Building the Leadership Pipeline
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The document discusses strategies for building an effective leadership pipeline and board for a YNPN (Young Nonprofit Professionals Network) chapter. It recommends clearly defining board roles and responsibilities, using a recruitment calendar to fill positions in a timely manner, and providing orientation, mentoring, and engagement opportunities to encourage retention and develop future leaders. Diversity of gender, age, sector and race should be a priority when recruiting board members. Setting expectations, cultivating an empowering culture and leveraging partnerships can help chapters recruit and maintain a strong board.
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This document provides an overview of a board development workshop for non-profit organizations. The workshop covers understanding the board's role, recruiting and retaining board members, strengthening the board, and best practices for communication. It discusses determining board members' fit, retaining them through manuals and strategic plans, and creating a collective vision. For communication, it emphasizes listening, asking open-ended questions, and making meetings effective through clear objectives, participation, and summarization. The goal is to help non-profit boards function productively through leadership, planning, and cooperation.
Sam Demas on Organizational Development
This document provides an overview of organizational development for libraries. It discusses why organizational development is important, including adapting to changes and addressing staff morale issues. It recommends taking a holistic approach through ongoing, inclusive internal efforts. Key elements discussed include organizational culture, strategic planning, workflow analysis, and structure. Tools for organizational development mentioned include mission and values statements, strategic planning, departmental reviews, job descriptions, and analyzing workflows and culture. The goal is to guide the organization's work and create capacity for new areas through this process.
Board Recruitment and Diversity
This document discusses best practices for recruiting and onboarding new members to advisory boards. It emphasizes the importance of board diversity and representing the community served. Current board members should share information about open positions and skills needed. The recruitment process involves finding candidates through various channels and establishing criteria. New members require full orientation on the organization's mission, roles, and activities. Annual board and member evaluations help determine recruitment needs and strengthen performance.
Making the Most of Your Board Webinar Series, Session Two: Best Practices for...
March 18, 2015, 2 p.m. ET
Join us with Orr Associates, Inc. for a three-part series that will demonstrate how nonprofit leaders can ensure they are building and capitalizing on the power of their boards. Using our experience leading and working alongside some of America's most-admired nonprofits, we will provide you with the tools and resources to develop your board into one that will provide you with strategic support and will lead you to financial security.
Presenters: Kelly Dunphy, Vice President Fundraising and Development, Orr Associates, Inc. (OAI); Caite Gilmore, Director, OAI; Craig Shelley, Senior Director, OAI; Juliana Sloper, Senior Director, OAI; and Jenny Taylor, Community Manager, GuideStar USA (moderator)
Assessing Chapter For Success
Using the Chapter Dashboard, a look at assessing chapters to create success. Includes key trends for chapters to be aware of as well as a look at creating an adhocracy for more volunteer involvement.
Transitioning into Leadership
The document provides guidance on transitioning leadership roles through thorough documentation and training of successors. It recommends including organization information, position specifics, meeting minutes, resources, and contact details in officer manuals. Transition materials should include responsibilities, goals, event summaries, timelines, budgets, and commonly used resources. Successful transition meetings discuss responsibilities, accomplishments, budgets, materials, and allow the successor to discuss ideas. Sample agendas are provided for leadership retreats focusing on goals, roles and responsibilities.
Getting the Governance you Deserve!
This document provides strategies for nonprofit boards to invest in leadership for sustainability and growth. Presenters Melanie and Jason Friedman of Friedman Associates discuss how governance plays a critical role in sustainability. They outline the normal evolution of nonprofit boards and how roles change over time. The presentation covers establishing board roles and responsibilities, conducting self-assessments to identify development needs, using tools like a board policy manual, and implementing an ongoing process of board composition, recruitment, and training. The overall message is that ongoing board development is key to ensuring an organization's long-term success.
Board Leadership Succession
This document discusses board leadership succession planning. It begins by defining board leadership succession as going beyond standard bylaws to develop a strategic approach for matching skills to organizational needs. It notes that effective board chairs are committed to collaborative action and influence. The document then discusses that succession planning is a shared responsibility of the full board and nominating committee. It also outlines defining leadership attributes, articulating future needs, and having policies and procedures in place to develop potential leaders through recruitment.
Board Development 101
The document discusses how to build a strong and healthy nonprofit board of directors. It explains that people join boards for various reasons like using their skills and talents, contributing to a cause, and networking. Issues can arise when boards are not properly managed, such as lack of involvement in decision making. The document emphasizes defining roles and responsibilities through effective policies and board design that aligns members' expertise with organizational needs. It provides examples of board structures, position profiles, and committee responsibilities to help structure an effective board.
Exceptional Boards with Matt Kouri
This document outlines strategies for building and maintaining an exceptional nonprofit board. It discusses evaluating current board members and identifying any gaps based on skills, networks, fundraising abilities, and diversity. A needs analysis and recruitment plan should then be created to fill those gaps. Key aspects of engagement include setting clear expectations, annual goals, committee roles, and giving/fundraising policies. Board performance and satisfaction should be regularly measured against goals through tools like a dashboard and annual survey to ensure continuous improvement. The overall message is that strong boards are critical to an organization's success and require intentional processes for member selection, engagement, and evaluation.
Taking your board to the next level bylaws, strategic plans, committees
1) The document discusses strategies for taking boards to the next level, including revisiting and modifying bylaws, implementing strategic planning processes, and establishing committees.
2) It provides examples of boards that have evolved by strengthening infrastructure, recruiting new members, and creating strategic plans with defined goals and activities.
