Board Development: Working from within

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A case study on board development for a healthcare foundation

A case study on board development for a healthcare foundation

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  • 1. Working from Within: Your Board of Directors A Case Study of the ECHN Community Healthcare Foundation Sondra Lintelmann-Dellaripa Philanthropy Performance Management, Inc. [email_address] 860-575-5132
  • 2. Board Development Case Study
    • Outline history of ECHN Community Healthcare Foundation Board of Trustees
    • Share detail on Audit/Assessment and outcomes
    • Tactical steps in delivering audit results and engaging board in next steps
    • Universal truths in successful Board Development
  • 3. ECHN Structure
    • ECHN is a network healthcare system comprised of two hospitals, a long
    • term care and short term rehab facility, a women's wellness center, a free
    • standing cancer services center, and numerous MOB delivering radiology,
    • primary and specialty care.
    • The ECHN Community Healthcare Foundation is a separate 501c3 from
    • the ECHN system.
    ECHN, Inc. Manchester Memorial Hospital Rockville General Hospital ECHN Eldercare Services, Inc. d/b/a Woodlake at Tolland ECHN Wellness Services. Inc. d/b/a Women’s Center for Wellness ECHN Health Services, Inc. ECHN Enterprises, Inc. ECHN Community Healthcare Foundation, Inc.
  • 4. The ECHN Community Healthcare Foundation
    • The Foundation was formed to remove liability from the corporate organization
    • and to coordinate the planning of philanthropy, while ensuring the donor’s
    • funds are used toward the programs or facilities of the donor’s choice.
    • Consolidated In August of 2000, after the merger of Manchester Memorial
    • Hospital and Rockville General Hospital
    • Today, the Foundation’s responsibilities include:
      • annual giving
      • major gifts
      • planned giving
      • grants
      • events
      • on occasion capital campaigns.
    • The Foundation is also responsible for coordinating the fundraising efforts
    • among the affiliates and within specific departments in order to prevent duplicate
    • solicitations and to manage the cultivation, solicitation and stewardship of all
    • donors.
  • 5. ECHN Foundation Board History
    • Manchester Memorial Hospital’s Development Fund was a separate 501(c) 3 entity from the hospital. Its Board was responsible for overseeing the raising of funds to support the capital and programmatic and service needs of Manchester Memorial Hospital.
    • At Rockville General Hospital, the Development and Public Relations Committee of the Board served as the fundraising and community relations arm for Rockville General Hospital, Woodlake at Tolland and the Women’s Center for Wellness.
    • After merger, Board development:
      • Unclear vision
      • Lacked role/responsibility definition
      • Factions focused on mutually exclusive goals
      • Micromanaging
      • Lacked new perspectives
  • 6. ECHN Foundation Audit In 2005 an Audit and Assessment was performed by Donovan, Slone and Guthrie. Highlight findings, specific to Board: “ The Foundation Board and committee members are dedicated to ECHN, but Board members and committee members primarily view their role as oversight of Foundation staff and not as active solicitors on behalf of the Foundation.” “ The Foundation Board is inconsistent in solicitation, improperly structured, confused in regards to role in philanthropy, and overlaps with the Operating Board. Board members are inconsistently involved outside of formal board meetings and the Planned Giving Committee. Foundation Board membership is not viewed as prestigious as the Operating Board.” “ There is minimal cross-over of Foundation Board on operating board nominating and finance and investment committees; there is little communication about philanthropy at ECHN Board meetings.”
  • 7. ECHN Foundation Audit Recommendations
    • Recommendations from the Audit/Assessment:
    • Require more accountability of Board members (some trustees indicate they do not feel accountable for goal achievement and others state they are willing to solicit, yet not all calls being made; staff and volunteer leadership needs to be precise in stating expectations).
    • Implement Board self-evaluation process based on clearly articulated roles and responsibilities with annual review and follow up with each Board member by the Vice President of Development.
    • Review Section 3.3 Election and Term, in Foundation bylaws , to reflect current years or be changed to be more generic with regard to the three groups of Trustees.
    • Review the identification and nomination process to broaden the scope of potential Trustee candidates.
  • 8. Philanthropy Summit 2006
    • May 10, 2006, 5:30 p.m. – 9:00 p.m.
    • AGENDA
    • Dinner………………………………………………………………………………………5:30 - 6:00 p.m.
