Managing Up Board Governance from the Staff Perspective © MAP for Nonprofits

Agenda Introductions Basic Board Responsibilities Organization (ED) Perspective How Boards and Staff work together Discussion © MAP for Nonprofits

Introductions Raise your hand if you are (you can be multiple): A staff member at a nonprofit Executive Directors Board members at a nonprofit Board Chairs © MAP for Nonprofits

Introductions Name Role (staff member, ED, Board Member) What words or phrases (negative or positive) come to mind when you hear the term “board of directors”? What brought you here today? © MAP for Nonprofits

Why Nonprofit Boards Exist “…ensure that organizations uphold the ‘public trust’ in their charitable purpose and remain worthy of the significant tax benefits…” “…required by law to be governed by a board of directors which acts on behalf of the general public, does not stand to gain financially from the charitable activities of the organization, and exists to provide prudent oversight of the overall operations and direction of the organization.” From “Executive Directors Guide: The Guide for Successful Nonprofit Management”, Third Sector New England, Linnell, Radosevich, Spack. © MAP for Nonprofits

*Concept developed by John Carver, Policy Governance® Model Community The Flow of Board Relationships © MAP for Nonprofits

*Concept developed by John Carver, Policy Governance® Model The Flow of Board Relationships Board © MAP for Nonprofits

*Concept developed by John Carver, Policy Governance® Model The Flow of Board Relationships Manage via Boundaries © MAP for Nonprofits

The Flow of Board Relationships *Concept developed by John Carver, Policy Governance® Model © MAP for Nonprofits

Board Member Responsibilities © MAP for Nonprofits

Lead Strategically The Board’s Work: Ensure strategic planning/thinking Monitor and evaluate programs, outcomes, impact and performance Require robust meetings © MAP for Nonprofits

Lead Strategically The Organization’s Work: Create a shared vision for the organization as a whole (Board and Staff) Discussion what’s changing in the external environment at each board meeting Engage the board in issues early Bring appropriate levels of discussion and action items to the board Set your strategies for shorter stretches © MAP for Nonprofits

Ensure Financial Stability The Board’s Work: Recruit people with financial skills to the board Ask for appropriate level of financial reports Recognize the importance of financial stability Lead strategically with respect to the financial portfolio Fulfill annual filing requirements Get an auditors perspective Be accountable and transparent to public © MAP for Nonprofits

Ensure Financial Stability The Organization’s Work: Offer questions for discussion corresponding to budgets and financial statements Think long-term as well as short-term Complete annual federal and state filing requirements Request, or even draft, financial policies Suggest that the board invest in an auditor Be accountable and transparent to constituents and public © MAP for Nonprofits

Be An Ambassador and Build Relationships The Board’s Work: Fundraising Determine how board members should participate in fundraising Work to be able to say 100% of our board supports the organization financially Cultivate relationships © MAP for Nonprofits

Be An Ambassador and Build Relationships The Organization’s Work: Fundraising Meet with individual board members to find out how they can participate in fundraising Utilize board members in fundraising Provide staff support for the board’s fundraising efforts Provide opportunities for the board to make financial contributions © MAP for Nonprofits

Be An Ambassador and Build Relationships The Board’s Work: Be An Ambassador Know your mission and key programs Tell a fresh success story about your organization wherever you go Introduce people to the organization Support existing strategic alliances and create new ones © MAP for Nonprofits

Be An Ambassador and Build Relationships The Organization’s Work: Be An Ambassador Provide success stories to board members Provide opportunities for the board to share those success stories Enlist board members in public relations Educate the board regarding your strategic alliances © MAP for Nonprofits

Supervise and Support the Executive Director The Board’s Work: Ensure timely and effective reviews The Executive Director and Board Chair role should work as a partnership Support the ED when difficult decisions need to be made Have a succession plan Manage search for new ED if needed Set the tone for the organization’s climate © MAP for Nonprofits

Supervise and Support the Executive Director The Organization's Work: Ask for an arrange for timely and effective reviews The Executive Director and Board Chair role should work as a partnership Give the board notice and input when it’s time to search for a new ED Arrange for times for the board and staff to get acquainted © MAP for Nonprofits

Ensure Healthy Governance The Board’s Work: Have an active Conflict of Interest Policy Seek diversity of composition, opinion, and style Analyze the board composition: What skills, talents, style, constituencies are needed? Develop a process for bringing people on to the board (and follow it) Annually discuss your board’s performance © MAP for Nonprofits

Ensure Healthy Governance The Organization’s Work: Remind the board to actively review and sign a Conflict of Interest policy Feed the board “Governance Best Practice” information Scout for potential board members and get them involved Be a partner in the on-boarding process of board members Suggest board development topics © MAP for Nonprofits

Discussion Do you and your board have the same expectations about roles and responsibilities in the organization? If not, where might more clarity be helpful? What ideas do you have for “Managing Up” or supporting your board? What the next step you’re going to take to implement that goal? © MAP for Nonprofits

Feel Free to Contact Us MAP for Nonprofits Jennifer Kramm Strategic Services Consultant © MAP for Nonprofits Thank you!