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Transcript of Center for Community Partnerships 2009 Board Development Conference Presented by Frank Martinelli...
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Center for Community Partnerships Center for Community Partnerships 2009 Board Development Conference2009 Board Development ConferenceCenter for Community Partnerships Center for Community Partnerships 2009 Board Development Conference2009 Board Development Conference
Presented byPresented byFrank Martinelli Frank Martinelli
The Center for Public Skills Training The Center for Public Skills Training
Presented byPresented byFrank Martinelli Frank Martinelli
The Center for Public Skills Training The Center for Public Skills Training
Here Today, Here Tomorrow: Here Today, Here Tomorrow: Sustaining and Growing a Sustaining and Growing a
Mission- Focused Organization Mission- Focused Organization
Here Today, Here Tomorrow: Here Today, Here Tomorrow: Sustaining and Growing a Sustaining and Growing a
Mission- Focused Organization Mission- Focused Organization
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One-third of San Francisco-area One-third of San Francisco-area nonprofit groups are worried they may nonprofit groups are worried they may have to shut down in the next year, and have to shut down in the next year, and 34 percent say they have no more than 34 percent say they have no more than two months’ worth of operating funds in two months’ worth of operating funds in reserve, according to a survey by the reserve, according to a survey by the regional United Way.regional United Way.
Wall Street Journal May 29, 2009Wall Street Journal May 29, 2009
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Session PurposeSession Purpose
Provide a fast paced overview of …Provide a fast paced overview of …• High leverage practices and strategies High leverage practices and strategies
for growing and sustaining your for growing and sustaining your nonprofit over the next few yearsnonprofit over the next few years
• Resources to support this workResources to support this work
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Key Strategies Key Strategies
1.1. Embed capacity building into the fabric of Embed capacity building into the fabric of your nonprofityour nonprofit
2.2. Build an exceptional boardBuild an exceptional board
3.3. Engage in accelerated strategic thinking Engage in accelerated strategic thinking and planningand planning
4.4. Forge partnerships, alliances and mergers Forge partnerships, alliances and mergers to increase mission impact and to increase mission impact and sustainabilitysustainability
5.5. Develop board and staff succession plansDevelop board and staff succession plans
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Key StrategiesKey Strategies
6.6. Build capacity for effective public policy Build capacity for effective public policy and advocacyand advocacy
7.7. Master use of social mediaMaster use of social media8.8. Deploy targeted volunteer engagement Deploy targeted volunteer engagement
strategies strategies 9.9. Review and revise your theory of change Review and revise your theory of change 10.10. Adopt regional thinking and problem Adopt regional thinking and problem
solving approachessolving approaches
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#1 Embed Capacity #1 Embed Capacity Building into the Fabric of Building into the Fabric of
Your NonprofitYour Nonprofit
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Capacity building well done in the Capacity building well done in the nonprofit sector I believe is a critical nonprofit sector I believe is a critical answer to the extraordinary uncertainty answer to the extraordinary uncertainty we face and also to the tremendous we face and also to the tremendous political pressure under which most political pressure under which most nonprofits are operating.nonprofits are operating.
Capacity building right now is arguably Capacity building right now is arguably the most important investment the the most important investment the nonprofit sector can make.nonprofit sector can make.
