Presentation on theme: "The Board – Executive Partnership: Essential for Success"— Presentation transcript:
1The Board – Executive Partnership: Essential for Success We are at a time of tremendous challenge and change. Now more than ever we need the combined talents of our volunteers and paid executive staff to create energy for solutions to insure our survival.
2The Board – Executive Partnership: Essential for Success Invest in the relationship with each otherSetting goals with each otherCommunicating regularly with each otherRequiring accountability of each otherCoaching and feedback with one anotherRewarding for job well done with each other“We will only get out of a relationship what we put into it” This is true of any human relationship or partnership. To establish trust, meaningful interpersonal understanding, we need to get to know one another and spend time with each other.
3Invest in the relationship to build trust Meeting regularly with executive to build a atmosphere of support and teamwork.Listening and support are important elements of trust on both parties.Establish an atmosphere of openness and sharing that results in learning.What if trust is broken?An hour or two each month for a board member to get involved in the organization would help them to better understand the programs and services. The board might even consider “rules of conduct” for the board meeting to insure that healthy dialogue takes place and the environment is safe for people to speak openly.
4Plan together and agree upon strategic goals Are these the goals that will make the organization stronger for the future?Are these goals measureable?Tie goals to agenda.What are the boards goals?Strategic planning is one of the three major responsibilities of the board. The board and the executive should spend significant time planning, monitoring the plan and adjusting the plan as new information because available. The board should establish it’s own goals to improve it’s performance over time.
5Communicate and spend time together Board should get involved to understand the program of serviceExecutive should establish a regular short informative tool for boardPackets for board should contain “knowledge” and not “data”Encourage questions and reflectionIn any healthy relationship, good open communication is at the core. Communication can be made difficult by too much information, so there has to be a balance between providing “analysis or knowledge” from the data.
6Hold each other accountable Require management to have systems of accountability for all departmentsExecutive and Board Chair holding board members accountable for attendance, chairing task forces, fulfilling their responsibilitiesHow do you know if you are meeting these goals:Mission EffectivenessFinancial SolvencyResident SatisfactionEmployee SatisfactionBuilding and Equipment ReplacementFund Raising EffectivenessSocial AccountabilityWhile the board should hold the executive accountable for performance on timelines, and other goals the board chair should hold board members accountable for their attendance and fulfilling their responsbilities also.
7Coaching and feedback: Don’t wait until end of year Everyone wants and needs feedbackAgree upon a coaching and feedback process with ExecutiveKeep process focused on business goals and outcomesFeedback can be formal or informal. Reach a common agreement upon the process with the Executive. Document the process and report the process and results to the full board on a regular basis.
8Rewarding for a job well done Establish agreed upon salary increases or bonuses before handGather comparative benchmarking data regularlyMake goals measureableCelebrating your achievementsDocument clearly the guidelines established. Share the full report with the board on an annual basis. Review with an accountant or lawyer to comply with IRS compensation guidelines for nonprofits.
9Board should plan and evaluate self Spend time establishing your own social capitalApprove an annual set of plans and goalsReflect and evaluate your performanceEstablish appropriate thank you’s for board contributions.Studies have shown that there is a correlation between the success of the organization and the chemistry and fellowship among the board members. The Executive should take a strong role in helping to provide the staff support for the board to encourage these activities and work with the board to find ways of recognizing board members for their contributions of time and money.