Great Governance

Fairfield County First Steps

May 18, 2015

Developed and Facilitated By:

The Big Picture

1,561,780+ Tax-Exempt (Nonprofits)

966,599– Public Charities

96,584 – Private Foundations

366,618 – Other 501-c’s

$1.65 Trillion in Revenue

13 Million Employees

61 Million Volunteers

5.5% of GDP

9% of Economy’s Wages

10% of Jobs

2013 contributions: $335.17 billion by source of contributions(in billions of dollars – all figures are rounded)

CAN’T DUPLICATE/DISTRIBUTE SLIDE –

SOURCE – GIVING USA

2013 contributions: $335.17 billion by type of recipient organization(in billions of dollars – all figures are rounded)

CAN’T DUPLICATE/DISTRIBUTE SLIDE –

SOURCE – GIVING USA

Economic Engine in the Social Sectors*

American Cancer Society

Special Olympics

Small LocalChurch

Teach For America

Charitable Donations & Private Grants

High

Low

Business Revenue

Low High

Nature Conservancy

Mega Church

Girl Scouts Local Council

NYCOpera

Harvard College Private

Schools

Share our Strength

Boys & Girls Clubs

Charter Schools

K-12 Public Schools

NASA

EPA NYPD

MayoClinic Red

Cross

Goodwill Industries

UC Berkeley

Northwestern Memorial Hospital

I

II III

IV

*Jim Collins- Good To Great and the Social Sectors

The Changing Nonprofit Landscape Competition

Compliance

Competency

Costs

Governance

Organizational control by group leadership, usually on the behalf of others, that ensures an organization

achieves what it should achieve while avoiding those behaviors and

situations that should be avoided.

Collective Governance Responsibilities

Duty of Obedience To the central mission & purpose Function w/in the law of the land and its own

bylaws Duty of Care

Careful oversight Attention to issues Actively participate

Duty of Loyalty Faithful to the organization’s priorities Avoiding conflicts of interests Interest of the organization ahead of personal

interest

Management

Organizing, planning, controlling, directing, and coordinating an organization’s resources and

activities in order to achieve defined objectives.

Governing Board Chain of Command (Org. Chart)

Owners

Board

CEO

Manager

Staff Staff

Manager

Staff Staff

Agent of the Owners

Agent of the Board

Policy

Processes

Procedures

Governance

True to Mission

Operates in the Public’s

Interest

Safeguarding & Grow Assets

Strategic Framework

VISIONVALUESVALUES

MISSION

The Stages of Development

Forming Transition from individual to member status; explore boundaries of group. Testing the leader’s guidance both formally and informally

Storming Difficult time for a team; resist collaborating with other team members. Groups debate about the approach and actions they need to take.

Norming Members reconcile competing loyalties and responsibilities. Team ground rules (or “norms”) are accepted; Begin to assist one another.

Performing Members have discovered/accepted each other’s strengths and

weaknesses. Relationships and expectations are clear.

The Stages of DevelopmentP

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Time

FORMING

STORMING

NORMING

PERFORMING

The Stages of DevelopmentP

erfo

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Time

FORMING

STORMING

NORMING

PERFORMING

Thank You.

@charlesweathers

www.weathersgroup.com

803.400.1991 (Ph) * info@weathersgroup.com