Paul LightPaul Light
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Capacity Building: Core ActivitiesCapacity Building: Core Activities
Assessment (or Reassessment) &
Benchmarking
Action Planning
CB Activity Implementation
CONTINUOUS:
•Team Involvement
•Education and Learning
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Capacity Building Capacity Building Element InterrelationshipsElement Interrelationships
Governance & Leadership
Mission, Vision & Strategy
Service Delivery & Impact
Resource Development
Strategic Relationships
Internal Management &
Operations
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Capacity Building ToolkitCapacity Building Toolkit
Tool #1 – Assessment and BenchmarkingTool #1 – Assessment and Benchmarking Tool #2 – Capacity Building Action PlanningTool #2 – Capacity Building Action Planning Tool #3 – Capacity Building Resource Tool #3 – Capacity Building Resource
InventoryInventory Tool #4 – ReassessmentTool #4 – Reassessment
Go to: Go to: www.createthefuture.com/CBtoolkit
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#2 Build An #2 Build An Exceptional BoardExceptional Board
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The Dynamic BoardThe Dynamic Board
McKinsey & CompanyMcKinsey & Company
Page 3Page 3
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McKinsey Dynamic Board ModelMcKinsey Dynamic Board Model
Core Roles and ResponsibilitiesCore Roles and Responsibilities Quality of Board Effectiveness Quality of Board Effectiveness
EnablersEnablers Key environmental factors impacting Key environmental factors impacting
the focus of the boardthe focus of the board Managing the Life Stage Transition Managing the Life Stage Transition
the Boardthe Board Valuing Individual Board MembersValuing Individual Board Members
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3 Key Roles Encompassing 3 Key Roles Encompassing Nine Detailed ResponsibilitiesNine Detailed Responsibilities
• Shape the mission and vision
• Engage actively in strategic decision making and policy decisions
• Select, evaluate, and develop the CEO
• Ensure adequate financial resources
• Provide expertise and access for organizational needs
• Enhance reputation of organization
• Oversee financial management and ensure appropriate risk management
• Monitor performance and ensure accountability
• Improve board performance
Shape m
issi
on a
nd
Shape m
issi
on a
nd
stra
tegic
dir
ect
ion
stra
tegic
dir
ect
ion
Monitor and improve Monitor and improve performanceperformance
Ensure leadership and resources
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Quality of Board Effectiveness Quality of Board Effectiveness EnablersEnablers
Careful decisions on board size and Careful decisions on board size and structurestructure
Actively managedActively managed board board compositioncomposition
Inspired board and committee Inspired board and committee leadershipleadership
Simple administrative practices and Simple administrative practices and processes made routineprocesses made routine
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Key Environmental Factors Key Environmental Factors Impacting Focus of the BoardImpacting Focus of the Board
Life stage of an organization.Life stage of an organization. Skills of CEO and staff.Skills of CEO and staff. Stability and adequacy of income.Stability and adequacy of income. Changes in underlying social issue.Changes in underlying social issue. Changes in competitive or Changes in competitive or
philanthropic landscape.philanthropic landscape.
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Twelve Governance Twelve Governance Principles that Power Principles that Power Exceptional Boards Exceptional Boards
BoardSourceBoardSource
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The Difference Between The Difference Between “Responsible” Boards And “Responsible” Boards And
“Exceptional” Boards “Exceptional” Boards
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““Responsible” BoardsResponsible” Boards
Capable and dutiful in carrying out its Capable and dutiful in carrying out its responsibilities. responsibilities.
Understands its fiduciary obligations.Understands its fiduciary obligations. Approves strategic plans and budgets.Approves strategic plans and budgets. Regularly reviews financial statements.Regularly reviews financial statements. Evaluates the chief executive annually.Evaluates the chief executive annually. Participates in fundraising.Participates in fundraising.
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““Exceptional” BoardsExceptional” Boards Operates on a higher level -- “more” Operates on a higher level -- “more”
and “different.”and “different.” Members give more and differently:Members give more and differently:
• Time spent more wisely, skills and Time spent more wisely, skills and social networks better leveraged, and social networks better leveraged, and treasure more strategically deployed.treasure more strategically deployed.
• Measure organizational impact and Measure organizational impact and evaluate their own performance, evaluate their own performance, discuss and debate issues, and open discuss and debate issues, and open doors and make connections. doors and make connections.
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Exceptional BoardsExceptional Boards
Twelve common traits and actions Twelve common traits and actions that distinguish “exceptional” boards that distinguish “exceptional” boards from “responsible” boards from “responsible” boards
Image of an empowered board that is Image of an empowered board that is a strategic asset to be leverageda strategic asset to be leveraged
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Twelve Governance PrinciplesTwelve Governance Principles
1.1. Constructive Partnership Constructive Partnership
2.2. Mission DrivenMission Driven
3.3. Strategic ThinkingStrategic Thinking
4.4. Culture of InquiryCulture of Inquiry
5.5. Independent-mindedIndependent-minded
6.6. Ethos of TransparencyEthos of Transparency
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Twelve Governance PrinciplesTwelve Governance Principles
7.7. Compliance with IntegrityCompliance with Integrity
8.8. Sustaining ResourcesSustaining Resources
9.9. Results OrientedResults Oriented
10.10. Intentional Board PracticesIntentional Board Practices
11.11. Continuous LearningContinuous Learning
12.12. RevitalizationRevitalization
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Governance as Governance as LeadershipLeadership
Richard Chait, William Ryan Richard Chait, William Ryan
& Barbara Taylor& Barbara Taylor
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Three Modes of GovernanceThree Modes of Governance
Fiduciary mode: key question -- "How Fiduciary mode: key question -- "How are we doing?" are we doing?"
