Presentation on theme: "Adapting Boards for a New Day"— Presentation transcript:
1 Adapting Boards for a New Day Kate Barr, Executive DirectorNonprofits Assistance Fund
2 Boards for a New Day Textbook boards Adaptive boards Defined structure & rolesPlanning and oversight roleSignificant reporting & monitoring activitiesRecruit for skills & contactsWho do you knowPriority on fundraisingExternal ambassadorAdaptive boardsEvolving structureEngagement roleActivities adapt to changing needs, delegate authorityRecruit for skills, relationships, and strategyPriority on sustainabilityExternal connector
3 GovernanceGovernance is how the board of directors and executive work together to ensure the success of the organization. Good governance is intentional
6 FoundationsBy-laws: membership, officers, term limitsLegal requirementsReporting and registrationHuman resourcesPolicies, including conflict of interest
7 Vision & MissionStated purpose of organizationVision for the futureShared valuesClear understanding of direction
8 PlanningStrategic view or planGoals and objectivesImplementation plans and actionsAnnual budgetProcess for setting prioritiesMethod for monitoring progress
9 Non-negotiable responsibilities Board FundamentalsNon-negotiable responsibilitiesMission and directionLegal responsibilities for reporting and complianceStewardship of resourcesHuman resource oversightDuty of CareDuty of LoyaltyDuty of Obedience
11 Relationships Boards are teams Executive Director to Board Board member to board memberStaff to board membersBoard chair to board membersBoard chair to Executive Director
12 What helps boards work well together? Common values, passion & commitmentConnection & informalitySystems & structureCommunicationsMutual respectGood leadership & facilitationClarity of rolesSupport from staff & EDSource: Coloring Outside the Box, Vanderwall & Benevides
13 Board – Executive Director Select and hire executive directorSet compensationClear expectationsRoles and authoritySupervise and developFeedback and performance review
15 10 Commitments for Board Chair/Executive Director relationship Both Hands on the Wheel10 Commitments for Board Chair/Executive Director relationshipKeep everyone focused on missionDefine & respect each other’s rolesAvoid territorial behaviorAdd “innovative’ valueHelp to make the board stronger
16 Board Chair/Executive Director 10 CommitmentsDevelop positive dynamic between staff and baordMake communications a priorityMaintain a united frontProtect and support one anotherKeep passions & emotions in check
17 Executive Director/staff wish list: Wish ListsExecutive Director/staff wish list:Other than money, what do you wish your board could provide?Board member wish list:What do you wish the Executive Director would do to engage you with the organization?
23 Board ProcessWho is on the board?Do we have the right people?Do they know their job?Is the board organized in a way that they can do their job well?
24 Do board meetings help achieve goals? Board calendarMeeting preparationBoard agendasExecutive sessionBoard retreats
25 CommitteesEach committee has a purposeStanding committeesExecutive committeesAd hoc task forcesCommittees with authorityCommittees and the board
26 Board ProcessDo all board meetings have meaningful discussion and/or actions?Are most board members present at and prepared for board meetings?Do board committees conduct activities that are vital to achieving mission and strategic goals?What would you do differently?
28 Board Member Satisfaction Why do board members serve?Commitment/interest in missionRelationshipsPersonal satisfaction and purposeEngaging board membersInspiring board membersWhose role is it to inspire and excite board members?
29 Board EvaluationRegular topic for discussionOpportunities for candid feedbackBoard sets goals for performanceAnnual evaluation of board performanceFormal board evaluation process
30 Five questions for every board Why are we here?How do we define success?How can this board be of most value to the organization?What behavior are we settling for?What five things should we track?Who else?What else?
31 The New Work of Boards Fiduciary Strategic Governance As Leadership GenerativeSource: Chait, Ryan & Taylor
32 FiduciaryControls and oversight What is wrong/right?
33 Fiduciary Mode Establish and assure mission focus Ensure legal complianceEnsure fiscal accountabilityHire and evaluate CEOOversee operationsMonitor resultsAdd value by connecting questions to mission, vision & values
34 StrategicDirection and goals What is the future of the organization and what is the plan?
35 Strategic Mode Scan internal & external environments Review, modify and assist strategic planningHelp develop resources and sustainable business modelAssess performance with critical success factorsAdd value by asking broad and forward thinking questions, open to new and different answers
36 GenerativeSense-making and problem framing What is the right question?
37 Generative Mode See current challenges in a new light Perceive “better” problems & opportunitiesDiscover strategies, priorities and realitiesTap intuition and creativityEncourage robust discourse, not quick consensusAdd value by building trust, taking risks, searching out and using new information & ideas
38 Boards in the Community Inside boards: focus on internal activities and goalsInstitutional boards: focus on reputation and fundraisingConnector boards: focus on boundary spanningNetworked boards: focused on interconnections
39 Boards for a New Day Textbook boards Adaptive boards Defined structure & rolesPlanning and oversight roleSignificant reporting & monitoring activitiesRecruit for skills & contactsWho do you knowPriority on fundraisingExternal ambassadorAdaptive boardsEvolving structureEngagement roleActivities adapt to changing needs, delegate authorityRecruit for skills, relationships, and strategyPriority on sustainabilityExternal connector