Joining the Team: Covering Your Governance Bases (CBCA)
•
2 gefällt mir•156 views
Whether you are veteran nonprofit board member or are joining a board as your first governance experience, the essential elements of board governance are critical for healthy leadership. Join nonprofit governance expert, Emily Davis, in a discussion about governance best practices including: Governing roles and responsibilities. Various “hats” board members wear and when to wear each one. Clearer roles, expectations, and commitments of board and staff in organizational leadership. Strategies for effective recruitment and retention of boards. Enhancing accountability among board leadership for sustainability. Matching the passion for a mission with governance essentials will serve you as an individual board member and create engagement within the board.
Empfohlen
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Ähnlich wie Joining the Team: Covering Your Governance Bases (CBCA)
Ähnlich wie Joining the Team: Covering Your Governance Bases (CBCA) (20)
Mehr von Emily Davis Consulting
Mehr von Emily Davis Consulting (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Joining the Team: Covering Your Governance Bases (CBCA)
- 1. OCTOBER 16, 2019 DENVER, CO © EMILY DAVIS CONSULTING 2019 JOINING THE TEAM: COVERING YOUR GOVERNANCE BASES
- 2. Facilitator Certified in Essential Facilitation™ & ToP Facilitation™ Board Member Social Venture Partners, Association of Fundraising Professionals, YNPN Executive Director National Hemophilia Foundation Colorado A LITTLE ABOUT ME… MNM Regis University Consulting Associate BoardSource Author Fundraising and the Next Generation Certified Charitable Advisor 21/64 Founder YNPN San Diego, Global Shapers Boulder Hub
- 3. NAME, ROLE/TITLE ORGANIZATION WELCOME TO THE FUN ABOUT YOU! GOVERNANCE QUESTION CHALLENGE
- 5. Alignment and passion for mission Clarity of expectations Financial investment Board terms & limits Type of board Lifecycle stages Board size, demographics BEFORE YOU JOIN A BOARD…
- 6. BOARD ROLES & RESPONSIBILITIES PROVIDE oversight SET organizational direction *BoardSource ENSURE necessary resources
- 8. ORGANIZING/ FOUNDING BOARDS KARL MATHIASON III FOR BOARDSOURCE BOARD LIFECYCLE STAGES GOVERNING INSTITUTIONAL
- 9. BOARD ROLES & RESPONSIBILITIES SET organizational direction *BoardSource
- 10. Mission & purpose Organizational strategy Revenue strategy/business model Succession planning AVOID MICROMANAGEMENT LONG TERM PLANNING
- 11. IMPLEMENTATIONDOCUMENTATIONRETREATDISCOVERY WHAT IS THE PROCESS? PROCESS NOT A DOCUMENT Environmental Assessment • Where are we now? Organizational Direction • Where should we be going? Strategy Formulation • How are we going to get there? Planning & Implementation • How will we make it happen?
- 12. BOARD ROLES & RESPONSIBILITIES PROVIDE oversight SET organizational direction *BoardSource
- 14. ASK THE RIGHT QUESTIONS WHAT HOW WHY How does this serve our mission? How does it fit our strategic goals? Why is this important right now? Why should we consider other options? What is our capacity? What does success look like? Source: Governance as Leadership
- 15. The Coach The Facilitator The Caller The Observer The Reframer The Analyst The Healthy Skeptic The Synthesizer CULTURE OF INQUIRY
- 16. Board of Directors REGULAR EVALUATION ASSESSMENTS Chief Executive
- 18. BOARD [with staff support] SHARED LEADERSHIP BETWEEN BOARD AND STAFF WHO LEADS? CHIEF EXEC [with board support] BOTH [50/50 split]
- 19. BOARD OF DIRECTORS Create & Review Policy CEO/ED Hiring & Oversight Connections to Funding Financial Due Diligence Board Recruitment & Retention EXECUTIVE DIRECTOR (STAFF) SHARED LEADERSHIP Strategic Plan Fundraising Plan/ Strategies Evaluation Board Meeting Prep Policy Questions Staff Hiring & Oversight Develops, Implements, & Oversees Programs Chief Fundraiser Operations Reporting *BoardSource
- 20. HATS WE WEAR AMBASSADOR connections resources communications LEGAL duty of care duty of loyalty duty of obedience VOLUNTEER board works for staff avoid micromanagement *BoardSource
- 21. LEGAL OBLIGATIONS OF INDIVIDUAL BOARD MEMBERS Duty of Care • Using your best judgment. • Actively participating, paying attention. • Asking pertinent questions. Duty of Loyalty • Avoiding conflicts of interest. • Putting aside personal and professional interests. Duty of Obedience • Staying true to the organization’s mission. • Obeying the law, both public and organizational.