Strategic mode: key questions -- Strategic mode: key questions -- "What are we doing?" "Where are we "What are we doing?" "Where are we going?" andgoing?" and
Generative mode: key questions -- Generative mode: key questions -- "Why are we doing this?" "What are "Why are we doing this?" "What are the possibilities?"the possibilities?"
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#3 Engage in Accelerated #3 Engage in Accelerated Strategic Thinking and Strategic Thinking and
PlanningPlanning
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Faster!Faster!
Responding to new opportunities fastResponding to new opportunities fast Models: La Piana; Question-Based Models: La Piana; Question-Based
Planning; One Page Strategic PlanPlanning; One Page Strategic Plan Not a substitute for mission and Not a substitute for mission and
vision workvision work ““Faster is slower”Faster is slower” Collaborative strategic planningCollaborative strategic planning Create opportunities for strategic Create opportunities for strategic
thinkingthinking
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Create Opportunities For Create Opportunities For Strategic ThinkingStrategic Thinking
Create Opportunities For Create Opportunities For Strategic ThinkingStrategic Thinking
Incorporate strategic thinking Incorporate strategic thinking activities in board, staff and activities in board, staff and community meetingscommunity meetings
Use vision as a framework for board Use vision as a framework for board and staff decision-makingand staff decision-making
Read, listen and look for future trends Read, listen and look for future trends Share trend and market information Share trend and market information
at board and staff meetingsat board and staff meetings
Incorporate strategic thinking Incorporate strategic thinking activities in board, staff and activities in board, staff and community meetingscommunity meetings
Use vision as a framework for board Use vision as a framework for board and staff decision-makingand staff decision-making
Read, listen and look for future trends Read, listen and look for future trends Share trend and market information Share trend and market information
at board and staff meetingsat board and staff meetings
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#4 Forge Partnerships, Alliances #4 Forge Partnerships, Alliances and Mergers to Increase Mission and Mergers to Increase Mission
Impact and SustainabilityImpact and Sustainability
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““Compete”Compete”
From the Latin, From the Latin, competerecompetere, , meaning “to strive together”meaning “to strive together”
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Strategic PartnershipsStrategic Partnerships
Sector trends encourage Sector trends encourage partnershipspartnerships
Alignment with mission and strategic Alignment with mission and strategic plan - partnerships as strategy to plan - partnerships as strategy to increase mission impactincrease mission impact
Many strategic restructuring optionsMany strategic restructuring options ““Portfolio” of partnerships and Portfolio” of partnerships and
alliancesalliances
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Strategic PartnershipsStrategic PartnershipsStrategic PartnershipsStrategic Partnerships
Prioritize trust building and Prioritize trust building and communication communication
If you don’t build it, someone else If you don’t build it, someone else willwill
Basis for future organizational Basis for future organizational sustainability sustainability
Building capacity for partnership Building capacity for partnership effectivenesseffectiveness
Prioritize trust building and Prioritize trust building and communication communication
If you don’t build it, someone else If you don’t build it, someone else willwill
Basis for future organizational Basis for future organizational sustainability sustainability
Building capacity for partnership Building capacity for partnership effectivenesseffectiveness
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#5 Develop Board and #5 Develop Board and Staff Succession PlansStaff Succession Plans
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Major Types of Leadership Major Types of Leadership Succession PlanningSuccession Planning
Emergency succession planningEmergency succession planning Strategic leadership development Strategic leadership development
succession planningsuccession planning Departure defined succession Departure defined succession
planningplanning
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#6 Build Capacity for #6 Build Capacity for Effective Public Policy Effective Public Policy
and Advocacyand Advocacy
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Capacity for Advocacy Capacity for Advocacy and Public Policy Workand Public Policy Work
Building capacity for effective Building capacity for effective advocacy is more than acquiring advocacy is more than acquiring advocacy skillsadvocacy skills
““Pressure resistant” revenue basePressure resistant” revenue base
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Effective Advocacy Requires:Effective Advocacy Requires: Board-level commitmentBoard-level commitment An established issue agendaAn established issue agenda Someone designated to move the Someone designated to move the
work alongwork along Advocacy linked to strategic plan vs. Advocacy linked to strategic plan vs.
