Join BoardSource Senior Governance Consultant Emily Davis in a facilitated training to examine the critical elements of governing roles and responsibilities. Defining common language, expectations, and shared accountability around governance best practices will best serve McREL’s mission and future. Matching McREL’s board members’ passion with the governance essentials will serve to create a strong individual board experience and establish long-term success and sustainability for the board as a whole. Participants will receive templates, checklists and related materials for implementation of knowledge shared during the training. Learning Outcomes: - Grasp foundational governing roles and responsibilities. - Understand hats you wear as a board member and when to wear each one. - Outline shared leadership activities between board and staff. - Explore strategies for effective board recruitment and engagement

1. MCREL INTERNATIONAL
GOVERNANCE ESSENTIALS FOR
SUCCESS
JUNE 16, 2016
Emily Davis, MNM
President, Emily Davis Consulting
Senior Governance Consultant, BoardSource

2. MOTIVATIONAL VALUES
“What motivates me
to serve on the
McREL Board of
Directors?”

4. 60 seconds or less
Name
Motivational
Value
Challenge or
Outcome
HI!
A LITTLE ABOUT YOU…

5. AGREEMENTS & PARKING LOT

6. AGENDA
Setting the Stage 9 – 9:30
Governance Essentials 9:30 – 10:45
Break 10:45 – 11:00
Shared Leadership 11:00 – 11:45
Lunch 11:45 – 12:30
Ensuring Human Resources 12:30 – 1:30
Closing 1:30 – 2:00

7. Why did
you join?
What
hesitations
did you
have?
Why would
you leave?
Why do
you stay?

8. BASIC BOARD RESPONSIBILITIES
Determine mission & purpose
Select the chief executive
Support & evaluate the CEO
Ensure effective planning
Monitor & strengthen programs &
services
Ensure adequate financial
resources
Protect assets & provide financial
oversight
Build a competent board
Ensure legal & ethical integrity
Enhance the organizations good
public standing
*BoardSource

9. OUTSTANDING (4)
GOOD (3)
FAIR (2)
POOR (1)
ACTIVITY
How does the board as
a whole perform the 10
responsibilities listed?
Rate the board as a
whole on a
scale from 1 – 4.
*BoardSource*BoardSource

10. NPO VS CORPORATE BOARD
NONPROFIT CORPORATE
Board Legally required Required only for publicly-traded companies
Compensation Volunteer Paid
Voting Exec. Dir. ex-officio CEO voting member
Strategic Planning Shared: Exec. Dir. & Board CEO-led
Clients/Constituents Stakeholders Shareholders
Human Resources Staff, Volunteers, Donors Employees, Clients
Committee
Requirements
No federal-level requirement for an audit
committee; some state-level
requirements
Audit committee required by Sarbanes-Oxley
Act
Cash
Frequent restrictions on use
Generally, limited restricted use
Funding
Individuals
Corporations
Foundations
Government
Events
Social enterprise
Service clubs
Service or Product
Bottom Line Impact, People, Financial Financial

11. ROLES & RESPONSIBILITIES
Set Organizational
Direction
Provide Oversight
Ensure Necessary
Resources
*BoardSource

12. Set Organizational
Direction
*BoardSource

13. STRATEGIC PLANNING
Strategic Priorities
Goals
Objectives
Tactics
• Process, not a document
• Three-year road map
• Input from board, staff, &
stakeholders
• Narrative, resources, &
implementation tools

14. ARE WE READY?
ORG STABILITY EXISTING PLAN PLAN STRATEGIES TIMING
FUNDING
BOARD & STAFF
COMMITMENT
FACILITATION
*BoardSource

15. WHAT IS THE PROCESS?
DISCOVERY
Document review
Organizational
assessment
Stakeholder input
Situational analysis
RETREAT
Board education
Priorities
discussion
SWOT
Misc. activities
DOCUMENTATION
Plan narrative
Drafts revised
Implementation
dashboard
Appendices
IMPLEMENTATION
Plan highlights
Dashboard
Champions
Review quarterly,
reports
Update annually
Technical
assistance

16. WHO CONDUCTS PLANNING?
Objective perspective
Time to commit and compile info
Serve as “bad guy”
Expert
Keeps focus on priorities
Costs $
Board/staff resistance
Less money
Understand org best
Can get bogged down in
details
More subjective
Time accountability
Self-Facilitated
Consultant

17. ROLES & RESPONSIBILITIES
Set Organizational
Direction
Provide Oversight
*BoardSource

19. GATHER
INFORMATION
BOARD ASSESSMENT
EXECUTIVE DIRECTOR
COMMITTEES
MEETINGS

20. ASK THE RIGHT QUESTIONS
What is our capacity?
What does success look like?
What matters the most to us?
How does this serve our mission?
How does it fit our strategic goals?
How might this be a challenge for us?
Why is this important right now?
Why should we consider other options?
Why is this relevant to our stakeholders?
*BoardSource

21. ROLES & RESPONSIBILITIES
Set Organizational
Direction
Provide Oversight
Ensure Necessary
Resources
*BoardSource

22. ENSURE HUMAN & FINANCIAL RESOURCES
CEO
Board Members
Supporters
Policies
Planning
Board Giving
Prospecting
Cultivation
Stewardship
*BoardSource*BoardSource

23. 100% BOARD GIVING
Board Giving
Commitment
Open
Ended
Flexible
Specific
0%
10%
20%
30%
40%
50%
60%
70%
80% 68% 74%
46%
Board Participation in Giving
*BoardSource

24. FUNDRAISING POLICIES
• Gift acceptance policy
• Personal giving policy
• Ethics statement
• Letter of commitment

25. FUND DEVELOPMENT
Diversity
is key
Individuals
Membership
Special
events
Foundation
grants
Government
grants
Corporate
sponsorship
Earned
income
Service clubs

