1. GOVERNANCE and Board Leadership
PHILANTHROPY DAY

2. POWER OF NETWORKING
RECRUITMENT

3. Board Criteria ID Characteristics (skills, talent, ethnic, etc.)
Passion for mission
Testing – follow-thru, value, time commitment
Financial stake in the game
# Boards

4. THE FIRST MEETING Initial conversation – explore interests
RECRUITING
THE FIRST MEETING
Initial conversation – explore interests
Research – Resume, Philanthropy, etc.
Exploratory Only
Clarify Process
Review Expectations of all Board Members
ID a “good fit” or not

5. EXPECTATIONS Job Descriptions Confidentiality of Board Deliberations
RECRUITING
EXPECTATIONS
Job Descriptions
Confidentiality of Board Deliberations
Board speaks as one, even if we do not all agree
Taking on a fiduciary role
Committee of the Board
Attendance at meetings
We expect to be in the top three of your philanthropic giving priorities.

6. MATERIALS FOR ONBOARDING A NEW TRUSTEE
Recent Financial Statements
Recent Accomplishments of the Organization
Current and Future Risks the Organization Faces
Strategic Plan of the Board
Board of Directors Manual
Attorney General Board Guidelines
Case for Support
Touch and Feel the Program

7. UNDERSTAND THE LIMITS OF BOARD MEMBERSHIP
ONBOARDING
UNDERSTAND THE LIMITS OF BOARD MEMBERSHIP
Make sure new Board members understand that the Board has only one Employee and that is the Executive Director or CEO of the organization.
Example: a key Employee is concerned about the direction of the organization and calls a new Board member to discuss her “issues” with her boss.
Getting involved in the day to day is not the purpose of a Board member.
Utilize Board Chair

8. POWER OF PEOPLE
FUNDRAISING

9. TRUSTEES RESPONSIBILITY
FUNDRAISING
TRUSTEES RESPONSIBILITY
Give, Get, or Get Out
100% Participation is key
If the organization is not raising enough money – it is the Board’s problem
High functioning Boards have 2-5 strong fundraisers per year

10. Development committees
Purpose
Approve annual development plans
Work with staff to guide
Raise money
Liaison to Board
Events

11. WHAT MAKES AN EFFECTIVE FUNDRAISER?
FUNDRAISING
WHAT MAKES AN EFFECTIVE FUNDRAISER?
Ability to Give — effectiveness starts with the peer ask
Large Circle of Contacts
Walks in Many Worlds
Comfortable with People/Puts Others at Ease
Passion for the Cause
Not Afraid to Ask
Be Relentless

12. “A NO IS JUST A STOP ALONG THE WAY TO YES."
FUNDRAISING
“A NO IS JUST A STOP ALONG THE WAY TO YES."
Fundraising 101

13. POWER OF ORGANIZATION
GOOD GOVERNANCE

14. Board Board succession planning Term Limits Leadership Transition
Emeritus engagement
Advisory Boards
Unsuccessful Board Members

15. COMMITTEE SYSTEM Recruit Strong Committee Chairs
GOVERNANCE
COMMITTEE SYSTEM
Recruit Strong Committee Chairs
Create Clear Goals for Committees
Limit Committee Reporting in Board Meetings
Written Reports in Advance
Save Time for Strategic Thinking with the whole Board
Executive Committees are a double edged sword

16. EFFECTIVE MEETINGS Well-Constructed Agenda
GOVERNANCE
EFFECTIVE MEETINGS
Well-Constructed Agenda
Governance over daily operation
Be respectful of everyone’s time
Board Chair must move the conversation along
Difficult Topics can be broached by asking everyone to lend an opinion
Be careful of “Group Think” - reward outliers
Break Bread Together

17. THREE TYPES OF BOARD DISCUSSION
GOVERNANCE
THREE TYPES OF BOARD DISCUSSION
Fiduciary
Strategic
Generative

18. GENERATIVE THINKING Who are we? What problem are we solving?
GOVERNANCE
GENERATIVE THINKING
Who are we?
What problem are we solving?
Are we solving this problem in the best way possible?
Are we the best at solving this problem?
How can we be better?
Credit to “Governance as Leadership: Reframing the Work of Nonprofit Boards” by Richard Chait, William Ryan, and Barbara Taylor

19. GENERATIVE THINKING
WHAT QUESTION THAT IS NOW UNDISCUSSED OR UN-DISCUSSABLE WOULD YOU TALK TO THE ED OR BOARD CHAIR ABOUT?
Bill Ryan,
Author of “GOVERNANCE AS LEADERSHIP”

20. Thank You