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The Rural Collaborative Presents Effective Board Composition

Understand the secrets to effective boards, practical tools for composition, information overload, and board effectiveness evaluation. Learn about board recruitment, trustee manuals, and competing values models for improved governance.

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The Rural Collaborative Presents Effective Board Composition

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  1. The Rural Collaborative PresentsEffective BoardComposition “How to sit on a board without getting splinters” Utah Housing Coalition September 22, 2003

  2. Discussion Overview • Why so much interest? • Is there a “secret” to effective boards? Does one size fit all? • Practical tools for “Effective Board Composition.” • Competing Values Model • How can these tools help my organization?

  3. Information Overload • Abundance of information • Is the information being used? • Is anything working? Are Boards Effective? • What does being effective mean? • How would you rate your board? • Does one size fit all?

  4. Practical Tools • Skills Matrix • Job Descriptions • Board Member Agreements • Board Member Evaluative Survey • Trustee Manuals • Competing Values Model

  5. Effective Board Composition • What is the number one reason individuals join boards? • Individuals usually join boards because they believe in the values the organization embodies • Joining a board takes time and energy= commitment

  6. Board Composition Board Composition: Representation of community, constituents, a variety of backgrounds Skills Matrix • Identifies areas of strengths and needs of the board • Board may conduct exercise on what strengths and needs exist

  7. Board Recruitment Tools used for recruiting include: Board Member Job Descriptions Board Member Agreements Board Interviews

  8. Board Recruitment Trustee Manual: clearly states expectations and responsibilities • Articles of Incorporation • Bylaws • Historical Overview • Mission Statement • Board Member Job Description / Agreement • Minutes • Committee listings, contact information • Annual Report

  9. Effective Board Composition • Board Effectiveness: Clear Expectations= Less Frustration Reduces Deadwood • Ways to avoid deadwood: Limit Terms Specify Attendance Requirements Pocket Book Test Trustee Manual

  10. Effective Board Composition • Common Obstacles That Lead To Board Ineffectiveness Time on the trivia Short term bias Reactive stance Reviewing, rehashing, redoing Diffuse authority

  11. Board Sustainability Board Evaluation: A constructive exercise that should take place annually • Retreats • Surveys • Informal Discussion • Peer Evaluation

  12. Competing Values Framework Model Robert E. Quinn F L E X I B I L I T Y HUMAN RELATIONS MODEL OPEN SYSTEMS MODEL Means: Management of Individuals Ends: Smooth Functioning Group Means: Innovation & Adaptation Ends: External legitimacy Resource acquisition ORG. FOCUS INTERNAL ORG. FOCUS EXTERNAL C O NTR O L INTERNAL PROCESS MODEL Means: Documentation & Information Ends: Stability & Control Means: Planning & Goal Setting Ends: Productivity & Accomplishment RATIONAL GOAL MODEL Means: Management of Individuals Ends: Smooth Functioning Group

  13. OPEN SYSTEMS MODEL Organization’s focus is EXTERNAL Organization’s structure is FLEXIBLE • Staying abreast of changes in external environment • Fully adaptable to changes in external environment • Means: Innovation; Ends: External Legitimacy The Emphasis: • Built on the basic assumption that continuous research, adaptation and innovation lead to the acquisition of external legitimacy and essential resources • Primary consideration for the board

  14. OPEN SYSTEMS MODEL How does a board function in this realm? Innovator and Boundary Spanner • Strong role in developing vision • Intentionally works to enhance the fit between the organization and its external environment • Board is supportive, encouraging, tolerant of risk. It may involve itself in identifying new directions, articulate unmet needs, respond to new opportunities and challenges • Board serves as a liaison to important constituencies • Ensures the org. has adequate resources to meet purposes • Enhances organization’s public image • Board develops relationships with external constituencies • Board engages with staff, common committees and stakeholders

  15. RATIONAL GOAL MODEL Organization’s focus INTERNAL Organization’s structure is CONTROL • Focuses on organizational accomplishment Means: goal attainment and planning; Ends: productivity and accomplishment The Emphasis: • Built on the basic assumption that clarity of direction will lead to productive outcomes • Primary consideration of the board

  16. RATIONAL GOAL MODEL How does a board function in this realm? Director and Producer • Board takes a lead in ensuring that expectations are clear and lead to mission • Board helps to develop long term strategic plans emphasizing goals and objectives and defines roles and tasks • Board expects clear goal setting and requires reports on progress • Accepts responsibility for the overall focus and viability of organization

  17. INTERNAL PROCESS MODEL Organization’s focus is INTERNAL Organization’s structure is CONTROL • Emphasizes standards of practice • Implicit assumption that without board oversight managers might behave in a manner of self- interest Means: documentation and information management Ends: Stability and Control The Emphasis: • Built on basic assumption that routine and standardization lead to stability • Primary consideration of the board

  18. INTERNAL PROCESS MODEL How does a board function in this realm? Monitor and Coordinator • Works to assure organizational action is aligned with budgetary restrictions and mission • Exercises fiduciary responsibility to provide oversight to budgeting, programming and planning. • Oversees structure and flow of system- information and work is coordinated properly within system

  19. HUMAN RELATIONS MODEL Organization’s focus is INTERNAL Organization’s structure is FLEXIBLE • Integration of individual and group into a whole, well-focused organization • High standard of dialogue Means: management of individuals; Ends: Smooth Functioning Group The Emphasis: • Built on basic assumption that involvement results in commitment and that commitment results in excellence • Primary consideration of the board

  20. HUMAN RELATIONS MODEL How does a board function in this realm? Mentor and Facilitator • Board has an obligation to orient new members and encourage training, skill development for board and staff • Board sees its responsibility to build capacity by providing direction, guidance and support to ED • Emphasizes group process, fosters openness, cohesiveness and a shared sense of purpose – teamwork • Embrace decision making processes that encourage group norms that tolerate conflict, promote shared knowledge, value diverse perspectives- toward group cohesion

  21. Competing Values Framework • Group Breakout Where does your organization fit? What are the implications? Is your board balanced?

  22. What can I take back to my Organization? Questions or Comments: Carol Cohen Rural Collaborative (435) 940-1687 ccohen@sisna.com

  23. Supporting Sources Judith L. Miller and Sue R. Faerman, Making Good Board Choices: A Competing Values Approach, The Nonprofit Quarterly Spring 2003 Competing Values Model: Robert E. Quinn, Beyond Rational Management

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