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2010 Department of Community Resource Development Symposium-4
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2010 Department of Community Resource Development Symposium-4

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  • What we want to do today
    Share with you why and how we developed the program
    What we actually did
    Some of our sources / source materials
    Share our evaluation results, some of the outcomes
    This is NOT a train the trainer type session
    We DO think this is replicable
    BUT we want to know if you think it would be worth doing some in-service capacity building within our own ranks for CRD educators in their Counties.
  • Why did we do this?
    Rob
    Inherited programming from Greg Lamm
    Strategic Planning – Bryson model
    Board members were not assuming proper roles
    Lightly addressed topics of board development but not fully
    Wanted to do more to support nonprofits
    Bringing in special speakers to address needs was too expensive
    Wanted to figure out how we do it ourselves – better support nonprofits
    Claire
    Did a survey/needs assessment of nonprofits that showed desire to learn in several areas (volunteer management, fundraising, marketing)
    Did a series of workshops on these topics
    Lead to engagement in facilitating various organizational planning efforts
    Nearly every planning effort called for a need for more board development – board members were not assuming their roles.
    Rob and I decided to do a workshop series to address these needs.’
  • Determined the format, length and logistics
    Short quick-hit lunch time sessions (based on first workshop series)
    Most nonprofit board members can take a long lunch, but it is difficult to take a half or full day.
    Separated by a few weeks to a month and a half
    Decided to do it at the FMK- catering, nice inviting space, cost effective
    Did some research and found the BoardSource materials
    Did supplement from many other sources
    LIST OF KEY RESOURCES AND DOCUMENTS
    Chose topics based on the greatest needs for the groups we have worked with over the years in identifying strengths, weaknesses, goals and etc.
    Got a grant from Dominion for $1500 to help purchase materials.
    Marketed the program – developed a flyer
    Hard copy mailing (Kewaunee) and Email mailing (Door and Kewaunee)
  • Briefly introduce five topics
  • These were the Learning Objectives of the individual session.
    Topics covered include:
    Transparency, accountability, liability - Legal troubles and problems if they do not fulfill their responsibilities
    Examples of recent headlines about nonprofit cases (embezzlement, harassment, inappropriate gifts to political campaigns, etc)
    Ten Basic responsibilities – (i.e. determine mission & purposes, selecting an supporting the chief executive, ensure good planning, fiduciary responsibilities, board development, etc.)
    Individual responsibilities – (i.e. come prepared, ask questions, avoid conflicts of interest, etc).
    We used TruePoint to ask questions and determine their knowledge of the topic prior to discussing the topic. Many people were surprised at what they got wrong.
  • Understand the importance of planning and budgeting for their nonprofit
    Understand basic financial statements of nonprofits (Statement of Financial Position, Statement of Activities, Statement of Cash Flow)
    Basic understanding of Federal requirements: IRS 990 reporting thresholds and updates on Sarbanes-Oxley
    Interactive Teaching – on-line polling system True Point
  • Transcript

    • 1. CLAIRE THOMPSON ROBERT BURKE OCTOBER 20, 2010 UWEX CRD Symposium Presentation NONPROFIT ORGANIZATION & BOARD DEVELOPMENT: BUILDING ON BRYSON
    • 2. Agenda  Why did we develop this program?  What did we do?  What were the results?  Our reflections  Question & Answer
    • 3. Why did we develop this program?
    • 4. What did we do?  Format, length, logistics  Chose topics  Conducted research and source materials  Received grant  Marketed program
    • 5. Essentials for Nonprofit Leaders Financial Responsibilities of the Board Managing Effective, Efficient & Enjoyable Board Meetings Succession Planning Leading in a Changing Environment What did we do? The Curriculum
    • 6. Get on Board! Essentials for Nonprofit Leaders  Understand the operating context of nonprofits today  Understand the ten basic responsibilities of nonprofit boards  Understand their responsibilities as an individual board member  Live Polling via Turning Point
    • 7. Financial Responsibilities of the Board  Participants will have a greater awareness of their fiduciary responsibilities  Understand the importance of planning and budgeting for their nonprofit  Understand basic financial statements of nonprofits  Basic understanding of Federal requirements  Interactive Teaching Turning Point
    • 8. Managing Effective, Efficient & Enjoyable Board Meetings  Understand key steps in planning their meetings  Improve understanding and ability to contribute to making a meeting successful and effective  Improve understanding and practice of facilitation and decision making techniques  Board Role Play
    • 9. Succession Planning through Leadership Activities  Understand differences in succession planning for paid staff, board leadership, and founder transitions  Take tools and examples back to their organizations and utilize  Scenario Discussions – Small Group  Participants will learn how the elements of effective boards presented in previous sessions tie together for the long term health and vitality of the organization
    • 10. Leading in a Changing Environment  Participants will increase their awareness of major trends affecting the nonprofit sector  Demographic Shifts  Technological Advances  Networks Abound  Civic Engagement  Sector Bending  Understand major trends and evaluate implications to their own organizations  Think-Tank Approach, Discussion
    • 11. What were the results?  Workshop attendees will report an increase in knowledge in the organizational development issues associated with the workshop, as measured by end-of-workshop surveys.  Participants attending multiple workshops will receive a follow-up survey asking if their board of directors is operating more effectively as a result of attending the workshops.
    • 12. What were the results? (con’t)  75% response rate (67 out of 85 participants)  84% (56 out of 67) of respondents indicated an increase in knowledge or understanding of the subject matter at hand, as measured by:  End-of-session questionnaire  Retrospective pre-test question  Average increase of 1.28 points on a 5 point scale  Lowest increase (1.0 point) in Financial Responsibilities  Highest increase (1.77 points) for Leading in a Changing Environment
    • 13. What were the results? (con’t)  Follow-up interviews (to date) indicate some level of organizational change  New policies and/or practices  Individuals benefitted, but weren’t comfortable transferring that knowledge  Five “encore” engagements of more in-depth education and/or planning with groups  They see a real need to “professionalize”  They have a commitment to change/develop
    • 14. A special thank you to the Dominion Foundation for their financial support. Thank You!