![Topics ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Board Orientation](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie Board orientation 1 2011
Ähnlich wie Board orientation 1 2011 (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Board orientation 1 2011
- 7. Failure is Not an Option BATC Board Orientation 1/26/2011
- 21. Show Me the Money BATC Board Orientation 1/25/2011
- 30. Recruiting Leaders BATC Board Orientation 1/26/2011
- 36. A Great Opportunity BATC Board Orientation 1/26/2011
Hinweis der Redaktion
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Enter your association’s name and logo on this cover page. You need PowerPoint and Word programs to utilized this program. Tailor it to your needs. Design it to fit your time and to focus on the key issues in your organization. You’ll need a screen and an LCD projector so that everyone can see. Have a flip chart and markers available. An effective room set up is crescent circles so that nobody has their back to the podium and you can break into small groups easily. Copies of the program can be printed and distributed to the attendees; the preference for training is to print them in PowerPoint format, “Three Up,” to leave room for taking notes. For help: Robert C. Harris, CAE - bob@hmgnet.com 335 Beard St., Tallahassee, FL USA 32303
- Board Orientation Robert C. Harris, CAE (850) 222-6000 The 40 or so slides are intended to require 1.5 to 3 hours to discuss. Using a flip chart and reviewing your own association documents that support the information in the slides, will easily fill the time. If you want to add topics and time, consider a slide that identifies member benefits and a discussion of each. Also consider a slide on association communications and how/when board members can expect certain communication vehicles. You may also consider starting the presentation with a history of the organization to be sure all board members understand where it has come from and how it developed. Don’t be afraid to delegate specific topics or slides to volunteers to cover and lead the discussion.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 If needed, add a second slide here to describe your organization’s additional purposes. Or use a flip chart to add purposes and objectives provided by the audience in a discussion. Be sure to assemble your organization’s own documents, such as the budget, bylaws, policy manual, to support various discussion topics associated with the slides.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 If needed, add a second slide here to describe your organization’s additional purposes. Or use a flip chart to add purposes and objectives provided by the audience in a discussion. Be sure to assemble your organization’s own documents, such as the budget, bylaws, policy manual, to support various discussion topics associated with the slides.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Enter your organization’s mission statement on the slide. The mission statement should indicate who the organization serves and what it offers. Some organization’s have two additional components that you would insert near the mission statement slide; they are a: Vision Statement - A statement indicating where the organization intends to be and how it will serve the industry 5 to 10 years from now. Value Statement - A series of statements that indicate the most important beliefs and values of the organization. For example: “We value the input and participation members.”
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Double click on the center of the slide to open up Microsoft Organizational Chart. Create your own organizational chart of insert your organizational chart as a file. Your organizational chart may be for the leadership, showing committees, board, subsidiaries, etc. and/or a staff organizational chart. To create a second organizational chart, go to “insert - duplicate slide” to create it. One of the most revealing discussions is to ask small leadership groups to draw their understanding of the organizational chart to determine how much they know about the association. If you don’t have an organizational chart, simply delete this slide. As an exercise, you may want to use a flip chart and discuss the structure of the association, including board, committees, subsidiaries, chapters, etc.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Governing Documents Point out what you believe to be relevant in bylaws and financials. Review key points in financials; discuss the rules/limitations/financial goals. Importance of Representation Reinforce that Board members represent the entire industry, not a segment of the industry. While they may lobby for their position on matters which may be related to their segment or size within the privacy of Board meetings, their role on the Board is to represent the interests of all of the chapter members, and their public position is that of being a member-at-large.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Every association has a variety of documents that either create a framework for governance or serve as tools of governance. Many of these items will be included in a Board Orientation Manual. (For more information: http://www.hmgnet.com/nprc/references/orientation.html) These include the bylaws and articles of incorporation at a minimum. A budget outlines economic parameters and priorities. A policies and procedures manual catalogs previous motions of the board that have become policy. Every board should understand the organization’s goals, most often recorded as a strategic plan. If advocacy or lobbying is included in the mission, then position papers, statements or platforms should be available to the leaders. The key point here is that for effective leadership, “knowledge is power” and the tools of governance should be accessible to the board.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 This slide and the next will help board members understand their role and responsibilities. They can protect themselves by knowing what their responsibilities cover (and exclude.) Discuss each point to be sure it is understood; use examples as often as possible. Be sure to discuss and ask if there are questions regarding the responsibilities. Has anything been left off that they’d like to discuss or ask about?