- 22. BOARD ROLES & RESPONSIBILITIES PROVIDE oversight SET organizational direction *BoardSource ENSURE necessary resources
- 23. Policies Planning Board Giving PEOPLE AND MONEY ENSURING NECESSARY RESOURCES Prospecting Cultivation Stewardship Chief Executive Board Members Supporters *BoardSource
- 24. THE BOARD’S FIDUCIARY ROLE Understand nonprofit financial foundations Set up & monitor key financial indicators Ensure financial control mechanisms Approve the budget Oversee legal obligations Understand roles of board, treasurer, financial committees, financial staff, internal controls Plan for financial diversity and sustainability *BoardSource
- 25. FINANCIAL OVERSIGHT QUESTIONS Are our current revenue streams sustainable in the next year? Two years? Five years?REVENUE How might changes in revenue streams affect operating results?OPERATING RESULTS If changes in operating results occur, how will these changes affect our organization’s balance sheet? BALANCE SHEET HEALTH How will changes to the balance sheet affect our organization’s liquidity?LIQUIDITY What are the true costs of each of our programs?EXPENSES
- 26. DUAL BOTTOM LINE SOURCE: NONPROFIT SUSTAINABILITY: MAKING STRATEGIC DECISIONS FOR FINANCIAL VIABILITY MissionImpact High Mission Impact Low Profitability [Keep, contain costs] High Mission Impact High Profitability [Invest and grow] Low Mission Impact Low Profitability [Close or give away] Low Mission Impact High Profitability [Water and harvest, increase impact] Financial Profitability
- 27. INTERNAL CONTROLS DO YOU HAVE THESE IN PLACE? ACCOUNTING POLICIES & PROCEDURES ACCOUNTING MANUAL INVESTMENT POLICIES AUDITS/ REVIEWS
- 28. Staff presents policy question or Regular review of policy BYLAWS AND MORE! POLICY DEVELOPMENT Committee develops policy draft side-by- side with staff or Reviews & updates existing policy Board reviews, discusses, votes on approval
- 29. FUNDRAISING IS NOT… THE F-WORD BEGGING ATMs
- 31. FUNDRAISING PROCESS Identification Preparation Recognition Reporting Communicating Engagement Build the relationship Engage the donor Ask for the gift
- 32. Involve & Engage Donors 25% Identification of Prospects 20%Educate & Cultivate 25% Ask for Gifts 5% Thanks & Recognize 25%
- 33. DIVERSITY is key REVENUE SOURCES Individuals Membership Special events Fee for service Government grants Corporate sponsorship Service clubs Social enterprise Foundation grants CONTRIBUTED EARNED
- 34. Capital campaigns Endowment campaigns Special events Annual campaigns Special events Direct mail Online giving Membership programs Newsletters Volunteerism Social media Peer-to-peer giving BEQUESTS/ PLANNED GIFTS MAJOR GIFTS ANNUAL GIVING ONSITE/FIRST TIME GIFTS PLANNED GIVING MAJOR DONORS MIDSIZE DONORS ANNUAL DONORS NEW GIFTS © Emily Davis Consulting, 2017
- 35. 100% BOARD GIVING WHY IS IT IMPORTANT? Board Giving Commitment Open Ended Flexible Specific Source: Leading with Intent, 2017*BoardSource 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% H a ve p o licy P e rcen ta g e g ivin g 1 0 0 % p articip a tion 80% 86% 60% Board Participation in Giving
- 36. TYPES OF FUNDRAISING ROLES Meeting & engaging with people Connector Illustrating the work in a compelling way Storyteller Making the case for the future Visionary Asking for specific support or involvement Closer *Creation in Common
- 37. MEASURING FUNDRAISING EFFECTIVENESS THE GOAL *BoardSource Our Total Fundraising Net: Is this enough to fund our work? Our Dependency Quotient: Are we at risk if a top donor changes its giving? Our Cost of Fundraising: Are our fundraising efforts paying off efficiently?
- 38. BOARDSOURCE THE BOARD BUILDING CYCLE
- 39. DEMOGRAPHIC DATA TRENDS LEADING WITH INTENT 2017 Men 52% Women 48% GENDER OF BOARD MEMBERS Under 40 17% 40 - 49 26% 50 - 64 41% 65 or older 16% AGE OF BOARD MEMBERS Caucasion 84% Black/African American… Asian 3% Other 3% American Indian or Alaska Native 1% Two or more races 1% RACE OF BOARD MEMBERS
- 40. Time CLARIFY | REINFORCE | REPEAT Financial Knowledge Planning
- 41. STEP-BY-STEP Self- Assessment Expectations Application Outreach Vetting Candidate Approval Wrap Up Debrief
- 42. BOARD BUDDIES MISSION & HISTORY ORG CHART EXPECTATIONS & BEST PRACTICES POLICIES, PROCEDURES, PLANS MEETING DETAILS FINANCIAL INFO COMMUNICATION CULTURE
- 43. Letter of Commitment KEEP THE GOOD ONES AROUND ENGAGEMENT ACTIVITIES Orientation & Engagement Plan Effective Meetings Recognition
- 44. Board reports Strategic priorities Mission moments Ask questions No micromanagement ROBERTA’S RULES OF ORDER – WHO’S ROBERT ANYWAY?? BOARD MEETING TIPS Consent agendas Purpose Shared responsibilities Create accountability Follow through Debrief/evaluate Guests, staff Chief executive Board members Honor time
- 47. RESOURCES • CBCA • BoardSource • Association of Fundraising Professionals • Colorado Nonprofit Association • Measuring Fundraising Effectiveness Initiative • Leading with Intent (governance index) • Roberta’s Rules of Order • The Nonprofit Board Answer Book • The Board Chair Handbook • Nonprofit Policy Sampler • Nonprofit Board Committees
- 48. EMILY DAVIS, MNM PRESIDENT, EMILY DAVIS CONSULTING SENIOR GOVERNANCE CONSULTANT, BOARDSOURCE 720.515.0581 EMILY@ EMILYDAVISCONSULTING.COM EMILYDAVISCONSULTING.COM thank you