2013 cp conference pp-klb building and effective board cp conference 2013-1(3) (2)
24
Steps to Visioning a Board of Directors Strategic Planning Retreat Developed from ideas previously presented by Edgar Stoesz and Glenna Shepherd Kirk Lyman-Barner, Director The Fuller Center for Housing US Field Operations Covenant Partner Conference 2013 Developing an Effective Board
-
Upload
louis-green -
Category
Government & Nonprofit
-
view
778 -
download
4
Transcript of 2013 cp conference pp-klb building and effective board cp conference 2013-1(3) (2)
Steps to Visioning a Board of Directors Strategic Planning Retreat
Developed from ideas previously presented by Edgar Stoesz and Glenna Shepherd
Kirk Lyman-Barner, DirectorThe Fuller Center for Housing US Field Operations
Covenant Partner Conference 2013
Developing an Effective Board
OPENING CONVERSATIONS
Introductions – Describe Your Current Board and Committees
HOPES FOR OUR TIME TODAY•Identify covenant partner needs•Explore the idea of a strategic planning retreat•Be prepared to ask a facilitator to organize a board retreat•Develop measuring and follow-up tools•Other hopes?
MISSION STATEMENT The Fuller Center for Housing, faith-driven and Christ-centered, promotes collaborative and innovative partnerships with individuals and organizations in an unrelenting quest to provide adequate shelter for all people in need worldwide.
MISSION STATEMENT
Say it in your own words.
Say it in less than twenty words.
What is key? Essential? Engaging?
IDENTITY & MISSION: Your CPARTICULATING IT IN TWO SENTENCES
How do we see ourselves now?[Each participant write descriptive words on Post-Its]
Why do we want/need to change or develop our identity?
Who do we see ourselves becoming?
What makes us and our work distinctive?
DESCRIBING OUR CULTUREHow would you describe the overall culture of your covenant partner?
Is it hopeful? Stuck? Productive? Sedentary?
What are your cultural goals?What needs to shift to produce the culture that will support the mission?
ASSETS
As we think about organizing, building, and growing, what can we identify as our primary assets?
What encourages us?
What attracts others to our work?
IDENTITY GOALS & OBSTACLESWhat do we need to do to accomplish our goals?
Whose work is it?
What can we identify as obstacles that we need to navigate in order to accomplish our goals and live out our mission?
What needs to change to begin the transition?
TARGET DEVELOPMENT AREAS
ORGANIZATIONAL DEVELOPMENT
BOARD DEFINITIONS
BOARD RECRUITMENT
CREATING VISIBILITY IN CONGREGATIONS,COMMUNITY ORGANIZATIONS, & VIRTUALLY
TELLING THE STORY THE POWER AND FUNCTION OF STORY
OUR STORIES – BOTH ACTION & REFLECTION OF BOTH STRUGGLE & SUCCESS OF FAITH FORMATION
WHERE DO WE TELL THEM?
WITH WHAT HOPES?
Leadership Retreat
TELLING THE STORIESFOR BOARD DEVELOPMENT
Who are we looking for?
What stories would attract the people that we need to accomplish our work and inspire others?
Where might we find them?
POWER OF ATTRACTIONWhat is the best way to tell the story?Engaging in multiple ways/with multiple media
How do we target those we need to join us?
Doing the ask.
CREATING BELONGING & INVESTMENTInvestment in the mission and the organization
Formulating essential roles & job descriptions
Building community of leaders
Invested in development
MANAGING EXPECTATIONSGOVERNANCE VS. MANAGEMENT
BOARD CREATES POLICY
STAFF AND VOLUNTEERSCARRY OUT POLICY
PROGRAMS
POLICIES
CHAIR
E.D.
DELEGATINGSUB COMMITTEES:
FINANCERESOURCE DEVELOPMENTFAITH BUILDERS / CHURCHESFAMILY SELECTIONFAMILY SUPPORTSITE SELECTIONCONSTRUCTIONVOLUNTEER MANAGEMENTCOMMUNICATIONSNOMINATING
“IF YOU ARE DOING MORE THAN ONE JOB, YOU ARE DOING YOUR JOB AND SOMEONE ELSE’S.”
-GLENNA SHEPHERD
LEADING TO IMPLEMENT THE VISION
A Strategic PlanMaking the ContactsThe Players – People who can lead
Good People=Good Job DescriptionsThe Script
A TimelineRole of Chairs – Focus, Both Affirmation and Dissent Is
Heard.. “This I must say….”
STRATEGIC DEVELOPMENT PLAN
Strategies are always about choices.
About Focus and MessageAbout Media and Management
Strategies and Objectives that are SMARTSpecific / Measureable / Achievable / Realistic / Time-bound
SAMPLE EXERCISES IMAGINING
Using Mental Models
MENTAL MODELSChoose a project of The Fuller Center. Then ask, What is the purpose?
When did it begin?What were the assumptions or
understandings of the organization’s environment at the time?
Are these still valid today?
IDENTIFYING CHANGES
Crisis?Chance?Choice?
CREATING A MAP (MINISTRY ACTION PLAN)
FOR CHANGE
Mobilizing people Identifying key rolesA plan for each goalA proposed timeline
IDENTIFIABLE BARRIERS
Practical barriers
Commitment barriers
Financial barriers
Other
Additional Resources
