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![WHO LEADS?
BOARD
[With ED support]
EXEC
DIR
[With Board advice]
BOTH
[50/50 Split]
*BoardSource](https://image.slidesharecdn.com/mcrel6-160617165323/85/Governance-Essentials-for-Success-34-320.jpg)
Uploaded byEmily Davis Consulting
Governance Essentials for Success
The document outlines essential governance practices for nonprofit boards, led by Emily Davis, emphasizing the importance of shared leadership and the roles and responsibilities of board members. It includes discussions on strategic planning, fundraising, board engagement, and the processes for recruitment and evaluation. Key topics covered include ensuring adequate resources, monitoring programs and services, and fostering legal and ethical integrity within organizations.
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Governance Essentials for Success
- 1. MCREL INTERNATIONAL GOVERNANCE ESSENTIALSFOR SUCCESS JUNE 16, 2016 Emily Davis, MNM President, Emily Davis Consulting Senior Governance Consultant, BoardSource
- 2. MOTIVATIONAL VALUES “What motivatesme to serve on the McREL Board of Directors?”
- 4. 60 seconds orless Name Motivational Value Challenge or Outcome HI! A LITTLE ABOUT YOU…
- 5.
- 6. AGENDA Setting the Stage9 – 9:30 Governance Essentials 9:30 – 10:45 Break 10:45 – 11:00 Shared Leadership 11:00 – 11:45 Lunch 11:45 – 12:30 Ensuring Human Resources 12:30 – 1:30 Closing 1:30 – 2:00
- 7. Why did you join? What hesitations didyou have? Why would you leave? Why do you stay?
- 8. BASIC BOARD RESPONSIBILITIES Determinemission & purpose Select the chief executive Support & evaluate the CEO Ensure effective planning Monitor & strengthen programs & services Ensure adequate financial resources Protect assets & provide financial oversight Build a competent board Ensure legal & ethical integrity Enhance the organizations good public standing *BoardSource
- 9. OUTSTANDING (4) GOOD (3) FAIR(2) POOR (1) ACTIVITY How does the board as a whole perform the 10 responsibilities listed? Rate the board as a whole on a scale from 1 – 4. *BoardSource*BoardSource
- 10. NPO VS CORPORATEBOARD NONPROFIT CORPORATE Board Legally required Required only for publicly-traded companies Compensation Volunteer Paid Voting Exec. Dir. ex-officio CEO voting member Strategic Planning Shared: Exec. Dir. & Board CEO-led Clients/Constituents Stakeholders Shareholders Human Resources Staff, Volunteers, Donors Employees, Clients Committee Requirements No federal-level requirement for an audit committee; some state-level requirements Audit committee required by Sarbanes-Oxley Act Cash Frequent restrictions on use Generally, limited restricted use Funding Individuals Corporations Foundations Government Events Social enterprise Service clubs Service or Product Bottom Line Impact, People, Financial Financial
- 11. ROLES & RESPONSIBILITIES SetOrganizational Direction Provide Oversight Ensure Necessary Resources *BoardSource
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- 13. STRATEGIC PLANNING Strategic Priorities Goals Objectives Tactics •Process, not a document • Three-year road map • Input from board, staff, & stakeholders • Narrative, resources, & implementation tools
- 14. ARE WE READY? ORGSTABILITY EXISTING PLAN PLAN STRATEGIES TIMING FUNDING BOARD & STAFF COMMITMENT FACILITATION *BoardSource
- 15. WHAT IS THEPROCESS? DISCOVERY Document review Organizational assessment Stakeholder input Situational analysis RETREAT Board education Priorities discussion SWOT Misc. activities DOCUMENTATION Plan narrative Drafts revised Implementation dashboard Appendices IMPLEMENTATION Plan highlights Dashboard Champions Review quarterly, reports Update annually Technical assistance
- 16. WHO CONDUCTS PLANNING? Objectiveperspective Time to commit and compile info Serve as “bad guy” Expert Keeps focus on priorities Costs $ Board/staff resistance Less money Understand org best Can get bogged down in details More subjective Time accountability Self-Facilitated Consultant
- 17. ROLES & RESPONSIBILITIES SetOrganizational Direction Provide Oversight *BoardSource
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- 20. ASK THE RIGHTQUESTIONS What is our capacity? What does success look like? What matters the most to us? How does this serve our mission? How does it fit our strategic goals? How might this be a challenge for us? Why is this important right now? Why should we consider other options? Why is this relevant to our stakeholders? *BoardSource
- 21. ROLES & RESPONSIBILITIES SetOrganizational Direction Provide Oversight Ensure Necessary Resources *BoardSource
