BUILDING AN EXCEPTIONAL BOARD: FINDING, RECRUITING & RETAINING

STRONG LEADERS

2015 TEXAS CASA CONFERENCEANGELA BARRAZA, CFRE

NOVEMBER 5, 2015

WELCOMEI’M GLAD YOU’RE HERE!

GROUND RULES

Cell Phones on Silent

Interaction & Participation – lots!

Breaks – scheduled (3:00) & unscheduled

Moving Around

Questions

LEARNING OBJECTIVES

Identify the strengths and talents of current Board, and key areas for growth

Gain tangible, customizable tools to identify and engage potential volunteer leaders

Develop a formalized process for board development

Walk away with clear next steps for immediate implementation

What OTHER GOALS do you have for today?

AGENDA

1. Board Basics

2. Board Gut Check

3. Board Development Cycle

4. Implementation: Building the Plan

5. Questions & Wrap-Up

AN EXCEPTIONAL BOARD

What does that mean to you?

What would that look like during a meeting?

How does that feel?

BOARD BASICS

THANK YOU!

Your CASA program couldn’t exist without a Board

YOU are volunteers!

YOU are the FACE of CASA in your community

YOU give your time, money, passion, expertise to give abused and neglected children a VOICE in our community!

NONPROFIT BOARD – 3 MAIN RESPONSIBILITIES

Set Strategic Direction

Ensure Resources

Provide Oversight

MEMBERS OF THE BOARD SHOULD BE …

Present – Attend meetings and important functions

Informed – Not afraid to ask questions

Active – Serve on a committee or task force

Donors – Set a personal example

Advocates – Unified “voices” in the community

Accountable – To the community & each other

BOARD GIVING… A NON-NEGOTIABLE

Litmus – Are you prepared to lead if you’re not

prepared to invest?

Commitment – “Do you have 100% board giving?

If so, how much?”

Karma – It’s easier to raise money if you give it

yourself

BOARD BASICS – POP QUIZ!

For each, select if it’s the responsibility of the Board, ED, or Both

1. Set strategic direction – mission, vision, long-term goals

2. Develop, evaluate & improve program to meet mission/goals

3. Make and update policy – bylaws, personnel, financial

4. Develop fundraising plan and secure funds

5. Prepare budget, financial reports, and monitor daily spending

6. Approve budget, hire auditor, and monitor big picture

7. Hire, manage, provide training, and evaluate ED

8. Hire, manage, and evaluate paid staff

9. Recruit, train, and evaluate performance of Board

ROLES & RESPONSIBILITIES

BOARD OF DIRECTORS EXECUTIVE DIRECTOR

Set strategic direction – mission, vision, long-term goals

Develop, evaluate, and improve program to meet mission / goals

Make and update policy – bylaws, personnel, financial

Provide background info and adhere to policy

Develop fundraising plan and secure funds

Develop fundraising plan and secure funds

Approve budget, hire auditor, and monitor big picture

Prepare budget, reports, and monitor daily spending

Hire, manage, provide training, and evaluate ED

Hire, manage, provide training, and evaluate paid staff

Recruit, train, and evaluate performance of Board

Provide support to Board – recruitment, meetings, etc.

PROVIDE OVERSIGHT DAY-TO-DAY OPERATIONS

BOARD LIFE CYCLES

Organizing

• Volunteer leaders acting as additional staff• Very involved in day-to-day activities

Governing

• Working with staff, focused on operational issues• Oversight, governance, and management are a major

focus

Mature

• Work centers on strategic and long-term planning and visioning

• Fundraising is a major role and responsibility

FUTURE REQUIREMENTS OF NONPROFITS

Increased Effectiveness

Outcomes and Results

Better Efficiency

Money, Time and Energy

More Accountability

Trustworthiness

© 2013 BoardSource

BOARD GUT CHECK

ED→ Is Displacing

Board

GOVERNANCE ASOBSERVATION

ED→ Is In Constructive

Partnership with Board

GOVERNANCE ASLEADERSHIP

ED→ Is Going Through

the Motions with

Board

GOVERNANCE ASATTENDANCE

ED→ Is Displaced by

Board

GOVERNANCE AS

MICROMANAGEMENT© 2013 BoardSource, Richard Chair, et.al, “Governance as

Leadership”

TYPES OF BOARD & ED ENGAGEMENT

ED

En

gag

em

en

t

Board Engagement

WHERE IS YOUR BOARD NOW?

What is your Board’s greatest strength?

What are your challenge areas?

