1. Recruiting and Training a High Performing Board Frank Martinelli The Center for Public Skills Training

2. Critical Governance Issues Alliances, partnerships and strategic restructuring Board and staff leadership succession planning Assuring financial sustainability Measuring mission impact Advocacy and public policy work

3. “High Performing” – What’s That? 3

4. The Difference Between “Responsible” and “Exceptional” Boards BoardSource 4

5. 5 “Responsible” Boards Capable and dutiful in carrying out its responsibilities. Understands its fiduciary obligations. Approves strategic plans and budgets. Regularly reviews financial statements. Evaluates the chief executive annually. Participates in fundraising.

6. 6 “Exceptional” Boards Operates on a higher level -- “more” and “different.” Members give more and differently: Time spent more wisely Skills, assets and social networks better leveraged and more strategically deployed. Measure organizational impact Evaluate their own performance Discuss and debate issues Engage in strategic and generative work Open doors and make strategic connections.

7. Governance Models 7 Foundation for Recruitment and Training

8. McKinsey & Company The Dynamic Board 8

9. 3 Key Roles Encompassing Nine Detailed Responsibilities Shape the mission and vision Engage actively in strategic decision making and policy decisions Select, evaluate, develop the CEO/ Executive Director Ensure adequate financial resources Provide expertise and access Enhance reputation of organization Oversee financial and risk management Monitor performance & ensure accountability Improve board performance Shape mission & strategic direction Monitor & improve performance Ensure leadership & resources

10. Richard Chait, William Ryan & Barbara Taylor Governance As Leadership 10

11. 3 Modes of Governance Fiduciary Mode -- key questions "How are we doing to date?" “Are we in compliance?” Anything wrong? Strategic Mode -- key questions "What should we be doing?” "Where are we going?“ What’s the plan? Generative Mode -- key questions “What are the new possibilities?” “What’s coming next?” What’s the new question? 11

12. 3 Modes re: The Audit... Fiduciary Mode – a key question “Did we get a clean audit?“ OR “What can we learn from the audit?” Strategic Mode – a key question “Does the audit pinpoint any issues that are strategic in nature?” Generative Mode – a key question “Does the audit hint at any emerging developments that could significantly challenge our enterprise model or financial condition long term”? 12

13. The Center for Public Skills Training Visionary Board Leadership 13

14. Visionary Board Leadership Visionary and future-focused Entrepreneurial spirit Risk-takers Strategic decision makers Effective communicators Systems thinkers Partnership and alliance builders Diverse 14

15. GLA Capacity Building Assessment What Effective Recruitment and Training Look Like 15

16. Board Size, Composition and Diversity LEVEL 1: Clear need for capacity LEVEL 2: Basic level of capacity in place LEVEL 3: Moderate level of capacity in place LEVEL 4: High level of capacity in place Board membership with limited diversity of fields of practice and expertise; drawn from a narrow spectrum of the organization's constituencies (community, nonprofit, academia, for-profit, government, etc.). The board is not diverse in terms of ethnic/racial makeup and other critical demographic factors reflecting the mission. Board either too small, creating heavy work for members or inadequate coverage of key responsibilities, or too large to form cohesive group. Some diversity in fields of practice; board membership represents a few different constituencies of the organization (nonprofit, academia, for-profit, government, etc.). The board has some diversity in terms of ethnic/racial makeup and other critical demographic factors that reflect the mission. Board has an informal plan to expand this diversity. Board size is largely result of past decisions; imbalances exist in workload and/or coverage of board roles. Good diversity in fields of practice and expertise; board membership represents most of the organization's constituencies (nonprofit, academia, for-profit, government, etc.). The board has good diversity in terms of ethnic/racial makeup and other critical factors that reflect the mission. A formal plan is underway to expand this diversity. Board size for most part adequately meets the board’s needs. Board membership with broad variety of fields of practice and expertise, and drawn from the full spectrum of the organization's constituencies (nonprofit, academia, for-profit, government, etc.). The board is diverse in terms of ethnic/racial makeup and other critical demographic factors that reflect the mission. The board has a continuing action plan to maintain diversity. Board discusses issue of size explicitly and directors widely believe the current size adequately balances coverage of roles, cohesiveness among members, and workload. 16

