The document summarizes efforts to strengthen the governance of the ECHN Community Healthcare Foundation board. An audit found the board lacked clear roles and strategic focus. Task forces were formed to develop board assessments, recruit new members, create orientation programs, and policies. The goal was to engage the board in defining their vision and roles to better support the organization's mission through an inclusive process focusing on communication and relationship building.

1. Working from Within: Your Board of Directors A Case Study of the ECHN Community Healthcare Foundation Sondra Lintelmann-Dellaripa Philanthropy Performance Management, Inc. [email_address] 860-575-5132

6. ECHN Foundation Audit In 2005 an Audit and Assessment was performed by Donovan, Slone and Guthrie. Highlight findings, specific to Board: “ The Foundation Board and committee members are dedicated to ECHN, but Board members and committee members primarily view their role as oversight of Foundation staff and not as active solicitors on behalf of the Foundation.” “ The Foundation Board is inconsistent in solicitation, improperly structured, confused in regards to role in philanthropy, and overlaps with the Operating Board. Board members are inconsistently involved outside of formal board meetings and the Planned Giving Committee. Foundation Board membership is not viewed as prestigious as the Operating Board.” “ There is minimal cross-over of Foundation Board on operating board nominating and finance and investment committees; there is little communication about philanthropy at ECHN Board meetings.”