Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
Based partially on Bryson (2011), this is the first class for the Siena Heights Graduate College LDR 660 Strategic Planning class I teach at Lake Michigan College.
2014 NPD Develop and Maintain an Engaged Nonprofit Board of DirectorsJoseph Ferraro, CFRE
Develop and Maintain an Engaged Nonprofit Board of Directors
Jennifer Flowers - Accredidation Guru, Inc.
Do you want a board that is more engaged and active? Having a well-functioning, cohesive Board of Directors is crucial for supporting your organization's financial stability and the fulfillment of your mission. This course explores how to recruit, maintain and engage a governing body that promotes a solid, effective and successful nonprofit organization.
Learning Objectives/Takeaways:
• Gain a deeper understanding of Board management and leadership
• Learn about Board roles and responsibilities
• Be aware of how to recruit and engage an active and knowledgeable Board
• Discuss key motivation techniques related to fiscal responsibility and fundraising
File 3 strategy work in philanthropic sectorSajjad Ahmed
an illustration of my work done in various organizations/industries in different capacities ranging from a Consultant to permanent roles. In order to maintain the confidentiality of work intact, relevant info has been replaced by XX
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
STRATEGIC PLANNING: SETTING VISION, MISSION, OBJECTIVES, GOALS AND CORE VALUESTANKO AHMED fwc
The strategic planner is a strategist who is able to theorise, advance and execute plans geared at achievement of set goals involving the setting of vision, mission, goals and objectives guided by core values of the organisation. This paper explores the background, importance and place of strategic planning in the overall strategic management process. The paper explains the critical role of strategic planning, its meaning, approaches, components and applicability, with particular attention to the theme of the NIPSS-PSLC 32. Attention is also given to the ultimate galvanising instruments of strategic planning collectively known as the ‘3Cs’ including collaboration, cooperation and coordination responsible for strategy implementation. The course participants are further engaged in an exercise for application of knowledge and skills in strategic planning to Nigeria’s Tertiary Institutions Management Policy Framework.
Plan agua 2020 Mendoza
Taller “Modelación y Planificación por Escenarios de Cuencas Hidrográficas”
UTF/ARG/015/ARG - Políticas e Inversión en Recursos Hídricos Agosto 2013, Mendoza
2014 NPD Develop and Maintain an Engaged Nonprofit Board of DirectorsJoseph Ferraro, CFRE
Develop and Maintain an Engaged Nonprofit Board of Directors
Jennifer Flowers - Accredidation Guru, Inc.
Do you want a board that is more engaged and active? Having a well-functioning, cohesive Board of Directors is crucial for supporting your organization's financial stability and the fulfillment of your mission. This course explores how to recruit, maintain and engage a governing body that promotes a solid, effective and successful nonprofit organization.
Learning Objectives/Takeaways:
• Gain a deeper understanding of Board management and leadership
• Learn about Board roles and responsibilities
• Be aware of how to recruit and engage an active and knowledgeable Board
• Discuss key motivation techniques related to fiscal responsibility and fundraising
File 3 strategy work in philanthropic sectorSajjad Ahmed
an illustration of my work done in various organizations/industries in different capacities ranging from a Consultant to permanent roles. In order to maintain the confidentiality of work intact, relevant info has been replaced by XX
Nonprofit Board of Directors Best Practices Grace Dunlap
In this 1-hour webinar hosted by CharityNet USA, we review the 20 best practices for nonprofit board of directors. For more information on nonprofit startup, visit: charitynetusa.com/nonprofit_startup.php
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
How can agile thinking be used to improve work and practices in Boards of Directors? Why is traditional budgeting limiting companies' performance?
This presentation is about agile thinking in Board work and beyond budgeting. In the end of the presentation, 10 recommendations for every Chairman.
This tool was designed to help nonprofit organizations assess their organizational capacity against a number of best practices recommended by the Center for Nonprofit Resources (C4NPR.org – Toledo, OH).
Each organization will need to decide for itself what changes, if any, to make in its governance and management policies and practices based on the self-assessment.
In this age of tough competition for funding, having a strong and engaged board is the key to long-term sustainability.
STRATEGIC PLANNING: SETTING VISION, MISSION, OBJECTIVES, GOALS AND CORE VALUESTANKO AHMED fwc
The strategic planner is a strategist who is able to theorise, advance and execute plans geared at achievement of set goals involving the setting of vision, mission, goals and objectives guided by core values of the organisation. This paper explores the background, importance and place of strategic planning in the overall strategic management process. The paper explains the critical role of strategic planning, its meaning, approaches, components and applicability, with particular attention to the theme of the NIPSS-PSLC 32. Attention is also given to the ultimate galvanising instruments of strategic planning collectively known as the ‘3Cs’ including collaboration, cooperation and coordination responsible for strategy implementation. The course participants are further engaged in an exercise for application of knowledge and skills in strategic planning to Nigeria’s Tertiary Institutions Management Policy Framework.