What is one change you would like to see in Board operation and/or involvement?

COMMON BOARD CHALLENGES

Disengagement & Apathy

Poor Attendance

Rubber Stamping

Poor Board Giving

Constant Conflict

ED turnover

ACCOUNTABILITY

Boards are responsible for managing themselves

Board President and Exec Comm must set an

example and take ownership of holding others to high

standards

If necessary, consider this an opportunity to refresh

and refocus

Can boost morale and engagement

“A good board is a

VICTORY,

not a gift.”

- Cyril O. HouleGoverning Boards

BOARD DEVELOPMENTCYCLE

WHOSE RESPONSIBILITY?

Full Board

Governance Committee (aka Nominations, Board Development, etc.)

Staff – ED should be involved!

GOVERNANCE COMMITTEE – SHORT JOB DESCRIPTION Lead board recruitment and orientation efforts

Ensure ongoing board development and education

Help clarify board roles and responsibilities

Evaluate board effectiveness

Plan for board continuity and renewal, including succession planning and nominations

BOARD DEVELOPMENTCYCLE #1

Evaluate

#2Identify

#3Recruit & Cultivate

#4Orient & Involve

#5Educate

Appreciate & Celebrate

#1Evaluat

e

#2Identify

#3Recruit & Cultivate

#4Orient & Involve

#5Educate

Appreciate & Celebrate

EVALUATE CURRENT PRACTICES & STRUCTURE Board Meetings

Committees

Bylaws and Policies

Materials

Board Job Description and Application

Committee Job Descriptions

EVALUATE CURRENT BOARD

Whole board AND individual members

Engage the board in assessing its own performance

Schedule it to happen annually

Should include how the board and ED work as a team

What should the Board improve upon over the next 1-2 years?

WHERE ARE YOU NOW? Yes NoNot Sure

Do I understand and support the mission of CASA?

Am I knowledgeable about CASA’s programs and services?

Do I follow trends and important developments related to CASA?

Do I give a significant annual gift to CASA?

Do I read and understand CASA’s financial statements?

Do I have a good working relationship with the Executive Director?

INDIVIDUAL MEMBER SELF-EVALUATION SAMPLE

WHERE ARE YOU NOW? Yes NoNot Sure

Am I actively involved in raising money for CASA?

Do I recommend individuals for service to this Board?

Do I prepare for and participate regularly in Board and committee meetings?

Am I comfortable telling people I know about CASA?

Do I attend CASA’s special events?

Do I find serving on the board to be a satisfying and rewarding experience?

Adapted from The Board Building Cycle, BoardSource

Anonymity will provide best results

Free downloadable, customizable templates:

Dalhousie University College of Continuing Ed - http://

bit.ly/1l5oaYM

Evangelical Council for Financial Accountability - http://

www.ecfa.org/Content/TopicBoardSelfEval

WHOLE BOARD EVALUATION

EVALUATION – OPPORTUNITY TO REJUVENATE

Enforce term limits (for members and officers)

Develop new leadership

Do not automatically re-elect

Have difficult conversations with members who are

not attending or fulfilling their responsibilities

#1Evaluate

#2Identif

y

#3Recruit & Cultivate

#4Orient & Involve

#5Educate

Appreciate & Celebrate

IDENTIFY BOARD NEEDS

Board Matrix

Current Members - Term Limits? End Dates?

Identify Board needs

What do we have? What do we need?

TEMPLATE PROVIDED:

Board Matrix

IDENTIFY BOARD PROSPECTS

Goal: DIVERSITY in ALL aspects!

Skills, Knowledge, Perspectives, Connections

Age, Gender, Ethnicity

How do we find these individuals with desired characteristics?

Use a nomination form

NOMINATION FORMS

Similar to Board Application (except no agreement and signature)

Include Nominator’s name and date

Prospect’s name, best phone and email

All categories from Board Matrix (best guess)

Other past or current board experience

Notes - why this person is being nominated

IDEAL CHARACTERISTICS FOR EVERY BOARD MEMBER Integrity

Independence

Mature Confidence

Corporate Manners

A Sense of Context

Courage

Commitment Source: Howard Berman, Making a Difference

#1Evaluate

#2Identify

#3Recruit

& Cultiva

te

#4Orient & Involve

#5Educate

Appreciate& Celebrate

CULTIVATE & RECRUIT

It’s at least a TWO step!

