THIS POWER POINT PRESENTATION IS BEING DISTRIBUTED BY FULLER HOUSING WESTERN CAPE SOUTH AFRICA TO TRAIN AND SHARE WITH OUR NEW COVENANT PARTNERS, ESPECIALLY THE NEW ONES IN AFRICA.

1. Steps to Visioning a Board of Directors Strategic Planning Retreat
Developed from ideas previously presented by Edgar Stoesz and
Glenna Shepherd
Kirk Lyman-Barner, Director
The Fuller Center for Housing US Field Operations
Covenant Partner Conference 2013
Developing an
Effective Board

2. OPENING CONVERSATIONS
Introductions – Describe Your Current Board
and Committees

3. HOPES FOR OUR TIME TODAY
•Identify covenant partner needs
•Explore the idea of a strategic planning retreat
•Be prepared to ask a facilitator to organize a
board retreat
•Develop measuring and follow-up tools
•Other hopes?

4. MISSION STATEMENT
The Fuller Center for Housing, faith-driven
and Christ-centered, promotes
collaborative and innovative partnerships
with individuals and organizations in an
unrelenting quest to provide adequate
shelter for all people in need worldwide.

5. MISSION STATEMENT
Say it in your own words.
Say it in less than twenty words.
What is key? Essential? Engaging?

6. IDENTITY & MISSION: Your CP
ARTICULATING IT IN TWO SENTENCES
How do we see ourselves now?
[Each participant write descriptive words on Post-Its]
Why do we want/need to change or develop our
identity?
Who do we see ourselves becoming?
What makes us and our work distinctive?

7. DESCRIBING OUR CULTURE
How would you describe the overall culture of your
covenant partner?
Is it hopeful? Stuck? Productive? Sedentary?
What are your cultural goals?
What needs to shift to produce the culture that will
support the mission?

8. ASSETS
As we think about organizing, building, and
growing, what can we identify as our primary
assets?
What encourages us?
What attracts others to our work?

9. IDENTITY GOALS & OBSTACLES
What do we need to do to accomplish our goals?
Whose work is it?
What can we identify as obstacles that we need to
navigate in order to accomplish our goals and live
out our mission?
What needs to change to begin the transition?

10. TARGET DEVELOPMENT AREAS
ORGANIZATIONAL DEVELOPMENT
BOARD DEFINITIONS
BOARD RECRUITMENT
CREATING VISIBILITY IN CONGREGATIONS,
COMMUNITY ORGANIZATIONS, & VIRTUALLY

11. TELLING THE STORY
THE POWER AND FUNCTION OF STORY
OUR STORIES – BOTH ACTION & REFLECTION
OF BOTH STRUGGLE & SUCCESS
OF FAITH FORMATION
WHERE DO WE TELL THEM?
WITH WHAT HOPES?
Leadership Retreat

12. TELLING THE STORIES
FOR BOARD DEVELOPMENT
Who are we looking for?
What stories would attract the people that we
need to accomplish our work and inspire others?
Where might we find them?

13. POWER OF ATTRACTION
What is the best way to tell the story?
Engaging in multiple ways/with multiple media
How do we target those we need to join us?
Doing the ask.

14. CREATING
BELONGING & INVESTMENT
Investment in the mission and the organization
Formulating essential roles & job descriptions
Building community of leaders
Invested in development

15. MANAGING EXPECTATIONS
GOVERNANCE VS. MANAGEMENT
BOARD CREATES POLICY
STAFF AND VOLUNTEERS
CARRY OUT POLICY
PROGRAMS
POLICIES
CHAIR
E.D.

16. DELEGATING
SUB COMMITTEES:
FINANCE
RESOURCE DEVELOPMENT
FAITH BUILDERS / CHURCHES
FAMILY SELECTION
FAMILY SUPPORT
SITE SELECTION
CONSTRUCTION
VOLUNTEER MANAGEMENT
COMMUNICATIONS
NOMINATING
“IF YOU ARE DOING MORE THAN ONE JOB, YOU
ARE DOING YOUR JOB AND SOMEONE ELSE’S.”
-GLENNA SHEPHERD

17. LEADING
TO IMPLEMENT THE VISION
A Strategic Plan
Making the Contacts
The Players – People who can lead
Good People=Good Job Descriptions
The Script
A Timeline
Role of Chairs – Focus, Both Affirmation and Dissent Is
Heard.. “This I must say….”

18. STRATEGIC DEVELOPMENT PLAN
Strategies are always about choices.
About Focus and Message
About Media and Management
Strategies and Objectives that are SMART
Specific / Measureable / Achievable / Realistic / Time-bound

19. SAMPLE EXERCISES
IMAGINING
Using Mental Models

20. MENTAL MODELS
Choose a project of The Fuller Center.
Then ask, What is the purpose?
When did it begin?
What were the assumptions or
understandings of the organization’s
environment at the time?
Are these still valid today?

21. IDENTIFYING CHANGES
Crisis?
Chance?
Choice?

22. CREATING A MAP
(MINISTRY ACTION PLAN)
FOR CHANGE
Mobilizing people
Identifying key roles
A plan for each goal
A proposed timeline

23. IDENTIFIABLE BARRIERS
Practical barriers
Commitment barriers
Financial barriers
Other

24. Additional Resources