Plan agua 2020 Mendoza
Taller “Modelación y Planificación por Escenarios de Cuencas Hidrográficas”
UTF/ARG/015/ARG - Políticas e Inversión en Recursos Hídricos Agosto 2013, Mendoza
The array of foundations can be distilled into two categories – operational and grantmaking foundations. Grantmaking foundations, whether private or community, have unique demands on their missions and their boards. Healthy and intentional governance leadership at foundations, like any nonprofit organization, is essential for successful service to the mission.
Whether you are part of a family foundation, a corporate foundation, or your local community foundation, join this webinar to take a closer look at governance essentials for grantmaking foundation boards and learn how to set the board up for success. We will explore key findings from Leading With Intent, BoardSource’s governance index, to identify trends in foundations’ board performance and impact. Combining current trends with established best practices in governance, learn what is needed for your board to thrive.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series: Board of Directors Boot Camp 2021.
See more at https://www.financialpoise.com/webinars/
More presentations from the NCVO Annual conference: http://www.ncvo-vol.org.uk/networking-discussions/blogs/20591 will help you innovate in your work.
Richard Piper, Head of Improvement and Innovation, NCVO
Andrew Barnett, Director, Calouste Gulbenkian Foundation
Impact thinking freshens the lifeblood of your organisation. Done well, it runs right through your organisation bringing shifting attitudes and behaviours, creating innovation, inspiration and dynamism. Done badly, it’s just a bunch of half-useful indicators and rather iffy data that clog up your system. If we start with leadership not measurement, we can end up with stronger and more adaptable organisations.
This interactive session will debunk some myths, explain the five elements of impact and help you make a practical start on Impact Leadership.
The success of the board relies on the individual contribution, expertise, and behavior of its directors. During this program, we talk about the role of the director, the critical attributes of a strong director, the role of the Board and Committee chairs, and common opportunities and challenges for boards and board members. Through sharing examples from our expert group of panelists, we look at what is expected of directors from ownership and management to help highly effective directors meet or exceed those expectations and make a meaningful contribution to the company’s success.
Part of the webinar series:
BOARD OF DIRECTORS BOOT CAMP 2022
See more at https://www.financialpoise.com/webinars/
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
Succession planning is the right people at the right time doing the right work. In this podcast and presentation from the 2013 NAFCU Annual Conference, Deedee and Peter discuss how you can develop a strategic organization successional plan to ensure the successful transition of key leadership for your credit union. This session covers an overview and best practices, levels and types planning, board evaluation, behind the scenes conversions, and the integration of board succession planning with CEO succession planning.
Impactful Methods to Benefit Organizational Knowledge Management and Continuo...KaiNexus
Presented on February 10 from 1:00 - 2:00 pm ET as part of the KaiNexus Continuous Improvement Webinar Series.
Presented by Dr. Cynthia J. Young, Founder/CEO of CJ Young Consulting, LLC
In this webinar, you will hear about some of the methods used in practicing knowledge management that also support achieving continuous improvement goals.
Methods we will discuss include:
Checklists and check sheets
Reports
Lessons learned
After action reviews
Mapping (Process, Knowledge, and Mind)
Communities of practice
Kanban
Gamification
Battle rhythms
When you use these methods, you reduce the training required to bring your team up for speed, you can keep costs low because you aren’t having to buy new tools, and it helps your workforce become better problem solvers. This webinar will also be beneficial for ISO 9001-2015 certified organizations since it includes knowledge management, as Clause 7.1.6 Organizational Knowledge and ISO 30401:2018 Knowledge Management Systems, while not a certifiable requirement, is applicable to any organization.
Dr. Cynthia “Cindy” J. Young is the Founder/CEO of CJ Young Consulting, LLC, a knowledge management consulting firm, as well as a curriculum developer and instructor with Leidos. About a decade ago, she retired as a Surface Warfare Officer after 23 years in the U.S. Navy which is where her love for knowledge management began.
She holds professional certifications as a Project Management Professional, a Lean Six Sigma Master Black Belt, and as an ASQ-Certified Manager of Quality/Organizational Excellence. Cindy is a past-Chair of ASQ Tidewater, Section 1128 in Virginia Beach as well as having held terms as the Vice Chair and Secretary.
Her doctoral study, Knowledge Management and Innovation on Firm Performance of United States Ship Repair, provided her the opportunity to gain additional professional and academic expertise to facilitate improvements in organizational knowledge management. In September 2020, she gave a TEDx Talk called “A Knowledge Mindset: What You Know Comes from Where You Sit" which provides actions organizations can take to improve trust and retention through use of knowledge management practices.