3) Effective boards rely on key elements like bylaws, strategic planning, and committees to define their structure, mission, goals, and ways to measure progress.
9. prospective boardmemberinfo
This document provides questions that prospective board members should ask before joining an organization's board. It suggests asking about the organization's mission, programs, financial status, clients, board structure, individual board member responsibilities, and the board's relationship with staff. Prospective members should evaluate if they are committed to the mission, can contribute sufficient time, are comfortable with fundraising, and can prioritize the organization over personal interests. Background materials like annual reports and board descriptions can also provide useful information.
Board development tools
This document provides questions that prospective board members should ask before joining an organization's board. It suggests asking about the organization's mission, programs, financial status, clients, board structure, individual board member responsibilities, and the board's relationship with staff. Prospective members should evaluate if they are committed to the mission, can contribute sufficient time, are comfortable with fundraising, and can prioritize the organization over personal interests. Background materials like annual reports and board descriptions can also provide useful information.
Board development tools zip
This document provides questions that prospective board members should ask before joining an organization's board. It suggests asking about the organization's mission, programs, financial status, clients, board structure, individual board member responsibilities, and the board's relationship with staff. Prospective members should evaluate if they are committed to the mission, can contribute sufficient time, are comfortable with fundraising, and can prioritize the organization over personal interests. Background materials like annual reports and board descriptions can also provide useful information.
Leadership Board Training
The document provides guidance on developing an effective leadership board for an FCA (Fellowship of Christian Athletes) ministry. It discusses the importance of leadership boards and outlines expectations for board members. It also offers best practices for building a strong board through member recruitment and engagement strategies. Specific recommendations include establishing board teams or committees to distribute responsibilities and ensure members are actively involved in strategic planning and ministry operations. The document emphasizes developing boards that are properly sized, diverse in composition, and operate at different maturity levels based on their growth over time.
Building better advisory boards naf 7 09
This document discusses building better advisory boards and strengthening relationships to achieve results. It provides an overview of NAF advisory boards in Seattle public schools, challenges they previously faced, and goals and strategies for improvement. These include broadening membership, increasing member participation, developing strategic plans, expanding funding opportunities, and succession planning to build more effective boards focused on goals, integrity, and work.
Bd dev sc event and festival conf
The document discusses developing effective nonprofit boards. It introduces SCANPO, a nonprofit membership organization, and their guiding principles for nonprofit governance. Various ideas are presented for implementing the principles, such as using them for self-assessment, strategic planning, and board meetings. Effective board practices are reviewed like running meetings, promoting governance, and confirming board member fit. Upcoming training events are highlighted, including a nonprofit summit with workshops, keynotes, and networking activities.
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Building the Leadership Pipeline
- 1. Building the Leadership Pipeline YNPN Chicago April 2010 Josh Dickson Kelsey Horine Yesenia Sotelo
- 2. What are your issues? Notes
- 5. YNPN Chicago - Past Founded: 2001 Board 1.0 = FAIL
- 6. YNPN Chicago - Now 4,700+ Members Working board, committee, ex-oficio structure Members Ex-Oficio Committees Board
- 7. YNPN Chicago - Board As described in our by-laws: 15 – 20 board members 2 year terms, 6 year limit 75% under age 35 75% work in nonprofits
- 8. YNPN Chicago - Areas Areas with 2 chairs overlap in terms Executive (2) Communications (2) + committee Programming (2) + committee Technology & Membership (2) + committee Finance (1) (considering 2) + committee Fundraising (1) (considering 2) + committee Secretary (1) Special: Annual Celebration (1) (considering 2) + cmte Special: National Representative (1)
- 9. YNPN Chicago - Calendar Every 3 years, strategic planning! May Nominate new Executive Co-Chair, Form nominating committee June Elect Executive Co-Chair, Open nominations for remaining positions July Fill remaining positions August Open call for board members, Board social , Applications and interviews September Approve new board slate, Final check-in calls October New board begins, Board orientation, Board mentor assignments November Ongoing technology training, Meetings with chairs as needed December Determine committee needs, Open call for committee members January Executive Co-Chairs organize committee members, Ongoing board mentor meetings February Committee orientation event, Board check-in calls (exec too!)
- 15. YNPN Chicago – Resources Setting and Managing Expectations Board Application Board Information Sheet (Roles & Responsibilities) Board Questions & Evaluation Forms Board Orientation Agenda Memorandum of Board Involvement, Committee Involvement Committee Application Committee Orientation Agenda Board Self-Assessment Form Available via email on the leaders listserv!
Editor's Notes
- Yesenia
- Yesenia
- Yesenia
- Yesenia
- Yesenia
- Yesenia
- Yesenia Talking points: Find the teams and then the board Personality fit Mentor/Mentees / Committee Chairs
- Yesenia JOSH – IF YOU WANT ME TO SHARE A “TESTIMONIAL” ON THE BOARD SOCIAL AND HOW THAT AND THE INTERVIEW PROCESS WENT, I CAN, BECAUSE THAT WAS MY FIRST MAJOR INTRODUCTION TO YNPN CHICAGO AND I THOUGHT IT WAS GREAT
- Yesenia J
- Kelsey Engage ask what interests them Empower let them take an idea and run with it Interact Set and manage expectations
- Josh Building relationships with potential board members KEY Provide strong guidelines for what you’re looking for and what the application and board commitment entail A formal interview process provides a professional introduction to the board and promotes self-selection of responsible, committed board members
- Kelsey
- Yesenia
- Yesenia