Board Growth and Development Workshop #1

1. Board Growth and DevelopmentWorkshop #1 10:00am – 11:30am Richard Male & Associates

2. Welcome • Board Composition • Board Roles and Responsibilities • Board Member Expectations • Fundraising Strategies/Tips • Successful Board Meetings • Open Discussion/Questions Agenda

3. Board Composition “Building a well composed/profiled board requires careful attention to finding the right skills, community contacts and internal board skills” - Harry Bloom

4. WORK WISDOM WEALTH 3 W’s of Board Composition

5. Assessing Your Board’s Composition • Examine YOUR current Board with the help of a board grid • Conduct a SWOT analysis of YOUR Board • Match the strengths and weaknesses of YOUR board with the life cycle of YOUR organization

6. Grid Sample

7. Board SWOT • Helps the board realize its strengths and shortcomings • May help create a list of potential recruits for the board • Helpful in determining where the agency is in its Lifecycle development Strengths Weakness Opportunities Threats Internal External

8. 4 Governance / Maturity 5 Institutional 3 Growth 2 Start Up 1 Idea Turnaround Decline Life Cycles of Nonprofit Organization

9. Life Cycle of a Nonprofit • Board roles change with the Life Cycle • Board composition should change with the Life Cycle • How well you fundraise/promote/govern may be determined by where CBHC’s organizations are in its lifecycle • Examine the culture of our organization • Have recent circumstances contributed to the organization’s desire to attract other board members • Does the board resist getting involved due to its culture • Was our board designed as a fundraising board?

10. What Does it Mean to be a Board Member? “ A leader is one who knows the way, goes the way, and shows the way.” - John C Maxwell

11. Break up into small groups • Identify three reasons you’re on the board • Prioritize the list within your group • Report Discussion

12. General Roles and Responsibilities

13. General Roles/Responsibilities of Nonprofit Board of Directors • Legal • Financial/Fundraising • Planning • Leadership and Continuity • Personnel • Policy • Public Relations and Marketing • Organizational Assessment and Evaluation

14. Board Member Expectations

15. Board Member Expectations (Top 15) • Provide strategic and fiduciary oversight and direction of organization operations 2. Hire and oversee efforts of the organizations’ CEO/Executive Director 3. With Management Team, set long range planning and provide governance 4. Act as an ambassador for the organization Richard Male and Associates

16. Board Member Expectations 5. Develop useful community relationships 6. Act as advisors on issues for which members have expertise 7. Provide guidance and direction into long-term goals 8. Ensure both financial and legal responsibilities Richard Male and Associates

17. Board Member Expectations 9. Cultivate financial supporters of the organization 10. Participate in fundraising efforts and make personal contributions 11. Attend annual retreat 12. Advise the organization’s Board of Directors Richard Male and Associates

18. Board Member Expectations 13. Provide input, support, and follow goals set by board members and staff 14. Attend organization- wide public and private events 15. Stay energized through education and self-growth opportunities Richard Male and Associates

19. Being An Ambassador “How wonderful it is that nobody need wait a single moment before starting to improve the world.”- Anne Frank

20. Your role as “ambassador” -- Always have material handy -- Make time to make speeches or presentations -- Sponsor events, show up with 10 contacts/colleagues -- Represent nonprofit at community fairs, trade shows, etc. -- Meet with corporations with whom the nonprofit would like a lasting relationship

21. The elevator speech Try these scenarios • You have a few minutes at a business or civic/community gathering to introduce yourself. What do you say? • You’re at a coffee shop where the line is long and the person next to you asks, “What do you do?” What do you tell him/her (remember the line is long)?

22. Simple Fundraising Ideas for the Board

23. Raising money is everyone’s job There are myriad ways to help without “asking for money” Every board member is responsible, not just the chair or development committee Your own skills and connections dictate your unique involvement role

24. The Board’s overall rolefor fundraising • Board is responsible for the financial well-being of the organization. • It is easier to approach foundations, corporations and individuals if the board is financially committed. • To see that the organization has both resource development and annual operational plans. • Assure that fundraising is organizational rather than an individual commitment .

