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SOCIAL INNOVATION ACCELERATOR

BOOTCAMP. SOCIAL INNOVATION ACCELERATOR. TO CREATE LASTING CHANGE. POWERED BY SANTANDER. BUILDING YOUR BOARD. Tony Fleo CEO, SOCIAL VENTURE PARTNERS DALLAS. OVERVIEW OF THE NONPROFIT SECTOR. OVERVIEW OF THE NONPROFIT SECTOR. What is the Nonprofit Sector?

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SOCIAL INNOVATION ACCELERATOR

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  1. BOOTCAMP SOCIAL INNOVATION ACCELERATOR TO CREATE LASTING CHANGE POWERED BY SANTANDER

  2. BUILDING YOUR BOARD

  3. Tony Fleo CEO, SOCIAL VENTURE PARTNERS DALLAS

  4. OVERVIEW OF THE NONPROFIT SECTOR

  5. OVERVIEW OF THE NONPROFIT SECTOR • What is the Nonprofit Sector? • Homeless shelters and soup kitchens • Colleges and universities • Support and counseling services • Hospitals and community health centers • Advocacy and public education groups • Membership associations • Environmental and conservation groups

  6. OVERVIEW OF THE NONPROFIT SECTOR • What is the Nonprofit Sector? (cont.) • Performing arts and fine arts orgs. • Churches, temples, and mosques • Credit unions • Veterans and service clubs • Sororities and fraternities

  7. OVERVIEW OF THE NONPROFIT SECTOR • Types of Nonprofits • Charities - Section 501(c)3 or IRS Tax Code • Special Olympics, YMCA, Metropolitan Museum of Art • Professional and Trade Associations - 501(c)(6) • American Dental Association, AARP, National PTA • National Social Welfare Organizations - 501(c)(4) • NAACP, National Organizations for Women, Sierra Club • Social Organizations - 501(c)7 • Swimming clubs, garden clubs, alumni associations

  8. OVERVIEW OF THE NONPROFIT SECTOR • By the Numbers • Approximately 1.6 million nonprofit organizations in the U.S. • One in 12 Americans work for a nonprofit • About 30% of Americans volunteer for nonprofits • Combined contributions of over $350 billion in 2015 • In 2013, the total assets in charities topped $5.1 trillion

  9. WHO MANAGES ALL THOSE PEOPLE AND ALL THAT MONEY?

  10. OWNERSHIP • Effective Boards: • Answer the question, “Who are your owners?” • Engage with those identified as owners

  11. OWNERSHIP • Nonprofit organizations exist to fulfill their owner’s purposes. • Boards exist to represent those owners. • Owner’s are: • The source of the board’s authority • The people to whom the board is accountable

  12. OWNERSHIP • Who are your Legal and Moral Owners? • Legal Owners • Moral Owners • Responsible Owners • Care for its value beyond your own personal use of it • Be concerned with it as a whole • Want it to be productive • Want it to be safe

  13. BOARD ROLES AND RESPONSIBILITIES • Board Roles and Responsibilities • INDIVIDUALLY • Act in accordance with legal standards • Contribute to organizational life • Participating in the fundraising activities COLLECTIVELY • Set organizational direction • Ensure necessary resources • Provide oversight

  14. BOARD ROLES AND RESPONSIBILITIES • Set Organizational Direction • Participate in regular strategic planning • Determine organization’s mission • Set the vision for the future • Establish organizational values • Set major goal and develop strategies • Approve operational or annual plans

  15. BOARD ROLES AND RESPONSIBILITIES • Ensure Necessary Resources • Hire capable executive leadership • Ensure adequate financial resources • Promote positive public image • Ensure the presence of a capable and responsible board

  16. BOARD ROLES AND RESPONSIBILITIES • Provide Oversight • Oversee financial management • Minimize exposure to risk • Measure progress on strategic plan • Provide legal and ethical oversight • Evaluate the chief executive (annually) • Evaluate itself (every 2-3 years)

  17. INDIVIDUAL ROLES AND RESPONSIBILITIES • Act in Accordance with Legal Standards • Duty of care: stay informed and ask questions • Duty of loyalty: show undivided allegiance to the organization’s welfare • Duty of obedience: stay faithful to the organization’s mission

  18. INDIVIDUAL ROLES AND RESPONSIBILITIES • Contribute to Organizational Life • Participate in the governance of the organization • Work on committees and task forces • Volunteer services to the organization outside of their board work • Serve as ambassadors to the community