- 22. ENSURE HUMAN &FINANCIAL RESOURCES CEO Board Members Supporters Policies Planning Board Giving Prospecting Cultivation Stewardship *BoardSource*BoardSource
- 23. 100% BOARD GIVING BoardGiving Commitment Open Ended Flexible Specific 0% 10% 20% 30% 40% 50% 60% 70% 80% 68% 74% 46% Board Participation in Giving *BoardSource
- 24. FUNDRAISING POLICIES • Giftacceptance policy • Personal giving policy • Ethics statement • Letter of commitment
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- 26. FUNDRAISING BY THENUMBERS* *Giving USA 2014
- 27. FUNDRAISING PROCESS PROSPECTING IdentificationPreparation CULTIVATION Build the Relationship Engage the Donor Ask for the Gift STEWARDSHIP Recognition Reporting Communicating Engagement
- 28. FUNDRAISING ROLES EXECUTIVE DIRECTOR Chief Fundraiser MediaSpokesperson Fundraising Planning Board & Staff Liaison DEVELOPMENT STAFF Fundraising Strategy Moves Management Identify/ Communicate Needs BOARD OF DIRECTORS Connect to Funding Make Gifts Policies DEVELOPMENT COMMITTEE Board & Staff Liaison Staff support on specific efforts/campaigns *BoardSource
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- 31. HATS WE WEAR LegalAmbassadorVolunteer Connections Resources Communications Duty of Care Duty of Loyalty Duty of Obedience Board works for staff Avoid micromanagement *BoardSource*BoardSource
- 32. WHAT DOES ITMEAN? BOARD & STAFF
- 33. BOARD & EDENGAGEMENT* OBSERVATION LEADERSHIP ATTENDANCE MICROMANAGEMENT E D E N G A G E M E N T BOARD ENGAGEMENT *BoardSource*BoardSource
- 34.
- 35. SHARED LEADERSHIP BOARD LEADS SHARED LEADERSHIP EDLEADS Strategic Plan Funding Strategies Evaluation Board Meeting Prep Policy Questions Staff Hiring & Oversight Develops, Implements, & Oversees Programs Chief Fundraiser Operations Reporting Create & Review Policy ED Hiring & Oversight Connections to Funding Financial Due Diligence Board Recruitment & Retention *BoardSource
- 36. OPERATIONS IN ALTITUDE Do youneed to change your altitude?
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- 39. Great board member retentionbegins with a great recruitment process! RECRUITMENT
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- 41.
- 42. REVIEW BOARD JOBDESCRIPTIONS MEMBERS AT LARGE PRESIDENT/CHAIR VICE PRESIDENT/CHAIR SECRETARY TREASURER
- 43. STEP BY STEP EvaluationExpectations Application Outreach
- 44. WHERE DO YOUFIND CANDIDATES?
- 45. STEP BY STEP EvaluationExpectations Application Outreach Vetting Selection Debrief
- 46.
- 48.
- 49.
- 50. WHAT MAKES ‘EMTICK •Always YES •Wants to help everyone & everything •Caution! OVER-COMMITTED •Needs lots to stay engaged •Don’t let them sit around BUSY, BUSY, BUSY •Verbal & print •Use titles & acknowledg ment LIKES RECOGNITION •Stays focused & on track •Great for events •May get discouraged by others’ lack of support ORGANIZER • Lots of ideas for improvement • Pair with an Organizer to keep things moving CREATIVE *Abigail Harmon
- 51. INVEST IN LEARNING TRAINING& EDUCATION NETWORKS & ASSOCIATIONS PRACTICE LEADERSHIP
- 52. BOARD ENGAGEMENT PLANS •What do you want to include? • How will you create them? • How do you hold yourselves accountable? • What challenges lie ahead? • What does success look like? • Board participation • Committee participation • Event participation • Individual giving • Fundraising activities • Ambassadorship • Resources have and need
- 53. MEETINGS: None of usis as dumb as all of us
- 54. BOARD MEETING TIPS Governance Boardreports Strategic priorities/goals Mission moments Ask questions Avoid micromanagement Facilitation Consent agendas Shared responsibilities Giving accountability Follow up Participants Guests, Staff ED Board members Honor time
- 55.
- 56. EXAMPLE: FINANCE COMMITTEE Boardasks strategic questions Monthly, quarterly ED/Finance Committee reports on budget Board participates in fundraising efforts to meet financial goals Board reviews, asks strategic questions, amends, approves budget ED/Finance Committee researches & drafts budget for approval Board requests annual budget
- 57. IT’S NOT ABOUTYOU How does this serve the mission? Does it fit our strategic goals? What’s our capacity? What does success look like? Keep it high level!
- 58. OFF BOARDING Succession planning Honorary/Emeritus/ Advisory Committee Board buddy Recognition
- 60. PICTURE YOUR LEGACY Selecta card that answers the question: “What is the legacy you want to leave on the McREL board?”
- 61. TAKE AWAY &COMMITMENT
- 62. Emily Davis, MNM President,Emily Davis Consulting Senior Governance Consultant, BoardSource (720) 515-0581 emily@emilydavisconsulting.com emilydavisconsulting.com