BUILDING AN EXCEPTIONAL BOARD: F INDING, R ECRUITING & R ETAINING S TRONG L EADERS 2015 T EXAS CASA...
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Transcript of BUILDING AN EXCEPTIONAL BOARD: F INDING, R ECRUITING & R ETAINING S TRONG L EADERS 2015 T EXAS CASA...
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?