Agenda

1. Board of DirectorsIdentifying Key Roles and Responsibilities in Board to Foster Sustainable Long Term GrowthBUSN610 – Organizational BehaviorRandy Stenger, David Stanley, Patty Lester, Adam KleckerOctober 14, 2011

2. Agenda • Organizational Overview • Board of Directors • Current Challenges • Recommendations • Discussion

3. Overview of HealthFinders Collaborative • HealthFinders provides quality, accessible, and culturally appropriate healthcare services, at no cost, to low-income and uninsured residents of greater Rice County • Largely serves immigrants and refugees • Partners with many local area hospitals, clinics, pharmacies to provide care and medication • Primarily volunteer based, with a small staff • Main contact: Charlie Mandile Executive Director

4. Board Overview • Most board members are health care professionals with various skill sets and experience • Board expansion is desirable, but finding volunteers who can put in the time and effort can be a challenge • Board would ideally be balanced between the two largest communities HealthFinders serves – Fairbault and Northfield

5. Board Challenges • Current board consists of 10-11 members, with typical membership between 15-20 members • Imbalance regarding experience and skill sets • Lack of member succession plan • Board lacks an outline of what skill sets, experience, and connections it would like to have on staff • Board lacks goals on what it would like to accomplish • Board lacks clear directions in running meetings, agendas, and leadership amongst members

6. Recommendations • Perform Board Assessments • Start Development Meetings • Support Change Through ADKAR • Create Board Development Plan

7. Board Assessment • Benchmarks and assesses perceived weakness and strengths • Suggest performing bi-annually (2 yrs) to monitor perception and reality. Annually there after. • Outcome of assessment will identify: • Gaps in roles and responsibilities (Structural Frame) • Gaps in goals and objectives (Structural Frame) • Gaps in support and development (HR Frame) • Gap in networks and credibility (Political Frame) • Gaps in perception within the organization and the community (Symbolic Frame)

8. Board Assessment Example United Way Checklist of Nonprofit Organizational Indicators, Edited by: Carter McNamara, MBA, PhD Cite: http://managementhelp.org/organizationalperformance/nonprofits/

9. Board Assessment • Identify key areas of interest/concern • Goals, roles, responsibilities, training, network, etc • Hold individual interviews with Board members • Explore Hanna’s OP Model questions • What are you objectives? • To establish how the Board views there role and responsibilities to the organization • What helps you achieve these objectives? • Establishes individual strengths that could be capitalized on • What prevents you from accomplishing these objectives? • Identifies where potential flaws exist in the support of the organization. • Always keep the Board involved • Summarize key findings with Board. • Create development meetings

10. Development Meetings • Hold separate development meetings from general monthly meetings • Development meetings consist of: • Review and discussion about assessment • Allow for dialogue to address concerns or misunderstandings • Focus on developmental areas or concern • Build shared goals and objectives • Create shared performance metrics • Agree on performance review times • Create expectations for board members around commitment

11. Setting Board’s Goals • Board is responsible for guiding HealthFinders through transition • Board’s objectives should incorporate elements of ADKAR model: • Create Awareness: Communicate why change is necessary • “In order to provide health care to all in our community that need it (Vision) more services/capacity is necessary” • Promote Desire: Why should individuals in organization want to change? • “Allows us to serve more of our community” • “We have a growing base of those in need; without expansion, the numbers of those who go without healthcare increases.” • Facilitate Knowledge: Identify the skills/expertise your employees/volunteers need to succeed in transition • Training?

12. Board Goals Cont. • Ability: Considering necessary skill requirements, assess the organization’s ability to perform these tasks • Are there knowledge gaps that can be filled through new volunteers or hires? • Are there individuals who excel in ability that can train other employees? • Do current or oncoming Board member have the necessary time to commit? • Does each Board member understand the duties required to serve on the Board, and do they possess those skills? Can HealthFinders communicate this during recruitment? • Reinforce the change: Determine how the Board will provide ongoing support to the organization to make sure the change takes root • How will the success of HealthFinders be measured? How will the board measure itself (assessment)? • Are appropriate incentives in place to drive desired behaviors like fundraising? • How will you keep the goals top of mind to the organization? Additional Resources: http://www.change-management.com/tutorial-adkar-overview.htm

13. New Board Members – Attributes • A successful transition will require a strong board that can effectively lead change. • Assessment and introspection should identify areas where the current Board is potentially underrepresented in Change Leadership abilities • Bethel 4R Model Provides Framework for Transformational Leaders through the “Roles” Definition • Direction Setter • Understands customer needs, the organization, and the solution • Can define where organization needs to go • Effectively lays out plans to get there

14. Attributes Cont. • Change Agent • Monitors how organization is performing in relation to change • Identifies gaps in terms of what needs to be done • Looks forward to what will be needed to sustain change • Coach • Identifies those who need help • Helps individuals become more effective • Develops talent for future board members/employees/volunteers • Prepares organization • Spokesperson • In touch with “customers” – what are they saying? • Handles customer objections • Responsible for communicating Vision internally and to community/customers/donors

15. Summary • Recommendations • Board Assessment • Implementation of Developmental Meetings • ADKAR model incorporated into Board’s goal setting process • Important attributes/skill sets for new members • Questions