Developing a High Performing Board
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Developing a High Performing Board Governor’s Conference on Service and Nonprofit Capacity Building Oct. 3-4, 2013
Transcript of Developing a High Performing Board
Developing a High Performing BoardGovernor’s Conference on Service and Nonprofit Capacity BuildingOct. 3-4, 2013
Who Am I?
Rebecca Kirby, MPAMetamorphosis Consulting Serviceswww.experiencemcs.com
Nonprofit Start-UpOrganizational Assessment, Expansion and ChangeExecutive Director Transition and SearchProfessional Interim Executive DirectorNonprofit Best Practices ImplementationGrant WritingSpecial ProjectsBoard Development
Who Are YOU?
Developing a High Performing Board
“There is no other way that as few people can raise the quality of the whole American society as far and as fast as can trustees and directors of our voluntary institutions, using the strength they now have in the positions they now hold.”
Robert K. Greenleaf
Developing a High Performing Board
10 Basic Responsibilities of Nonprofit Boards
Board Assessment
Board Member Recruitment
Developing Strong Committees
Firing a Board Member
Taking the Board to the “Next Level”
10 Basic Responsibilities of a Nonprofit Board From BoardSource
1. Determine the organization’s mission and purposes
2. Select the chief executive
3. Support the chief executive and assess his or her performance
4. Ensure effective organizational planning
5. Ensure adequate resources
6. Manage resources effectively
7. Determine, monitor, and strengthen the organization’s programs and services
8. Enhance the organization’s public standing
9. Ensure legal and ethical integrity and maintain accountability
10. Recruit and orient new board members and assess board performance
Board Assessment
Not a performance evaluation of Exec. Director, Organization or individual board members
“How are we doing as a board?”
A process, not a one-time activity
Builds an ongoing “to do” list for governance improvement
Is a springboard for discussions about strengths, weaknesses and ongoing issues of concern.
Board Assessment: Are You Ready?
Staff and board leadership commitment
Board leadership transition
Staff leadership transition
Time has lapsed since your last assessment
Governance committee in place
Link work to strategic plan
Time commitment
Board Assessment: Focus Areas
Finance
Fundraising
Board recruitment
Decision-making
Leadership
Strategy
10 Basic Responsibilities…?
Board Assessment: Process
1. Determine who will own results
2. Make sure full board is on board
3. Administer survey
4. Provide results to board
5. Hold a board retreat
6. Develop governance agenda
7. Activate governance committee
8. Keep it alive!
Board Assessment: Resources
www.boardsource.org - $550-$975
Simpler Assessment
Board Profiles
Board Member Recruitment
When recruiting new board members, go beyond making a list of skills needed for organizational tasks. Board members should not only lend their expertise but give entree into areas of influence for fundraising and marketing possibilities.
Board Member Recruitment: Process
Board nomination/recruitment committee
Board recruitment grid
Board members submit resumes of potential members to committee
Committee develops “short list” and shares with board
Committee and Exec. Dir. interview potential candidates
Committee narrows list and shares final slate
Orientation
Committees: What is the Purpose?
Streamline board meetings
Focus efforts
Break work into meaningful “chunks”
Bring specific recommendations to full board
Training ground for future board members
Developing Strong Committees
Determine what standing committees you really “need”
Think ahead about any ad hoc committees
Recruit from outside the organization Get on Board United Way Civic leadership programs
Specific committee descriptions
“Firing” a Board Member
Board member evaluation should be handled by committee
Identify problem areas and discuss with board member (Exec. Dir. and Chair)
Conflict between two board members
Identify areas of improvement and hold accountable
Ask member to leave per process in bylaws
Taking the Board to the “Next Level”
Board Manual
Formalized agendas and meetings Time limits on agenda items Plan ahead Send reports in advance Consent Agenda
Do not let staff dominate
Bring in outside speakers
Visit other organizations
Taking the Board to the “Next Level”
Review and rotate committee assignments
Continuing education for board members
Recognition
Involvement in cultivation events
Better board meetings - board meeting evaluation
Have fun!
More members leave boards because they feel unneeded than those who leave because they are asked to do too much.
Sources
www.nonprofitmaine.org
www.boardsource.org
www.afpnet.org
www.councilofnonprofits.org
Rebecca Kirby, MPAMetamorphosis Consulting Serviceswww.experiencemcs.com
Nonprofit Start-UpOrganizational Assessment, Expansion and ChangeExecutive Director Transition and SearchProfessional Interim Executive DirectorNonprofit Best Practices ImplementationGrant WritingSpecial ProjectsBoard Development