17. Board Recruitment, Training & Development LEVEL 1: Clear need for capacity LEVEL 2: Basic level of capacity in place LEVEL 3: Moderate level of capacity in place LEVEL 4: High level of capacity in place No plans for board recruitment; board members randomly recruited. No formal training available for current board members and no new board member orientations. No process (formal or informal) in place to cultivate next generation of board leaders; same board members fill leadership positions year after year. There is an informal process for identifying and recruiting board members not necessarily based on the specific goals and needs of the board. Board training occurs 'on the job' rather than through any formal training sessions; Some formal training provided on an ad-hoc basis upon request; Limited orientation for new members. Next generation of leaders has yet to be identified by current leaders; burnout resulting from small group of the same board members responsible for most of the work. Board has and utilizes a formal process for the identification, recruitment and selection of board members based on its goals and needs and the organization's strategic priorities. Some formal training for all board members loosely based upon a curriculum; Orientation for new members occurs and is supported by written and online materials. Future leaders are identified and given opportunities to lead. New board leaders have the knowledge and skills needed to be successful in leadership roles that they take on or are elected to fill. Formal, ongoing board development process utilized, which includes identification, recruitment, selection, orientation, ongoing performance review, and recognition. All board members receive formal training; board training needs assessed annually and training plan and curriculum reviewed and refined annually; comprehensive orientation for all new board members occurs and is supported by written and online materials. Process in place to identify and develop future board leaders; committee assignments rotated to give members experience and opportunities to lead. 17

18. Key Features and Characteristics An Effective Recruitment and Training System 18

19. Key Features and Characteristics Formal ongoing board development process Process in place to identify and develop future leaders Rotation of committee assignments Board reflects full spectrum of constituencies Diverse in terms of critical demographic factors Continuing plan to maintain diversity Board size supports effective governance Comprehensive orientation for all new members All board members receive training 19

20. 20 Effective Recruitment and Training: Enablers

21. Enablers of Effective Recruitment and Training The governance committee Board development as leadership development Clearly defined roles and responsibilities Recruitment and training aligned with strategic plan Balancing diversity and commonality Bringing mental models to light

22. Leading the Effort The Governance Committee 22

23. Board Governance Committee Continuous focus on identifying, preparing and recruiting future board leaders. Plan board education including new member orientation, ongoing training and board retreats. Assess board, chair, individual directors, and board meetings. Annually review governance practices and recommend changes. 23

24. Recruitment as the First Step 24 Board Development as Leadership Development

25. A Leadership Development Process Nominations and recruitment -- the process of identifying the right individuals to meet the needs of the board helping them understand their roles and responsibilities, and convincing them to become part of the board. Orientation -- the steps taken to give new board directors the information they need to carry out their roles and responsibilities effectively. Training -- the regular, ongoing efforts to build new skills and knowledge among the existing board directors to enhance performance. 25

26. A Leadership Development Process Evaluation -- the annual task of evaluating individual board director performance as well as the effectiveness of the board as a whole. Recognition -- the ongoing process of recognizing the work and accomplishments of board directors to the work of the board and to the organization. 26

27. Clearly Defined Roles & Responsibilities

28. Clarity re: management and governance. Maintain clarity re: board policy and oversight functions. Written individual board and committee descriptions that are current. Ensure that current job description is in place for the executive director. 28

29. Attend all regular board meetings. Serve as an active committee member. Participate in fund development activities Support public policy agenda/initiatives. Prepare in advance for board policy and decision-making. Attend the annual board planning retreat. Board Member Job Description

30. 30 Recruitment Aligned with Strategic Plan Actively Managed Board Composition

31. Recruitment Aligned with Strategic Plan Review the strategic plan. Identify the skills, knowledge and relationships needed by the board to advance the strategic plan. Set clear recruiting priorities. 31

32. 32 Diversity and Commonality Achieving a Balance

33. Diversity in Recruitment Diversity in demographics Diversity in linkages to different communities and groups Diversity in expertise Diversity in thinking 33

34. Commonality in Recruitment In board members’ belief in the YWCA’s mission and core values In board members’ depth of commitment In terms of focus on strategic work of the board 34

35. The Effect of Mental Models 35 Why Can’t We Recruit Young Leaders to Our Board?

36. 36

37. Steps of the Recruitment Process

38. Recruitment Process Step 1. Establish a Board Governance Committee Step 2. Preparation for Active Board Director Recruitment. Step 3. Develop a Profile of the Current Board Leading to Recruiting Priorities 38

39. Recruitment Process Step 4. Develop an Initial List of Prospective Board Directors Step 5. First Round of Personal Contact with Top Recruiting Prospects Step 6. Scheduling and Conducting Orientation Sessions With Prospective Board Directors Step 7. Selection/Appointment of New Members to the Board. 39

40. Where Do We Find New Board Members? The more specific the criteria, the easier to identify potential candidates. Think outside the box, approach professional organizations Look to people who have already shown an interest in the work of the organization Organize events that are designed to introduce the work of the organization. Utilize board matching services 40

41. Engaging New Members New members must be welcomed and oriented to its culture Provide each new board members with a clear roles and assignments Bring new board members into the board conversation Provide board mentors as option Check in periodically with new board members. 41

42. 42 What Other Recruitment Tools and Techniques Have Worked for You?