- Board Orientation Robert C. Harris, CAE (850) 222-6000
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Be sure to discuss the importance of the board focusing on governance, strategic thinking and the future. The staff should administer to the daily needs of the organization. The chief executive officer and the executive director are the primary link between board and staff communications. Treat staff with respect; it can be difficult to replace staff who are trained in the unique aspects of nonprofit management.
- Board Orientation Robert C. Harris, CAE (850) 222-6000
- Board Orientation Robert C. Harris, CAE (850) 222-6000
- Board Orientation Robert C. Harris, CAE (850) 222-6000
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Financial responsibilities are critical to board performance. Focus the leadership on finances. Spend time with the treasurer to orient him or her to policies regarding finances. Prepare a monthly financial report and distribute at a minimum to the chief elected officer and treasurer; distribute a financial report at least quarterly to the board. Take this opportunity to distribute a sample financial report to discuss the meaning of the line items and various columns.
- Board Orientation Robert C. Harris, CAE (850) 222-6000
- Board Orientation Robert C. Harris, CAE (850) 222-6000 List your standing committees (found in the bylaws) and any task forces, ad hoc and other committees in existence.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Discuss the purpose and value of committees. How have the committee been charged with work thus far this year; are their goals and make up clear? Review the existing committees and opportunities for other workgroups to achieve the organization’s goals. Determine here if the current committees are properly appointed and charged with a plan of work. Could committees in some form serve the subgroups and special interests of members? What sort of reporting requirements are necessary to record the results of committee meetings. Consider any committees that are not performing properly and how to improve them.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Discuss how meeting notices will be distributed, including agendas, making reservations and RSVP mechanisms. Be sure to fill in the # of days prior to meetings that notice will be sent in the above slide. Discuss when and meetings are commonly held. Is there an annual calendar of meetings? What about conference calls? Are board members reimbursed for expenses; are expense forms provided? Who makes travel reservations to meetings.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 The agenda adds structure to the organization. A consent agenda, a grouping of the non-controversial issues to be voted upon at one time, will save time. The agenda protects the board from wandering into issues and discussions that may not be appropriate at a board meeting.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Many volunteer organizations are finding it difficult to recruit potential leaders. Discuss this with the board and ask how they think new leaders can be encouraged and trained. Consider leadership mentoring, ongoing leadership training, and advertising for leadership. Seek diversity and inclusivity for the make-up of the board. Consider these basic needs of leaders as described in, “Volunteers - How to Get Them, How to Keep Them,” by Helen Little. Assign specific manageable task with a beginning and end. Match volunteer interests and reasons for volunteering. Provide a good reason for doing the task. Offer written, clear instructions. Provide or set reasonable deadlines. Allow the freedom to complete the task when and where it is most convenient Provide everything necessary to complete the task w/o interruption (tools, information, help.) Offer adequate training if it is needed. Provide a safe, comfortable, and friendly working environment. Follow up to see that the task is completed. Set interim goals. Make opportunities to provide feedback. Show appreciation, recognition and rewards. Celebrate achievements.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Long range plans in some organization’s have been replaced by action plans for the year ahead or next two years, because of the pace of change. If you have a list of current goals or a strategic plan, discuss what was achieved, what is pending, and what needs to be dropped or changed. A discussion of goals for the year can take 30 minutes to several hours. Plan to use a flip chart to record the goals. As time allows, discuss the details of any goals to consider resources, timeframes, delegation, strategies, etc. A plan and goals must be consistent with the organization’s budget and committee objectives.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 You may want to ask your insurance counselor to explain insurance coverages to the board. General counsel to the association should cover risk management with the board. Point out in the budget, the costs of various insurances.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 These are three legal principles that apply to non profit boards.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 In addition to the three legal principles, many boards face concerns about antitrust and apparent authority. If you have any questions about these three topics, you should be certain to learn more about them and/or bring in a specialist (attorney, accountant, insurance consultant) to explain the importance of the three topics.
- Board Orientation Robert C. Harris, CAE (850) 222-6000 Ask the board if they have questions that have not been answered by this orientation. Provide an evaluation form to additional input to improve next year’s orientation. If you need help with strategic planning, board orientation, association auditing or staff training, contact: Robert C. Harris, CAE 850 222 6000 335 Beard Street Tallahassee, FL 32303 USA [email_address] Association Management 101 Online© is available at the Websites of GSAE, FSAE and NJSAE.