    • Reception and Welcome …………………………………………………………………6:00 - 6:30 p.m.
    • Welcome (H. Fitts, ECHNCHF)
      • Importance of Philanthropy to ECHN ( P. Karl, ECHN)
      • Intro to the Planning Process (S. Dellaripa, ECHNCHF)
    • Overview/Report on Findings (David R. Slone, FAHP, Donovan Slone & Guthrie) 6:30 – 7:15 p.m.
      • Strategic Philanthropy
      • Program Findings
      • Philanthropy Strategic Platform
    • Breakout Groups (All)……………………………………………………………………..7:15 – 8:00 p.m.
      • Mission, Vision, Values
      • Strategic Imperatives
      • Facilitators/Inhibitors to Plan Achievement
    • Report Out/Discussion (All)……………………………………………………………….8:15 - 8:45 p.m.
    • Summary, Next Steps and Closing Remarks (Slone/Dellaripa)………………………8:45 – 9:00 p.m.
  • 9. Summit follow up
      • Agreement on summit outcomes document by Trustee group at post
      • Summit meeting
      • Development of Board
      • Assessment Task Force *
      • Development of Board
      • subcommittees
        • Annual Fund
        • Corporate Relations
        • Planned Giving
        • Major Gifts
        • Physician Leadership
      • Partnership with Board Chairman, bi monthly
      • Personal one on ones
      • Education/Training
        • Formal Sessions
        • Informal
          • VP Reports
          • Between Boards
          • Articles
      • Highlight Board Member role fulfillment at meetings
  • 10. Board Assessment Task Force
    • Mission of the Board Assessment Task Force
      • To create and steward a process to develop an effective board that is conscious of its own role and responsibilities, motivated by mission of the organization, willing and able to actively participate in board leadership, and qualified to guide the organization toward progress.
    • Charge-
      • Ensure effective board processes, structures and roles, including board evaluation and retreat planning. Identifies needed board member skills, suggests potential members to the Foundation Board for placement into the ECHN Trustees Governance Committee nomination process and orients new members.
    • Board Assessment Objectives-
      • Analyze current board strengths against this matrix and identify gaps of opportunities for growth.
      • Design a cultivation plan for identifying new board member prospects for nomination to the governance committee.
      • Develop an orientation process for new board members and ongoing training requirements for sitting board members.
      • Write a set of board development policies, for recommendation to the Foundation board for adoption.
      • Develop a board evaluation model for Foundation board use in self evaluation.
  • 11. BATF Syllabus
    • September 7
    • Introduction
    • Review Task Force Mission and Charge
    • Review of syllabus of Task Force for next 6 meetings
    • Matrix review
    • Assess matrix outcomes against mission of Foundation
    • Determine key qualifications needed to fill gaps in current Board makeup
    • September 21
    • Review and revise recommended Board Member Job Descriptions
    • Review Best Practices in Board Member recruitment
    • Define Recruitment process
    • October 5
    • Board Orientation Program
    • Outline Orientation Components
    • Define Orientation Process
    • Define ongoing training requirements
    • October 19
    • Review Board Orientation Program components/Timeline
    • Standard materials and Key contacts
    • Review best practices in mentor programs
    • Define mentor program for ECHN Foundation Board
    • November 2
    • Review and revise recommended Board Development Policy for adoption
    • November 16
    • Review best practices in Board Evaluation Models
    • Compose ECHN Foundation Board Evaluation Program
    • November 30
    • Final review of items to be presented
    • Gap Analysis and Recruitment Plan
    • Job Descriptions
    • Orientation and Ongoing Training Program
    • Board Development Policy
    • Evaluation Model
  • 12. Universal truths
    • We cannot change people.
    • People have to want to change themselves.
    • Three things need to be present:
      • A clear vision of the current and future state, with benefits
      • The change has to be more personally beneficial
      • than their current state of being
      • They have to feel secure and supported, confident in your ability to
    • assist
    • Bring Board into the process, do not alienate, dictate or preach
    • Identify needs
    • Extract their vision
    • Stay close and keep communication open and frequent
    • Process is most important – building relationship. Product will follow.
  • 13. Summary
    • Establish a benchmark/baseline through an independent Audit/Assessment
    • Allow/expect Board leadership role in process
    • Partner with Board Chair for close team effort
    • Establish agreed upon role/responsibility documents
    • Provide for meaningful participation of Board members in NPO mission
    • Share/Communicate frequently