43. A Method to Recruit 3 to 5 New Board Members in the Next Six Months Using the Blue Ribbon Nominating Committee for Your Board 43

44. 1. Identify about 25 potential Blue Ribbon Committee members. 2. Invite them to participate on the Blue Ribbon Nominating Committee. Meeting once for one and a half hours Free breakfast or lunch 3. At the meeting... Brief update on organization’s “critical path” Be clear on what you need board members to do Ask each member to nominate 3 to 5 prospects Steps of the Process 44

45. 4. After the meeting... Sift through the 30 – 50 nominations received Select the first names to call 5. Make the calls “Emily, I’m calling because Sally Carlson suggested you for our Board of Directors…” Face-to-face meetings with interested individuals Steps of the Process 45

46. New board members ready to bring onto the board now or in the future. Leadership contacts for committees, workgroups and special projects. Deepened relationships with the connectors in your community. Building a foundation for your board leader talent pipeline. Convene new Blue Ribbon Nominating Committees in the future. Building on the Results 46

47. Building a Board Leadership Talent Pipeline Board Leader Succession Planning: Part of the Recruitment System

48. Succession Planning is the use of a planned program to ensure that board leaders are developed to successfully replace board leaders whenever needed to carry out the mission, vision and goals of your organization. What is Board Leadership Succession Planning?

49. Key Leader Position Incumbents Potential Successors Chair Chair Elect Treasurer Secretary Chair, Executive Committee Chair, Governance Committee Chair, Finance and Risk Management Committee Chair, Audit Committee

50. Succession Grid Example Position Current Leader 2015 Projection 2016 Projection 2017 Projection President Vice President Treasurer Secretary Committee Chair

51. Board Training and Orientation

52. Board Orientation & Training Timetable During The Recruitment Stage (Before election or appointment) New Member Orientation (Immediately upon the election or appointment) Early Service (During the first three months of the new board directors’ tenure): Ongoing Training (Training and support on an ongoing basis for current and new board directors) 52

53. Orientation Purpose Three intertwining objectives: Inform new Board members about the organization and its programs Communicate performance expectations for board members Engage new members into the Board’s work as quickly as possible 53

54. Topics for Orientation Programs and strategic direction Clients and constituencies Financial condition Structure of the Board of Directors Individual Board members’ responsibilities Board’s relationship to the staff Personal interest in serving on the Board 54

55. Just-in-time Board Orientation An advance program of orientation and training to prepare prospective/new board members to hit the ground running. Focus on the strategic plan. Speed up the learning curve. Increase confidence and productivity of new board members. 55

56. Key Resource for Recruitment. Orientation and Training The Board Director Manual 56

57. The Board Director Manual Legal documents (Articles of Incorporation, Bylaws) Program and Services Overview Board policies Board biographies Prior year’s annual audit Budget Annual report Strategic plan Fundraising case statement Staff information Information on committees and committee assignments Calendar of activities, board meeting schedule, special events, etc. 57

58. Ongoing Board Education & Training Incorporate training into board meetings. Mini seminars. Study groups. Committee rotation. Publications and conferences. Online resources Peer education. Direct interaction with customers and constituents. 58

59. Incorporate Mobile Learning Strategies 59

60. Foremost Issues Worksheet Training Needs Assessment 60

61. Foremost Issues Worksheet Foremost strategic issues and challenges that the organization will need to address over the 1-3 years What roles would be appropriate for the board to play in addressing each issue listed in Column 1? Clarify the board's need for education and information re: this issue. (To make good decisions what skills and new knowledge will the board need?) What resources can the Board access to help address this issue? 61

62. What Other Training Tools and Techniques Have Worked for You? 62

63. Applying Workshop Learning Designing a More Effective Recruitment and Training Process 63

64. Designing a More Effective Board Recruitment and Training Process Reflect alone or with others from your YWCA … Which of the tools hold the greatest promise for helping you redesign your board recruitment and training process What are some first steps to initiate use of selected tools and processes backhome? 64

65. A Starter List Resources 65

66. Resources: A Starter List BoardSource – www.boardsource.org Recruiting a Stronger Board: A BoardSource Toolkit Getting On Board With Effective Orientation: A BoardSource Toolkit Board Development Resources – The Center for Public Skills Training– www.createthefuture.com/past_articles.htm 66

67. For More Information Frank Martinelli The Center for Public Skills Training frank@createthefuture.com 67