  19. INDIVIDUAL ROLES AND RESPONSIBILITIES • Participate in Fundraising/Resource Acquisition • Make a personal financial contribution • Provide names of potential donors • Visit funders • Write thank you notes • Attend fundraising events • Attract pro-bono/in-kind contributions • Act as a resource to director of development and CEO

  20. OVERVIEW OF GOVERNANCE MODELS

  21. GOVERNANCE MODELS • ADVISORY BOARD GOVERNANCE MODEL • Board is primarily a resource for the CEO • Provides advice and help where requested • PATRON GOVERNANCE MODEL • Board comprised of wealthy or influential individuals in the field • Provides funding and a network for funding • COOPERATIVE GOVERNANCE MODEL • Organization operates without a CEO • Board makes consensual decisions as a group

  22. GOVERNANCE MODELS • MANAGEMENT TEAM MODEL • Organization does not hire employees for HR, fundraising, finance, planning, or programs • Board forms committees to fulfill the above • Most popular model for nonprofit organizations • POLICY BOARD MODEL • Developed by John Carver – often called the “Carver Model” • Gives high level of trust and confidence to the CEO • Board has regular meetings with the CEO to get updates on activities

  23. THE POLICY GOVERNANCE MODEL • A complete system through which boards can conceptualize, organize, and fulfill their mandate • A comprehensive body of standing controls through which the board governs all present and future decisions

  24. THE POLICY GOVERNANCE MODEL • ENDS • Issues of what your organization is for • MEANS • Issues of how your organization should conduct itself while accomplishing what it is for • Executive Limitations or Management Limitations • Governance Policies • Board-Management Delegation

  25. THE POLICY GOVERNANCE MODEL • The Board at its Best • Your Board governs on behalf of your ownership as a whole • Your Board accepts total accountability for your organization • Your Board governs as one group • Your Board exercises accountability through policy control • Your Board takes responsibility for every word of every policy while it is in force

  26. BOARD SELECTION

  27. BOARD SELECTION Your organization was created to respond to a need in the community. • Look for board members: • Who truly understand this need and will passionately represent those members of the community • Who share a desire to have the organization address that need (specifically, the ownership). Probably those potential board members will be recruited form among the members of that community • who are articulate about the makeup and needs of the ownership The board must link with the cohort it represents, and it is useful if members of the board arrive with strong personal connections with that community.

  28. BOARD SELECTION • Attitude • This job is about service, not power • You are looking for a person with a track record of being a team player • Someone already distinguished in community service and in committees • This is a never-ending task and requires long-term focus

  29. BOARD SELECTION • Not Delusional • The organization exists to meet real needs • The work of the board will see that need met • The task might be thankless • The resulting change should be enough

  30. BOARD SELECTION Who they are What they do • Understand common characteristics • Look at communication style • See how they are impacted by change

  31. BOARD ROLES AND RESPONSIBILITIES • How People Take In Information • INTUITION • Trust inspiration • Like ideas and concepts for their own sake • Value imagination • Like to learn new skills • Are general, figurative, use metaphors, analogies • Present information in a roundabout way • Future-oriented SENSING • Trust what is concrete • Like ideas with practical application • Value common sense • Hone established skills • Give specific, literal, detailed descriptions • Present info in step-by-step manner • Present-oriented

  32. BOARD ROLES AND RESPONSIBILITIES • How People Make Decisions • FEELING • Consider effect of action on others • Value empathy and harmony • Like to please, show appreciation • May seem illogical or overly emotional • More important to be tactful than truthful • Any feeling is valid • Motivated by desire to be appreciated THINKING • Apply impersonal analysis to problems • Value logic, justice, fairness • See flaws, tend to be critical • May seem heartless, insensitive • More important to be truthful than tactful • Believe feelings are valid only if logical • Motivated by achievement

  33. BOARD ROLES AND RESPONSIBILITIES • The Four Domains of Leadership Team Strength EXECUTING Achiever Arranger Belief Consistency Deliberative Discipline Focus Responsibility Restorative • INFLUENCING • Activator • Command • Communication • Competition • Maximizer • Self-Assurance • Significance • Woo • RELATIONSHIP BUILDING • Adaptability • Developer • Connectedness • Empathy • Harmony • Includer • Individualization • Positivity • Relator • STRATEGIC THINKING • Analytical • Context • Futuristic • Ideation • Input • Intellection • Learner • Strategic

  34. BOARD ROLES AND RESPONSIBILITIES

  35. QUESTIONS?

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