25. So what can you do? • Identify potential prospects • Door openers • Strategists • Attend luncheons, coffee & funding interviews • Writing ‘Thank You’ notes • Hosting special events • Asking for $$$ • Recruiting committee & board members • Create a Board Contract • Define what is expected of board members • Define what fundraising expectations are required • Sets Goals for the Board

26. Overcoming Obstacles to Fundraising “In good times and bad, we know that people give because you meet needs not because you have needs.” - Kay Grace

27. Obstacles to Fundraising • Fear of asking for money • Taboo of money, religion & politics • “I’m already donating my time” • Too busy • “I don’t have any rich friends” • Circle of friends and influence on others

28. Overcoming Concerns 3. “I don’t Have Any Rich Friends” 1. Fear of Asking for Money 2. “I’m Already Donating My Time” Programs depend on people & financial resources Can’t donate time to pay for most things in life Include & encourage others to get involved • Circle of friends & influence on others • People give out of willingness & not necessarily ability to give • Training can help / practice • What’s the worst that can happen? • Die from fear • Person will say no • Ruin a friendship

29. Why People Donate • Sense of helping; aiding those in need • Changing the world • Personal experience with organization • Creating a legacy for themselves or their family • Because they are taught to or have an obligation to a higher purpose or calling • Someone asked them • Read – “Who Really Cares – America’s Charity Divide” • Tax break

30. 10 Tips on Running Effective Board Meetings “If computers get too powerful, we can organize them into committees.  That'll do them in.”   ~Author Unknown

31. Running Effective Board Meetings • The board is NOT a management committee. It’s imperative to distinguish between the two. A committee does the leg work, examines studies, reviews reports and proposes recommendations. In essence, the management committee prepares the board to make decisions and pass policy issues for the organization. • Board decisions/resolutions need to be prepared prior to the board meeting.This is one way to prevent the board from acting as a management committee. Committees should meet before the board meeting to draft resolutions and issues that need to be decided on at the board meeting. • Meet once a month or once every two months.In order to conduct business and to hold management accountable it is important for the board to meet regularly. Meeting only a few times a year does not give the organization the time to take itself seriously and to discuss the organization’s critical policy issues. Also, by meeting monthly or semi-monthly people get in the habit of meeting and feel more comfortable discussing delicate but important issues.

32. Running Effective Board Meetings • Hold meetings in the same location. This is important. Board members will appreciate a consistent and comfortable location. • Develop the agenda at least two days prior to the meeting. The executive committee should meet a week prior to the board meeting and design the agenda. The agenda should include items that need to be discussed and decided on as well as a timeline. E-mail the agenda to the board members two days prior to the meeting. • Don’t go crazy taking lengthy minutes. Don’t spend pages and pages writing down every last detail of the meeting. If there is an item that needs a follow-up at the next meeting, mark it in red on the agenda and go over it at the beginning of the next board meeting. Keep the minutes to a minimum.

33. Running Effective Board Meetings • Don’t get into the habit of tele- conferencing.It’s okay to periodically pipe a board member into the meeting when they are away on business, but as a general rule you want to encourage the board members to attend in person. The quality of the meeting will be dramatically improved if everyone is around a table. • Strive for unanimity but shoot for majority rule.It’s important that all board members agree on a decision, but this is not always possible. Unanimity is important for issues that are central to the core mission of the organization, but deciding by majority rule on other issues will help the organization move ahead in a democratic fashion. • Discuss potential conflicts of interest prior to a decision.Hopefully, your organization has a conflict of interest policy. Before a decision is made it’s imperative that the board ascertains whether there is any conflict of interest from any board member on this decision. This will prevent an embarrassment or worse later on. • Take five minutes to evaluate the meeting.At the end of the meeting take a few minutes to ask people how the meeting went. This process will give you excellent feedback and help with the flow and smoothness of the next meeting.

34. Make board meetings matter: • Start on time • Include food • Follow a written agenda • Allow time for dialogue • Keep reports crisp, precise • Encourage all to be heard • Always include interaction • Educate, entertain, engage • End on time

35. Factors that determine the success of the board member

36. 4 KEY Criteria for Success • Relationships and then PARTNERSHIPS are established between the new board member and the rest of the board • The organization is making a difference in the community– demonstrate this with at least 10 minutes at every board meeting • Is new member’s time well spent– Are they using time well at board meetings, AND outside of the board meetings etc.. They providing real vaule? • Is the new member learning and growingdue to participation in the board- There should be 10 to 15 minutes devoted to learning new things

37. Comic

38. Thank you! Richard Male & Associates http://www.richardmale.com rich@richardmale.com