Building Your Best Board - Part 1


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Slides from the Oct 2, 2013, webinar "Building Your Best Board," presented by the Ohio Environmental Council, River Network, and the Institute for Conservation Leadership.

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Building Your Best Board - Part 1

  1. 1. Building Your Best BoardBuilding Your Best Board A 2‐part webinar series: October 2 & 9, 2013 Thank you for joining us We will begin in few minutesThank you for joining us. We will begin in few minutes.  Please check your speakers/phone connection.                   If you experience any problems please let us know byIf you experience any problems, please let us know by  typing in the chat box. Follow the OEC on Twitter: @OhioEnviro.Follow the OEC on Twitter: @OhioEnviro.                           The hashtag for this webinar is #OECwebinar
  2. 2. Building Your Best Board Part I: Board Roles & Best Practices for  Board Development Kristy Meyer Ohio Environmental Council Francisco Ollervides & Diana Toledo  River Network Peter Lane & Nancy Oswald Institute for Conservation Leadership
  3. 3. Ohio Environmental Council The OEC is the Ohio’s most comprehensive, effective and respected  environmental advocate for a healthier more sustainable Ohioenvironmental advocate for a healthier, more sustainable Ohio.  Our experts work daily to restore, protect, and strengthen the  quality of life for families and communities—from the air wequality of life for families and communities from the air we  breathe and the water we drink to the food we eat and natural  resources we enjoy. Please join us! OEC members:  Receive great benefits B f h i ki d Become part of the community working to restore, protect, and  strengthen the quality of life for families and communities in  Ohio. Join us today at
  4. 4. Polls 4
  5. 5. Goals of Webinar series By the end of this Series you will be able to:  Reflect on the roles and responsibilities of a nonprofit Board  and assess areas where your own Board can be strengthenedand assess areas where your own Board can be strengthened  Identify steps you can take to strengthen your organization’s  Board recruitment and orientation practices  Identify the benefits of a board governance plan and know 5  things every plan should include  C id t t b d i b ildi l Consider steps to engage your board in building a plan  Create accountability mechanisms to ensure progress 5
  6. 6. It comes down to leadership… “Development of the Board of  Di t i th t f d t lDirectors is the most fundamental  activity needed to build and maintain  a strong nucleus for a nonprofit  organization.”  Marc Smiley, Solid Ground O i i l D l G 6 Organizational Development Guru
  7. 7. Evolution of a Nonprofit Board the Organizing Board the Governing Board the Institutional Boardthe Institutional Board From: Karl Mathiasen (1990) Board passages: 7 From: Karl Mathiasen (1990) Board passages:  Three key stages in a Non Profit Board’s Life Cycle
  8. 8. The Big Picture Board roles: • LeadershipLeadership • Planning • OversightOversight • Resources Staff roles: • Daily operation & program management;  • Implement policies set by Board;  • Keep Board informed about issues &  8 activities that are part of the life in the org.
  9. 9. Typical Board Roles 1. Ensures ongoing viability of the1. Ensures ongoing viability of the  organization 2 Connects to the community2. Connects to the community 3. Makes decisions & sets policies that define  h th i t it Mi ihow the org. carries out its Mission 4. Manages the organization  hires & fires Exec. Director  sets internal policies (financial, personnel,  9 fundraising, PR, etc.)
  10. 10. Typical Board Roles 5. Manages the organization’s finances 6 Ensures effective planning6. Ensures effective planning 7. Monitors and evaluates Programs  8. Assesses its own work and replaces itself 10
  11. 11. The Big Picture Board roles: • LeadershipLeadership • Planning • OversightOversight • Resources Staff roles: • Daily operation & program management;  • Implement policies set by Board;  • Keep Board informed about issues &  11 activities that are part of the life in the org.
  12. 12. Shared Leadership – Responsibilities Governance (Board) Management (Staff)  Oversight & guidance  Acts as a group on behalf of  the organization • Day‐to‐day operation • Acts as an individual on behalf of  the organizationthe organization  Continuous  Has minimal or no staff the organization • Temporary • Has access to all staff  Ultimately responsible  Typically  NOT issue expert • Limited/immediate responsibility • Typically professional/NGO   Volunteer  Sees only parts of the  whole expert • Salaried • Intimately involved w/ everything 12 whole • Intimately involved w/ everything