26. FUNDRAISING BY THE NUMBERS*
*Giving USA 2014

27. FUNDRAISING PROCESS
PROSPECTING Identification Preparation
CULTIVATION
Build the
Relationship
Engage the
Donor
Ask for the Gift
STEWARDSHIP Recognition Reporting Communicating Engagement

28. FUNDRAISING ROLES
EXECUTIVE
DIRECTOR
Chief Fundraiser
Media Spokesperson
Fundraising Planning
Board & Staff Liaison
DEVELOPMENT
STAFF
Fundraising Strategy
Moves Management
Identify/
Communicate Needs
BOARD OF
DIRECTORS
Connect to
Funding
Make Gifts
Policies
DEVELOPMENT
COMMITTEE
Board & Staff
Liaison
Staff support on
specific
efforts/campaigns
*BoardSource

30. QUICK BREAK!

31. HATS WE WEAR
Legal AmbassadorVolunteer
Connections
Resources
Communications
Duty of Care
Duty of Loyalty
Duty of Obedience
Board works for staff
Avoid micromanagement
*BoardSource*BoardSource

32. WHAT DOES IT MEAN?
BOARD & STAFF

33. BOARD & ED ENGAGEMENT*
OBSERVATION LEADERSHIP
ATTENDANCE MICROMANAGEMENT
E
D
E
N
G
A
G
E
M
E
N
T
BOARD ENGAGEMENT
*BoardSource*BoardSource

34. WHO LEADS?
BOARD
[With ED support]
EXEC
DIR
[With Board advice]
BOTH
[50/50 Split]
*BoardSource

35. SHARED LEADERSHIP
BOARD LEADS
SHARED
LEADERSHIP
ED LEADS
Strategic
Plan
Funding
Strategies
Evaluation
Board
Meeting
Prep
Policy
Questions
Staff Hiring &
Oversight
Develops,
Implements, &
Oversees
Programs
Chief
Fundraiser
Operations
Reporting
Create &
Review
Policy
ED Hiring &
Oversight
Connections
to Funding
Financial
Due
Diligence
Board
Recruitment
& Retention
*BoardSource

36. OPERATIONS IN
ALTITUDE
Do you need to
change your
altitude?

37. QUESTIONS?

38. LUNCH TIME!

39. Great board member
retention begins with
a great recruitment
process!
RECRUITMENT

40. Identify
Cultivate
Recruit
Orient
Involve
Educate
Evaluate
Rotate
CELEBRATE!
*BoardSource*BoardSource

41. WHO LEADS?

42. REVIEW BOARD JOB DESCRIPTIONS
MEMBERS AT LARGE
PRESIDENT/CHAIR
VICE PRESIDENT/CHAIR
SECRETARY
TREASURER

43. STEP BY STEP
Evaluation Expectations Application Outreach

44. WHERE DO YOU FIND CANDIDATES?

45. STEP BY STEP
Evaluation Expectations Application Outreach
Vetting Selection Debrief

46. CANDIDATE EXPERIENCE

48. RETENTION & ENGAGEMENT

49. ONBOARDING
ORIENTATION BOARD BUDDIES
Hello.
My name is…

50. WHAT MAKES ‘EM TICK
•Always YES
•Wants to help
everyone &
everything
•Caution!
OVER-COMMITTED
•Needs lots to
stay engaged
•Don’t let
them sit
around
BUSY, BUSY, BUSY
•Verbal &
print
•Use titles &
acknowledg
ment
LIKES RECOGNITION
•Stays focused & on track
•Great for events
•May get discouraged by
others’ lack of support
ORGANIZER
• Lots of ideas for
improvement
• Pair with an Organizer
to keep things moving
CREATIVE
*Abigail Harmon

51. INVEST IN LEARNING
TRAINING &
EDUCATION
NETWORKS &
ASSOCIATIONS
PRACTICE
LEADERSHIP

52. BOARD ENGAGEMENT PLANS
• What do you want to include?
• How will you create them?
• How do you hold yourselves
accountable?
• What challenges lie ahead?
• What does success look like?
• Board participation
• Committee participation
• Event participation
• Individual giving
• Fundraising activities
• Ambassadorship
• Resources have and need

53. MEETINGS:
None of us is as
dumb as all of us

54. BOARD MEETING TIPS
Governance
Board reports
Strategic
priorities/goals
Mission moments
Ask questions
Avoid
micromanagement
Facilitation
Consent agendas
Shared
responsibilities
Giving accountability
Follow up
Participants
Guests, Staff
ED
Board members
Honor time

55. MEETING PREPARATION

56. EXAMPLE: FINANCE COMMITTEE
Board asks strategic questions
Monthly, quarterly ED/Finance Committee reports on budget
Board participates in fundraising efforts to meet financial goals
Board reviews, asks strategic questions, amends, approves budget
ED/Finance Committee researches & drafts budget for approval
Board requests annual budget

57. IT’S NOT ABOUT YOU
How does this serve the mission?
Does it fit our strategic goals?
What’s our capacity?
What does success look like?
Keep it high level!

58. OFF BOARDING
Succession planning
Honorary/ Emeritus/
Advisory Committee
Board buddy
Recognition

60. PICTURE YOUR LEGACY
Select a card that answers
the question:
“What is the legacy you
want to leave on the
McREL board?”

61. TAKE AWAY & COMMITMENT

62. Emily Davis, MNM
President, Emily Davis Consulting
Senior Governance Consultant, BoardSource
(720) 515-0581
emily@emilydavisconsulting.com
emilydavisconsulting.com