A 'how-to' presentation directed at Boards of Directors who want to have a succession plan in place, should they need a new CEO. But even if they don't, succession planning is a good way to assess organizational values and the important job that a CEO does for any group.
Created for Grand Vision, Traverse City, Michigan. A helpful presentation for all volunteer leadership. If you're chairing meetings, review this presentation!
Best Practices for Realtor Associations 2009JWL Associates
An updated version of an earlier presentation, based on the NAR Best Practices publication from several years ago. The slide presentation is intended as a basis for a free-flowing discussion of ideas for achieving maximum customer service in five management areas. Prepared for the Coastal Association of Realtors Annual Leadership Conference.
A presentation created for several state associations of Realtors as a part of my presentation to their state seminars for their local association executives.
2. GOALS FOR THIS MEETING
• Discuss the project, timeline, & deliverables
• Review and discuss trends that are important to our
plan & leadership
• Discuss association development and exceptional
Realtor association practices
• Have some fun and learn from one another
GBBR Strategic Planning 2013 2
3. The Capacity Assessment
Organizational Capacity Building
Actions that improve association effectiveness
including organizational and financial stability,
program quality, and growth.
Five elements
• Leadership
• Adaptability
• Management
• Operations
• Technology
GBBR Strategic Planning 2013 3
4. My job as Interim EVP
Board training
Organizational capacity assessment
Development of action plan for 2013
Development of a strategic plan
GBBR Strategic Planning 2013 4
7. • Transformational governance
• Diversified funding
• Partnerships and regionalization
• Professional development
• Expanding Membership Structures
• Focus on serving members
GBBR Strategic Planning 2013 7
8. Boards of Directors:
• Foster and engage in breakthrough thinking that
embraces emerging trends/developments
• Past focus on individual mission & survival give
way to focus on shared vision-meeting
community need
• Must be willing to ask the tough questions
vs. acceptance of status quo
GBBR Strategic Planning 2013 8
9. • Create a culture of inquiry to create new
models and solutions
• Recognize governance is a performance issue-
legal and fiduciary requirements still apply, but
only as a starting place
• Homogenous boards have enormous
disadvantage to meet trends and demands-
develop cross-sector and multifaceted
communication skills
• Re-visiting term limits and board composition
GBBR Strategic Planning 2013 9
11. • “Old” sources of power, having control over
information, disappear when that information
becomes largely free
• Mutual back scratching replaced by dynamic
groups committed to sharing power and
knowledge
• New forms of relationships emerge or risk
isolation and lack of resources
• Well designed strategic partnerships will
maximize and leverage resources
GBBR Strategic Planning 2013 11
12. • Fosters culture of inquiry
• Standard practice in other industries
• Helps boards gain expertise in their position
• Helps staffs gain expertise to work the
association business model
• Gives place to discuss complex problems
• Get ideas for innovative solutions
• Leverages shared information and ideas
GBBR Strategic Planning 2013 12
13. • Better meet member need/the mission & give
context to work
• Alignment between mission, organizational
capacity and capital that ensures continuation
of the work, competency and impact and
opportunity to grow and scale
• Steward & leverage community resources:
work as efficiently, effectively, affordably and
with least environmental footprint as possible
GBBR Strategic Planning 2013 13
14. • Strategic structuring/restructuring
• Revenue diversification
• Professional development in financial
management and capital structures
• Professional development in technology &
evaluation to be a performance driven
organization
GBBR Strategic Planning 2013 14
15. Organizational Life Cycle
Stage Characteristics
Conception/ Infancy Voluntarily coming together to solve a
problem; high energy & enthusiasm
Infancy Founder in charge; work expands
beyond what the founder can do
Puberty Org. expands but is awkward in
dealing with coordination & external
affairs; professional management
emerges
Young Adulthood More formal management, policies,
and procedures; emerging politics
Adulthood Mastering environment; serving
clients; established management;
New ideas contemplated; high
GBBR Strategicenergy; risk- trying to be everything
Planning 2013 15
16. Organizational Life Cycle
Stage Characteristics
Late Adulthood Excitement beginning to wane;
Past valued over innovation;
Complacency; no sense of
urgency or need
Old Age Diminishing ability to serve
others;
Lack of cohesion among
leaders;
Little energy available for
renewal and reversal of situation
Revitalization Revitalization of mission; re-
defining service niche
GBBR Strategic Planning 2013 16
17. Where is the Greater Baltimore Board of
Realtors in its life cycle?
What does this mean for its leadership?
GBBR Strategic Planning 2013 17
18. What major challenges will the Greater
Baltimore Board of Realtors face over the
next few years?
How will its leadership need to change to
address these challenges?
GBBR Strategic Planning 2013 18
19. • Ultimately…EVERYTHING!