  13. 13. An Important Distinction A Board plays two important but distinct roles: Governance role, and S t lSupport role 13
  14. 14. Governance Support b d d d bAs a body or  individuals? Board acts as a  body Board members as  individuals Who is the  boss? The board is the  boss Board members act with  or under direction of  boss? boss staff What are  • Big decisions • Legal oversight CEO • Advice • Revenue strategy  (fundraising, donating or  they doing? • CEO • Planning • Efficiency & impact ( g, g making connections) • Ambassadors • Volunteering 14 • Volunteering Board Café (2011), Jan Masaoka
  15. 15. Shared leadership form ‐ Homework Helps distinguish what staff does  from what Boards do 15 from what Boards do
  16. 16. Are there aspects of your organization’s  work where more clarity on the staff’s  vs. the Board’s role could be helpful? 16 pf
  17. 17. Five “BMPs” for  Creating a Strong Board 1 Select well1. Select well 2. Articulate expectations 3. Provide organizational information &  ongoing education 4. Engage each Board member and promote  team workteam work 5. Anticipate and prepare for leadership  transitions 17 transitions
  18. 18. 1. Select well A thoughtful, deliberative process that is  functioning throughout the yearfunctioning throughout the year C id d iConsider your needs in: • Skills and knowledge C t t d i fl• Contacts and influence • Demographics 18
  19. 19. 2. Articulate Expectations “A Board that knows what is expected of it and performs at“A Board that knows what is expected of it and performs at  the highest level is a strategic resource for its organization  and lead staff…. Good governance begins with people whoand lead staff…. Good governance begins with people who  can do the most to fulfill the mission of the organization.” BoardSource Tools: Board job descriptions & 19 Tools: Board job descriptions &  Fundraising Commitment form
  20. 20. 3. Provide Needed Information & Ongoing Education • Board Manual • Board meetings & retreatsBoard meetings & retreats • New Board member orientation • Committees • Board & Committee workplansp 20
  21. 21. 4. Engage Board Members & Promote Team Work 21
  22. 22. 4. Engage Board Members… • Evaluate effectiveness of  current assignments • Conduct Board  self‐evaluations  • Conduct exit interviews  with departing Boardwith departing Board  members 22
  23. 23. 5. Plan for Leadership Transitions ‐ Steps 1. Review bylaws regarding term limits for Board  members & officers 2. Review current make‐up of Board, officers and  committees 3. Determine upcoming term expirations & vacancies 4. Review your needs with regard to upcoming projects, y g p g p j , developments, etc. 5. Review potential new Board members identified  throughout the year for skills and dynamics 23
  24. 24. 5. Leadership Transitions 24
  25. 25. In Conclusion: Great Boards have  critical elements of leadership, composition,  structure and practices in place;structure and practices in place;  clarity on their role vis‐à‐vis staff  leadership that reinforces interpersonal  relationships and strengthens lines of  i ticommunication;  meaningful engagement through committees; 25  personal satisfaction.
  26. 26. Your Homework Fill out the Shared Leadership form  b f t k’ bi 26 before next week’s webinar
  27. 27. Upcoming Programs • River Network Financial Management Webinar Series g • 6‐month intensive training, starting November ‘13 • Six 90‐min. webinars, first Tuesday of every month  (Nov. ‘13 – April ‘14)  • Five hours of one‐on‐one consulting  • Email for more information@ g • National River Rally Pittsburgh PA• National River Rally, Pittsburgh, PA  (May 30‐June 2, 2014) 27
  28. 28. Tools & Resources • Resources from webinar • Shared Leadership form & Board Succession Planning form previously sent • For others, email i k hi fi• River Network Partnership Benefits  • Free fundraising database, insurance discounts, quarterly  publications, discounted services & morep , •‐benefits • River Network Resource library y‐library?tid=All • Organizational Assessment Tool  // / 28‐report‐survey
  29. 29.  See you next week!   o Building Your Best Board (Part 2);  October 9th, 1 ‐ 2 p.m. EST, p o If you registered for Part 1,  you are  already registered for Part 2already registered for Part 2.  o You will receive another email with  login instructions for Part 2.