Join nonprofit governance expert Emily Davis in a facilitated conversation to establish the essential roles and responsibilities of any nonprofit board of directors. Defining common language, expectations, and accountability around governance best practices will best serve IASLC’s mission and future. Topics covered will include: • Foundational governance roles and responsibilities. • Various “hats” board members’ wear and when to wear each one. • Shared leadership activities between board and staff. • Strategies for effective recruitment and retention of board members. Matching the 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.

1. INTERNATIONAL GOVERNANCE
FOUNDATIONS FOR SUCCESS
Emily Davis
Emily Davis Consulting
February 20, 2016

2. TODAY’S AGENDA
• Introductions
• Board responsibilities
• “Hats” board members
wear
• Shared leadership
• Recruitment & retention

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

4. A LITTLE ABOUT ME…

5. 30 seconds or less
Name
Motivational
Value
A LITTLE ABOUT YOU…
Current
Board Role

6. ESSENTIALS OF BOARD LEADERSHIP

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

8. 10 BASIC BOARD RESPONSIBILITIES
1. Determine mission &
purpose
2. Select the chief
executive
3. Support & evaluate the
chief executive
4. Ensure effective
planning
5. Monitor & strengthen
programs & services
6. Ensure adequate
financial resources
7. Protect assets &
provide financial
oversight
8. Build a competent
board
9. Ensure legal & ethical
integrity
10. Enhance the
organization’s public
standing

9. 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.
= Outstanding
= Good
= Fair
= Poor

10. 10 CHIEF EXECUTIVE
RESPONSIBILITIES
1. Commit to the mission
2. The lead staff & manage
organization
3. Exercise responsible
financial stewardship
4. Lead & manage
fundraising
5. Follow the highest ethical
standards, ensure
accountability, & comply
with the law
6. Engage the board in
planning & lead
implementation
7. Develop future
leadership
8. Build external
relationships & serve
as an advocate
9. Ensure the quality &
effectiveness of
programs
10. Support the board

11. BOARD ROLES & RESPONSIBILITIES
Set
organizational
direction

12. Strategic Priorities
Goals
Objectives
Tactics
1. Study
2. Education
3. Research & Science
4. Organizational Growth
5. Professional
Membership Association
6. Charitable Giving &
Philanthropic
Relationships
7. Operational Soundness
STRATEGIC PLANNING

13. BOARD ROLES & RESPONSIBILITIES
Set
organizational
direction
Provide
oversight

14. Nonprofit Lifecycles: Stage-Based Wisdom for
Nonprofit Capacity

15. 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?

16. BOARD ROLES & RESPONSIBILITIES
Set
organizational
direction
Provide
oversight
Ensure
necessary
resources

17. ENSURING HUMAN & FINANCIAL
RESOURCES
PEOPLE
CEO
Board Members
Supporters
BOARD’S ROLE
Policies
Planning
Board Giving

18. 100% BOARD GIVING
Board Giving
Commitment
Open
Ended
Flexible
Specific

19. ENSURING HUMAN & FINANCIAL
RESOURCES
PEOPLE
CEO
Board Members
Supporters
Prospecting
Cultivation
Stewardship
FUNDRAISING
PROCESS
Philanthropy
Connection
Concern
Capacity
BOARD’S ROLE
Policies
Planning
Board Giving

20. Prospecting Identification Preparation
Cultivating Build the
Relationship
Engage the
Donor
Ask for the Gift
Stewarding Recognition Reporting Communicating Engagement
FUNDRAISING PROCESS

21. FUNDING SOURCES
Diversity
is key
Individuals
Special
events
Foundation
grants
Government
grants
Corporate
sponsorship
Earned
income
Service
clubs

22. * Giving USA 2014
FUNDRAISING BY THE NUMBERS
By Source By Organization Type

23. DONORS & GIVING
BEQUESTS/PLANNE D
GIFTS
MAJOR GIFTS
Capital campaigns
Endowment campaigns
Special events
ANNUAL GIVING
Annual campaigns
Special events
Direct mail
Online giving
Membership programs
ONSITE/FIRST TIME GIFTS
Newsletters
Volunteerism
Social media
Peer-to-peer giving
New gifts
Annual donors
Midsize donors
Major donors
Planned
giving

24. FUNDRAISING ROLES
CHIEF
EXECUTIVE
OFFICER
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

25. HATS WE WEAR
Legal AmbassadorVolunteer
Int’l connections,
opportunities, & resources
Advocacy for/with patients
IASLC newsletter
Duty of Care
Duty of Loyalty
Duty of Obedience
Board works for staff
Avoid micromanagement

26. BOARD ROLES*
Connector
• Meeting & engaging with people
Storyteller
• Illustrating the work in a compelling way
Visionary
• Making the case for the future
Closer
• Asking for specific support or involvement
*Creation in Common

27. ENSURE BOARD & PRESIDENT
ENGAGEMENT*
CEO is displacing board
GOVERNANCE AS
OBSERVATION
CEO is in constructive
partnership with board
GOVERNANCE AS
LEADERSHIP
CEO is going thru the
motions with the board
GOVERNANCE AS
ATTENDANCE
CEO is displaced by board
GOVERNANCE AS
MICROMANAGEMENT
C
E
O
E
N
G
A
G
E
M
E
N
T
BOARD ENGAGEMENT
* Source: Richard Chair et. al. “Governance as Leadership”

28. WHO LEADS?
Write “Board” in the space provided if you
think it is a board responsibility.
Write “CEO” if you think it is a responsibility
carried out by the staff through the CEO.
Write “both” if you think it is a
responsibility shared by CEO and board.

29. SHARED LEADERSHIP
BOARD LEADS
SHARED
LEADERSHIP CEO 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
CEO Hiring
& Oversight
Connections
to Funding
Financial
Due
Diligence
Board
Recruitment
& Retention

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

33. Identify
Cultivate
Recruit
Orient
Involve
Educate
Evaluate
Rotate
CELEBRATE!

34. EXPECTATIONS
• Board descriptions
• Terms & term limits
• Time commitment
• Financial commitment
• Recruitment process
• Orientation
• Committee roles
• Ongoing education
• Board activities
• Evaluation

35. STEP BY STEP
Evaluation Application Expectations Outreach
Vetting
Candidate
Approval
Wrap Up Debrief

36. ORIENTATION

37. RETENTION & ENGAGEMENT

38. BOARD CULTURE

40. 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
• CEO
• Board members
• Honor time

41. IASLC COMMITTEES
• Career Development
• Communications
• Education
• Ethics
• Executive
• Fellowship
• Membership
• Nominating
• Nurses & Allied Health
Professionals Committee
• Pathology
• Patient Advocacy
• Patient Education Task
Force
• Prevention, Screening, &
Early Detection
Committees
• Publications
• Staging
• Tobacco Control &
Smoking Cessation

42. MEETING PREPARATION

43. 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!

44. COMMUNICATION
“Change happens by listening and
then starting a dialogue, with the
people who are doing something
you don’t believe is right.”
- Dr. Jane Goodall

45. RECOGNITION

46. • What is the legacy you want to
leave?
• What would success look like to you?
• How would you like to leave IASLC?

47. TAKE AWAY & COMMITMENT

49. RESOURCES
• BoardSource
• 4Good
• The Policy
Governance Model
(Carver)
• Council of Nonprofits
• Roberta’s Rules of
Order
• A Fundraising Guide
for Nonprofit Board
Members
• Nonprofit Board
Answer Book
• Creating Caring and
Capable Boards
• 10 Basic
Responsibilities of
Nonprofit Boards
• The Board Building
Cycle
• The Nonprofit Policy
Sampler

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