– The board of directors has legal responsibility and
authority for everything the organization does.
• Accomplishes most daily activities by delegation.
• Mission development, policy, oversight and planning
cannot be so easily delegated.
GBBR Strategic Planning 2013 19
20. There are three broad “legal duties” that form
the standards of conduct that all boards of
directors are expected to adhere to:
– Duty of Care
– Duty of Loyalty
– Duty of Obedience
GBBR Strategic Planning 2013 20
21. The level of competence that is expected of a
board member.
• Commonly expressed as the duty of “care that an
ordinarily prudent person would exercise in a like
position and under similar circumstances.”
• This means that a board member has a duty to
exercise reasonable care when he or she makes a
decision as a steward of the organization.
GBBR Strategic Planning 2013 21
22. The board member’s standard of faithfulness.
– A board member must give undivided allegiance when
making decisions affecting the organization.
– This means that a board member can never use
information obtained as a member for personal gain,
but must act in the best interests of the organization.
GBBR Strategic Planning 2013 22
23. A board member’s obligation to be faithful to the
organization’s mission.
• They are not permitted to act in a way that is inconsistent
with the central goals of the organization.
• Adhere to public laws and organizational policies.
• Members’ trust that the organization will manage donated
funds to fulfill the organization’s mission.
GBBR Strategic Planning 2013 23
24. Duty of Confidentiality
– Board Members must handle organizational
information with discretion
Duty of Transparency
- Reporting & communication to members
- Community responsibilities
GBBR Strategic Planning 2013 24
25. 1. Determine the organization’s mission
and purpose.
Performance Goal (Recommended Practice) - At
least every two years.
2. Select the chief executive.
Performance Goal (Recommended Practice) -
Establish an organizational transition plan.
Conduct succession planning.
GBBR Strategic Planning 2013 25
26. 3. Provide proper financial oversight.
Performance Goal (Recommended Practice)-
Annually, the board should review and approve an
annual budget for the organization.
Routinely review appropriate financial reports
4. Ensure adequate resources.
Performance Goal (Recommended Practice)-
Conduct financial forecasting.
Identify financial needs resulting from strategic plan.
GBBR Strategic Planning 2013 26
27. 5. Ensure legal and ethical integrity and
maintain accountability.
Performance Goals (Recommended Practices)-
Realtor Directors are responsible for making
decisions in the interest of the organization.
• Board role description
• Establish policies
GBBR Strategic Planning 2013 27
28. 6. Ensure effective organizational planning.
Performance Goal (Recommended Practice) –
The board should play a leading role and make the
strategic plan a “living document,” by using it to guide
their on-going actions and priorities.
7. Recruit and orient new Board members.
Performance Goal: Systematic Leadership
Identification and Development Program.
GBBR Strategic Planning 2013 28
29. Assigned Duties Ten Basic Responsibilities
8. Enhance the organization’s public standing.
Performance Goals: Proactive Legislative
Department, Competent Public Relations
9. Determine, monitor, and strengthen the
organization’s programs and services.
Performance Goals: Strong and competent
administrative department.
10. Support the chief executive and assess his or
her performance. Performance Goal: Annual
reviews, personnel policies, legal compliance.
GBBR Strategic Planning 2013 29
30. Deliberately create a culture of inquiry to
• Process Tools
pursue new models and solutions
Brainstorm possibilities, evaluate org. assets, develop criteria for
successful social enterprise, rate options Revenue Diversification
• Process looking by Fieldstone Alliance, NorthSky approved administrator
Stop developed in rearview mirror/ set up GPS
• Develop business governance is a performance issue-
Recognize modelPlanning Tools-in NS Resource Center
CFNE/NECE Business
for each social enterprise option
Determine and and tax implications-strategic structuring or but
legal legal fiduciary requirements still apply,
only as a starting place
restructuring Lawyer, CPA-bring outline of business plan
Better the information-more tailored the advice
• Launch socialdiversity in boardstart up characteristics
Pursue enterprise: anticipate composition Utilize
• internal systems and tools andplans in NS Resource Center to
Develop succession templates
minimize start up needs
• Operate-evaluate-modify limits,Evaluation tools, strategic initiatives
Adhere to term position descriptions,
process
and board policies
GBBR Strategic Planning 2013 30
34. How to be a “best practicing” Board?
GBBR Strategic Planning 2013 34
35. PROJECT TIME & NEXT STEPS
November 27 Governance Briefing Session
Organizational Capacity Assessment Review
Begin planning—Mission Statement.
December 4 Conference Meeting with other Associations
Define Major Issues facing GBBR (Homework)
Begin Planning
December 12 Complete Strategies
Wrap up.
December 31: Complete Plan Review, submit to Board of Directors
GBBR Strategic Planning 2013 35