Just because they’re nominated, doesn’t mean they’re on the board

Do not propose on first date

ALWAYS involve staff and at least one other Board Member

CULTIVATE – FIRST MEETING

Face-to-Face

Include the Nominator with ED and other Board member

Mutual discovery - LOTS of questions & listening

Chance to get to know CASA (staff, business, vision)

Job Description, Annual Report, Budget, Board Roster

Invite questions and concerns

Follow up with “Mission in Action”

CULTIVATE – QUESTIONS FOR THEM

GOAL: Determine interest, fit, and availability

What other nonprofits are you involved in?

What causes are you most passionate about?

Have you ever served on a nonprofit board before? What was your experience like?

Would you be willing to share your knowledge/ skills / experience in ____ with us?

What questions do you have about CASA?

CULTIVATE – QUESTIONS TO EXPECT

What is the organization’s most pressing needs?

What are the board’s strengths and weaknesses?

What is your funding model?

Is the Board expected to be involved in fundraising? Give or get requirement?

What’s the time commitment?

Why me?

RECRUIT – “THE ASK”

Be upfront about intentions

ED and Board President (or Governance Chair)… ideally not the Nominator

Describe why THEY are specifically wanted & needed

Don’t sell yourself short - expectations and responsibilities

ASK! (but don’t expect a quick response)

Board Member Application &/or Background Check

Evaluate

Identify

Recruit &

Cultivate

Orient &

Involve

Educate

Appreciate& Celebrate

ORIENT & INVOLVE

After the vote… immediately WELCOME!

“On Boarding” Process

Ongoing learning process – NOT one and done

Questions ALWAYS welcome

Allow for Relationship Building (not just with ED)

What would you like to have known when you first joined the CASA Board?

ORIENTATION

Staff & Board Together

Invite current members (require certain ones)

Allow time – at least 1-2 hours

Review the “must know’s”

Org - History, Programs, Finances, Bylaws, Partnerships

Board – Board Roster w/ Contact Info, Most recent meeting minutes, Meeting Calendar, Committee Structure

INVOLVE

Consider assigning a Board Mentor (informal or formal)

Follow up after 1st and 2nd meetings to solicit feedback

ED to schedule one-on-one before/after 1st meeting

Invite onto a specific Committee or Task Force

Hold everyone accountable

Express appreciation

#1Evaluate

#2Identify

#3Recruit & Cultivate

#4Orient & Involve

#5Educat

e Appreciate& Celebrate

EDUCATE

Leadership development

Regular agenda item (10 min) and/or at Annual Retreat

Focus in on a specific topic

Mission, Services, Challenges, Bylaws, Financial Statements, Review Policies (Conflict of Interest, etc.), Legal, Fundraising

Encourage and support board development activities – seminars, webinars, and workshops

#1Evaluate

#2Identify

#3Recruit & Cultivate

#4Orient & Involve

#5Educate Appreciat

e& Celebrate

APPRECIATE & CELEBRATE

Key to Retaining Strong Leaders

THANK - your Board members are Volunteers

Not ALL business - allow for team building, humor

and a good laugh

Recognize progress and victories

Celebrate organizational accomplishments and

individual contributions (org & community)

IMPLEMENTATION:BUILDING THE PLAN

DRAFTING THE PLAN

Assign plan creation to a Committee – NOT just the ED

Build action steps into a Calendar

Assign responsibility by NAME for each Action Step

Align activities to Fiscal Year (ideally also board terms)

Work with other commitments in mind

Consider it a work in progress (goal not perfection)

TEMPLATE PROVIDED:

Board Development

Plan

IDEA HUNT

MISSION: obtain at least 3 new ideas that might strengthen your board

On the template provided, write down at least 2 more ideas

Take 3 minutes to work alone

Participants can NOT be at your table

Must talk to at least three people

Write down ideas you learned

BEFORE YOU BEGIN THE PLAN…

Do you have buy-in from the ED and Board President?

Do we have a working Governance Committee already?

If not, who will do this?

To increase buy-in with full Board, consider a Board

evaluation before the end of the year

Opportunity to “reboot” Board & boost engagement

GOAL SETTING

In the next two weeks, I will …

By Next Board Meeting, I will …

PLAN DEADLINE = ___________________________

“We should be taught not to wait for inspiration to start a thing. 

Action always generates inspiration. 

Inspiration seldom generates action.”

- Frank Tibolt

TAKE-AWAYS?

QUESTIONS?

THANK YOU!

ANGELA BARRAZA, CFREBEYOND THE MISSION CONSULTINGANGELA@BEYONDTHEMISSION.COM

512-423-3923