CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 1 Board of Directors Identifying Key Roles and Responsibilities in Board to Foster Sustainable Long Term Growth BUSN610 – Organizational Behavior Randy Stenger, David Stanley, Patty Lester, Adam Klecker October 14, 2011

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 2 Agenda Organizational Overview Board of Directors Current Challenges Recommendations Discussion

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 3 HealthFinders provides quality, accessible, and culturally appropriate healthcare services, at no cost, to low-income and uninsured residents of greater Rice County Largely serves immigrants and refugees Partners with many local area hospitals, clinics, pharmacies to provide care and medication Primarily volunteer based, with a small staff Main contact: Charlie Mandile Executive Director Overview of HealthFinders Collaborative

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 4 Most board members are health care professionals with various skill sets and experience Board expansion is desirable, but finding volunteers who can put in the time and effort can be a challenge Board would ideally be balanced between the two largest communities HealthFinders serves – Fairbault and Northfield Board Overview

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 5 Current board consists of members, with typical membership between members Imbalance regarding experience and skill sets Lack of member succession plan Board lacks an outline of what skill sets, experience, and connections it would like to have on staff Board lacks goals on what it would like to accomplish Board lacks clear directions in running meetings, agendas, and leadership amongst members Board Challenges

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 6 Recommendations Perform Board Assessments Start Development Meetings Support Change Through ADKAR Create Board Development Plan

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 7 Board Assessment –Benchmarks and assesses perceived weakness and strengths –Suggest performing bi-annually (2 yrs) to monitor perception and reality. Annually there after. –Outcome of assessment will identify: Gaps in roles and responsibilities (Structural Frame) Gaps in goals and objectives (Structural Frame) Gaps in support and development (HR Frame) Gap in networks and credibility (Political Frame) Gaps in perception within the organization and the community (Symbolic Frame)

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 8 Board Assessment Example United Way Checklist of Nonprofit Organizational Indicators, Edited by: Carter McNamara, MBA, PhD Cite:

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 9 Board Assessment –Identify key areas of interest/concern Goals, roles, responsibilities, training, network, etc –Hold individual interviews with Board members –Explore Hanna’s OP Model questions – What are you objectives? To establish how the Board views there role and responsibilities to the organization – What helps you achieve these objectives? Establishes individual strengths that could be capitalized on – What prevents you from accomplishing these objectives? Identifies where potential flaws exist in the support of the organization. –Always keep the Board involved Summarize key findings with Board. Create development meetings

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 10 Development Meetings Hold separate development meetings from general monthly meetings Development meetings consist of: –Review and discussion about assessment –Allow for dialogue to address concerns or misunderstandings –Focus on developmental areas or concern –Build shared goals and objectives –Create shared performance metrics –Agree on performance review times –Create expectations for board members around commitment

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 11 Setting Board’s Goals Board is responsible for guiding HealthFinders through transition Board’s objectives should incorporate elements of ADKAR model: –Create Awareness: Communicate why change is necessary “In order to provide health care to all in our community that need it (Vision) more services/capacity is necessary” –Promote Desire: Why should individuals in organization want to change? “Allows us to serve more of our community” “We have a growing base of those in need; without expansion, the numbers of those who go without healthcare increases.” –Facilitate Knowledge: Identify the skills/expertise your employees/volunteers need to succeed in transition Training?

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 12 Board Goals Cont. –Ability: Considering necessary skill requirements, assess the organization’s ability to perform these tasks Are there knowledge gaps that can be filled through new volunteers or hires? Are there individuals who excel in ability that can train other employees? Do current or oncoming Board member have the necessary time to commit? Does each Board member understand the duties required to serve on the Board, and do they possess those skills? Can HealthFinders communicate this during recruitment? –Reinforce the change: Determine how the Board will provide ongoing support to the organization to make sure the change takes root How will the success of HealthFinders be measured? How will the board measure itself (assessment)? Are appropriate incentives in place to drive desired behaviors like fundraising? How will you keep the goals top of mind to the organization? Additional Resources:

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 13 New Board Members – Attributes A successful transition will require a strong board that can effectively lead change. Assessment and introspection should identify areas where the current Board is potentially underrepresented in Change Leadership abilities Bethel 4R Model Provides Framework for Transformational Leaders through the “Roles” Definition –Direction Setter Understands customer needs, the organization, and the solution Can define where organization needs to go Effectively lays out plans to get there

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 14 Attributes Cont. –Change Agent Monitors how organization is performing in relation to change Identifies gaps in terms of what needs to be done Looks forward to what will be needed to sustain change –Coach Identifies those who need help Helps individuals become more effective Develops talent for future board members/employees/volunteers Prepares organization –Spokesperson In touch with “customers” – what are they saying? Handles customer objections Responsible for communicating Vision internally and to community/customers/donors

CONFIDENTIAL – NOT FOR REDISTRIBUTIONfilename 15 Summary Recommendations –Board Assessment –Implementation of Developmental Meetings –ADKAR model incorporated into Board’s goal setting process –Important attributes/skill sets for new members Questions