League of Chicago Theaters Board Development Presentation

1. League of Chicago Theaters Board Development Presentation MBMD Strategic Consultants LLC December 1, 2008

2. an analogy Board is to organization as ______ is to ______. Developed by Bill Ryan, research fellow at Harvard University and the co-author of Governance as Leadership

3. Are there board problems or is it a problem board?? Source: Governance as Leadership, Richard Chait, William Ryan and Barbara Taylor

4. Why do boards stumble or have problems? • Spend too much time on the trivial • Short term bias • Take a reactive stance • Review and rehash • Leaky accountability • Diffuse authority or lack clarity of authority Source: Governance as Leadership, Richard Chait, William Ryan and Barbara Taylor

5. Remedies to the problems that usually are not effective or cause other problems Board decides to get too involved Board gets less involved Watch dog Board is a cheerleader Source: Boards that Make a Difference, John Carver

6. Board and staff Intermingle ends and the means Source: Boards that Make a Difference, John Carver

7. Why do some boards don’t govern?? SUPPORT AND GOVERNANCE ARE TWO DIFFERENT ACTIVITIES Support– bring clout/networks/resources to the organization, provide special skills, act as ambassadors……. Governance– Mission Driven, Constructive Partnerships, Culture of Inquiry, Results oriented……(12 principles) Source: Why Boards Don’t Govern – Jan Masako and Mike Allison

8. Why do some boards don’t govern?? LACK OF: • Time • Information • Satisfaction in board member role • Material stake in the organization • Understanding of nonprofit management • Not in the best interest of the executive staff to have an active board – just needs a rubber stamp • Desire to avoid conflict – not a culture of inquiry • Board/Staff Relationship is paradoxical Source: Why Boards Don’t Govern – Jan Masako and Mike Allison

9. CREATIVE TENSIONS GOVERANCE Board of Directors Board Committees Executive Committee Critical Relationship & Pressure Point Creative Tensions Executive Director/Artistic Director Managerial Staff Program Staff Support Staff IMPLEMENTATION Volunteers Source: Office of Minority Health Resource Center –OMHRC 2006; modified by MBMD Strategic Consultants 2008

10. BOARD SOURCE Exceptional boards add significant value. They make a discernible difference to the organization’s advance on mission. Twelve Principles of Governance • Constructive Partnerships • Mission Driven • Strategic Thinking • Culture of Inquiry • Independent-Mindedness • Ethos of Transparency • Compliance with Integrity • Sustaining Resources • Results oriented • Intentional Board Practices • Continuous Learning • Revitalization Source: The Source 12, Boardsource

11. Axelrod, N.R. (1991). Creating and renewing advisory boards: Strategies for Success. National Center for Nonprofit Boards. Fitzpatrick, J.L. (1993). The board’s role in public relations and communications. National Center for Nonprofit Boards

12. Board Recruitment strategy - if all else fails…… AN A

13. Board Recruitment Strategy Board should develop a recruitment strategy which includes: • Establish a nominating committee • Conduct a board assessment – what are the current skills and talents – What are the GAPS? • Develop a written profile of the type of members that the board is looking for based on the assessment • Understand why people volunteer – AND relate this to your org. • Develop strategies to identify potential/qualified candidates • Approach the potential candidates Sources: The Volunteer Recruitment Book, Susan J. Ellis How to Create Great Board Members, Susan Dodson Boardsource, BoardCafe’ and numerous articles

15. Board Recruitment Strategy Board should develop a recruitment strategy which includes: • Establish a nominating committee • Conduct a board assessment – what are the current skills and talents – What are the GAPS? • Develop a written profile of the type of members that the board is looking for based on the assessment • Understand why people volunteer – AND relate this to your org. • Develop strategies to identify potential/qualified candidates • Approach the potential candidates Sources: The Volunteer Recruitment Book, Susan J. Ellis How to Create Great Board Members, Susan Dodson Boardsource, BoardCafe’ and numerous articles

17. Source: The Foraker Group

18. Board Recruitment??

19. Board Recruitment Strategy Board should develop a recruitment strategy which includes: • Establish a nominating committee • Conduct a board assessment – what are the current skills and talents – What are the GAPS • Develop a written profile of the type of members that the board is looking for based on the assessment • Understand why people volunteer – AND relate this to your org. • Develop strategies to identify potential/qualified candidates • Approach the potential candidates Sources: The Volunteer Recruitment Book, Susan J. Ellis How to Create Great Board Members, Susan Dodson Boardsource, BoardCafe, and numerous articles

20. Understand Why People Volunteer • Civic duty • Charitable service • Community obligation • Personal interest in the organization’s cause • Channel creative energy • Gain expertise on complex issues • Better understand board governance through personal experience • Build valuable networks and relationships – connect with others • Grow as a leader • Being with others who have common goals, values and interests • Contribute to a higher purpose, worthy cause • Give back to the team or community • Help others • Friendship, support of others

21. Ideas to Find Potential Candidates • Start with your staff/volunteers • Recruit from your clients • Conduct a One/Two Hour Recruiting Task Force • Target professional organizations/associations • Look for people mentioned prominently in newspapers • Reach beyond your organization and consider business leaders • Consider those who are new to the community and seeking opportunities for integration • Let the general public know/Advertise • Bring a prospective candidate to a meeting • Board member swap • Raid other boards • Issue a news release about your theater/Media coverage • Attend local conferences/charity events • Recruit professors/instructors at colleges/universities • Celebrity connection (honorary board member)

22. The Pitch • Be prepared • Be sure that you are the right person to extend the invitation • Think about how the pitch/invitation will sound to the prospective candidate • Have necessary materials on your organization • Try to size up the potential candidate in advance – make the pitch accordingly • Don’t make assumptions about the candidate • Be prepared to negotiate • Invite potential candidates to attend a meeting (make sure that it is a good meeting) • Be clear about board member roles/responsibilities • Don’t pressure potential candidate • Demystify the term “board of directors” • Give them alternative ways to support the organization • Volunteer • Fundraise • Key donor • Engage new audiences with the theater • Be honest • Accept “No” Graciously • Follow-up quickly

23. Positioning the organization • Mission and Vision • Value Proposition – What is unique about your theater company that differentiates it from others? • How does the organization impact the community – how many people benefit from the productions, educational programs, etc.? • How are the organization’s results measured? • Media attention • Other offerings – what other thing is the organization doing that capture attention? • Develop creative materials that convey your story

24. BOARD ORIENTATION

25. The difference between responsible and exceptional boards lies in thoughtfulness and intentionality, action and engagement, knowledge and communicationThe Source: Twelve Principles of Governance that Power Exceptional Boards.

26. The Advancement Pyramid “Advancing the organization towards its goals requires patrons to advance toward their potential.”