add on elementadd on element Board recruitment linked to mission-Board recruitment linked to mission-
driven advocacy and public policy driven advocacy and public policy workwork
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#7 Master Use of #7 Master Use of Social MediaSocial Media
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In February 12, 2009, 202 cities In February 12, 2009, 202 cities around the world held Twestivals, around the world held Twestivals, bringing together the Twitter bringing together the Twitter community for an evening of fun community for an evening of fun and to raise money and and to raise money and awareness for charity: water.awareness for charity: water.
http://twestival.com
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Deploy Targeted Deploy Targeted Volunteer Engagement Volunteer Engagement
Strategies Strategies
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Key PointsKey Points
Paid staff + volunteer staff = Paid staff + volunteer staff = nonprofit workforcenonprofit workforce
A defined strategy linked to overall A defined strategy linked to overall strategic planstrategic plan
No free volunteer programNo free volunteer program Building capacity to manage Building capacity to manage
volunteersvolunteers ““Intergenerationalism”Intergenerationalism”
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#9 Review and Revise Your #9 Review and Revise Your Theory of ChangeTheory of Change
Using theory of change, logic models Using theory of change, logic models and systems thinking tools to and systems thinking tools to
dramatically increase mission impact dramatically increase mission impact build culture of impactbuild culture of impact
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Systems ThinkingSystems Thinking
Problems exist as “systems”Problems exist as “systems” Parts of a system don't exist in Parts of a system don't exist in
isolationisolation Each part affects, and is affected Each part affects, and is affected
by, other parts of the system by, other parts of the system (feedback)(feedback)
Look for leverage pointsLook for leverage points
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High LeverageHigh Leverage
What are root causes?What are root causes? What are the driving forces?What are the driving forces? Where are points of highest Where are points of highest
leverage?leverage? What do we start, modify, stop?What do we start, modify, stop? The Law of Unintended The Law of Unintended
ConsequencesConsequences
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Theory Of ChangeTheory Of Change
"At its most basic, a theory of change "At its most basic, a theory of change explains how a group of early and explains how a group of early and intermediate accomplishments sets intermediate accomplishments sets the stage for producing long-range the stage for producing long-range results." results." Aspen InstituteAspen Institute
TOC as a pre-requisite for strategic TOC as a pre-requisite for strategic planning, not a planning toolplanning, not a planning tool
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#10 Adopt Regional #10 Adopt Regional Thinking And Problem Thinking And Problem Solving ApproachesSolving Approaches
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Regional ThinkingRegional Thinking
Problems manifest themselves locally but Problems manifest themselves locally but the root causes are usually regional and the root causes are usually regional and national in naturenational in nature
Increased interest in regional problem Increased interest in regional problem solving approaches by business and civic solving approaches by business and civic leadersleaders• Economic developmentEconomic development• TransportationTransportation• MarketingMarketing
Collaborative strategic planningCollaborative strategic planning
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ReflectReflect
What key strategies are you most What key strategies are you most drawn to pursue? drawn to pursue?
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ReflectReflect
What two things that you are What two things that you are currently doing are you going to stop currently doing are you going to stop so that you can focus on selected so that you can focus on selected key strategies?key strategies?
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It’s About ChangeIt’s About Change
"You never change "You never change something by something by fighting the fighting the existing reality. To existing reality. To change something, change something, build a new model build a new model that makes the that makes the existing model existing model obsolete." obsolete." Buckminster Fuller Buckminster Fuller
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For More Information:For More Information:
Frank MartinelliFrank Martinelli
The Center for Public Skills TrainingThe Center for Public Skills Training
www.createthefuture.com [email protected]
414-961-2536414-961-2536
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