrative Management.  Use as Tool for Strategic Planning.  Tool: Exploration – Management by Assessment. Visit www.socialenterpriseventures.com 2009 . Jean Block Consulting, Inc. 9
    • Best Practices of Best Boards Management Tools The ABCs 2009 . Jean Block Consulting, Inc. 10
    • A. Start at the Beginning  Question: What makes the wheels come off the Board Bus?  Answer: Almost always - lack of clarity, honesty and consistency in recruitment. 2009 . Jean Block Consulting, Inc. 11
    • A. Get the Right People on Board  Ensure a Consistent Message About Expectations, Roles and Responsibilities  Recruitment Packet:  Time requirements in detail.  Talent – serve on Board committees.  Treasure – make annual contribution.  Roster, annual report, financials, etc. 2009 . Jean Block Consulting, Inc. 12
    • A. Get the Right People on Board  Develop a Strong Nominating Committee…Business as usual, or:  Standing committee of the Board.  Chaired by president-elect, past president, or seasoned member.  ED serves as advisory member.  Include at-large members. 2009 . Jean Block Consulting, Inc. 13
    • Nominating Committee Tools  Matrix  What skills are needed?  When are they needed?  Who? Brainstorming.  Relationship to organization?  Plan to recruit. 2009 . Jean Block Consulting, Inc. 14
    • Nominating Committee Tools Job Description  Title, Reports to, Role, Term.  Time Expectations: attend all board meetings, participate actively in a committee, attend retreats, special events, etc.  Obligations: Support the mission, make annual contribution, monitor financial performance, develop strategic direction, ensure regulatory requirements are met, advocate for the organization, abide by the duties of care, loyalty and honesty, etc.  Be Specific!  Download a sample at www.jblockinc.com 2009 . Jean Block Consulting, Inc. 15
    • B. Managing the Best Board  Orientation Required for New Board Members  Governance and fiduciary duties.  Budget and financials (Form 990).  Strategic plan.  Mission, vision and core values.  Policies and procedures.  Conflict of interest.  Connection! 2009 . Jean Block Consulting, Inc. 16
    • B. Managing the Best Board  Annual Planning Retreat  Review mission, vision, core values.  Assess current plan.  Long term vision = 12 month plan of work.  Focus forward, build consensus.  Develop action plans with accountability and time lines for achievement.  Team building and fun! 2009 . Jean Block Consulting, Inc. 17
    • B. Managing the Best Board  Keep the Annual Plan Alive  Written reports at every meeting.  Progress within goals.  Issues requiring Board action or discussion with documentation. 2009 . Jean Block Consulting, Inc. 18
    • B. Managing the Best Board  Establish Effective Committees  What is required to achieve the annual plan of work?  Action plans shared with full Board.  Assess progress at every meeting.  Sunsets. 2009 . Jean Block Consulting, Inc. 19
    • B. Managing the Best Board  Keep the Right People on the Board  Term Limits.  Average is 3 yrs, renewable once.  Retire to Advisory or Emeritus Status. 2009 . Jean Block Consulting, Inc. 20
    • B. Managing the Best Board  Board Commitment Letter  Restate job description.  Sign annually.  Make financial commitment.  Escape clause: I agree that if, at any time, I am unable to fulfill the commitments as a member of the board of directors, I will give notice of my resignation to the president of the board.  Download a sample at www.jblockinc.com 2009 . Jean Block Consulting, Inc. 21
    • B. Managing the Best Board  Hold Effective Meetings  Send agenda, minutes, financials, reports prior to meeting.  Delegate committee work to committees.  Use Robert’s Rules.  Stick to the agenda.  Begin and end on time! 2009 . Jean Block Consulting, Inc. 22
    • B. Managing the Best Board  Deal with Unproductive Board Members  You get what you accept and what you reward!  Term limits.  Commitment letters.  Keep performance expectations high. 2009 . Jean Block Consulting, Inc. 23
    • C. Recognize, Reward and Thank  Timely and Meaningful!  One size does not fit all.  Tangible.  Intangible.  Include their supporters and stakeholders. 2009 . Jean Block Consulting, Inc. 24
    • Resources  The ABCs of Building Better Boards©  Order at www.jblockinc.com 2009 . Jean Block Consulting, Inc. 25
    • More Resources  www.boardsource.org  www.independentsector.org  www.guidestar.org 2009 . Jean Block Consulting, Inc. 26
    • Thank You!  Thank you for attending this webinar!  Contact me:  www.jblockinc.com  505.899.1520 2009 . Jean Block Consulting, Inc. 27