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![Essential questions
Can I acknowledge that the CEO directs the staff, not the
Board?
Am I willing to invest the time in planning meetings to ensure
success? [generate items; develop criteria; apply criteria]
Am I willing to invest in improvement? [feedback; retreats;
process observer]
Am I willing to model the behaviors that the Board values?
[consensus building? starting/finishing on time? moving the
agenda forward?]
Am I willing to invest my time in improving the public standing
of the Library? Developing meaningful, effective relationships
with council and the Town?
Thank you to Dr. Ken Haycock for these, & for teaching me about Boards](https://image.slidesharecdn.com/boardsessionnov28-131129153323-phpapp02/85/Orientation-for-Public-Library-Board-8-320.jpg)
Uploaded byRebecca Jones
Orientation for Public Library Board
This document discusses best practices for non-profit boards to be fulfilling, effective, and smart. It emphasizes the importance of having a common vision, clear roles and responsibilities for the board and staff, and focusing on strategic issues rather than micromanagement. Essential questions are provided to guide board members in investing their time to improve strategy, relationships, public standing and the position of the CEO.
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Orientation for Public Library Board
- 1. Non-Profit Boards Smart, Effective,Fulfilling
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- 4. Base assumptions Wantto make a difference Prepared to make a difference Believe that the Library does & can make a difference Best libraries have the best Boards Different perspectives & perceptions
- 5. Base assumption Boardslose the effectiveness & collective as well as individual fulfillment when: Lack of common vision for the Library Blurring of Board/Patron/Operational responsibility As soon as you become a Board member you cease being the Library client you once were & will be again when you are no longer on the Board If staff come to you about issues, direct them to the CEO
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- 7. Essential questions AmI willing to invest the time to create common voice for our Board and a clear sense of strategy? Am I willing to work with the Board to focus on our roles? Am I willing to delegate to staff the means of implementation? Am I willing to avoid micromanagement and administration?• And I willing to be fair, consistent and constructive in feedback to the CEO? Thank you to Dr. Ken Haycock for these, & for teaching me about Boards
- 8. Essential questions CanI acknowledge that the CEO directs the staff, not the Board? Am I willing to invest the time in planning meetings to ensure success? [generate items; develop criteria; apply criteria] Am I willing to invest in improvement? [feedback; retreats; process observer] Am I willing to model the behaviors that the Board values? [consensus building? starting/finishing on time? moving the agenda forward?] Am I willing to invest my time in improving the public standing of the Library? Developing meaningful, effective relationships with council and the Town? Thank you to Dr. Ken Haycock for these, & for teaching me about Boards
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- 10. Strategy • Doesn’t happen overnight • Buildgenerative or strategic issue discussions into every agenda
- 11. What’s an issue foryour strategy?
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- 20. “Rowing is theonly activity in which people can sit on their backsides, look backwards & still make progress.” Ken Haycock
- 21. Public Standing & Ethical Integrity • Financials • Council &City Relationships • Library Positive Positioning • Board Recruitment & Succession Planning
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