Transcript of Kim McKelvey, J.D., CFRE Executive Director ALPS Foundation Services Board Participation: Governance...
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- Kim McKelvey, J.D., CFRE Executive Director ALPS Foundation
Services Board Participation: Governance and Expectations
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- Changing board culture is NOT fast. Its not even walking pace.
Its glacial. Remember, the tortoise won in the end
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- Assumptions You already have a board Youd like a better-behaved
board Youre hoping setting rules and expectations for your new
board members will get you there
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- The reality Recruitment and orientation are important puzzle
pieces in changing board culture. BUT, assuming some current board
members are never leaving (or not soon enough), the hardest work
will be done with your existing board. Even the most passionate new
recruits will wither on a dying vine.
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- It starts with a GREAT leader Inspire passion Provide clear
instructions Develop policies Cajole, harass, appreciate
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- Inspire passion Mission Vision Strategic planning Mission
moments Storytelling Encourage dialogue/questioning
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- Encourage reflection Individual and group board member
assessment Mission assessment Organizational assessment Planning
and evaluation Personnel Interest and needs (See Assessment)
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- Inspire a culture of philanthropy Use passionate leadership to
make philanthropy central to the organization Philanthropy v.
fundraising Avenues to create a culture of philanthropy (See
Menu)
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- Inspire performance A commitment to the work of the
organization and to the people served A willingness to represent
the organization to the public and to speak in support of the
organization An ability and a commitment to participate in
meetings, events, and other board-related activities Common sense
and the ability to exercise good judgment From The Best of Board
Caf
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- Board governance
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- What is board governance? Bottom line: the board (not the ED)
is responsible for ensuring the board functions in such a way as
maximize the impact of the foundations mission. Board governance
requires that a small group of the board undertake the tasks
necessary to guarantee the board functions at a high level.
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- Board governance components Structure Recruitment Nominating
Orientation Training Participation Committees Meetings Impact on
mission
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- Start with recruitment Establishing a sound recruitment policy
and procedure sets the stage for recruiting outstanding board
members. Board members with skillsets matched to the work of the
foundation Diverse board Recruits know duties of board members
before agreeing to serve
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- Recruitment logistics Getting your ducks in a row Bar
Foundation job description Board member application Board skillset
Recruitment policy, process and timeline
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- Board member job description Why is it important? Because it
clearly defines Board members roles and responsibilities Duties
relating to planning, organization, operations, finances,
philanthropy, etc. Duties related to staff
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- Board member job description Position title Function Duties
Planning Organization Operations Finance and audit Number of
meetings and participation requirements Fundraising and giving
responsibilities Committee responsibilities Training and
orientation schedule (See Bar Foundation Job Description)
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- Board member application Allows for skillset analysis,
including other board work Identifies potential conflicts of
interest Creates talking points for recruitment meetings (See Board
application)
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- Skillset Developing a skillset helps create a list of potential
candidate to recruit for board membership and ask to meet with them
Develop and disseminate yearly a skills assessment of board
members. Coordinate scheduling of skills assessment with board
recruitment policy, by-laws and/or strategic plan Board (through
committee) and executive director identify specific skills (See
Board skills assessment worksheet)
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- Recruitment Process 1. Meeting 2. Invitation 3. The ask
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- Recruitment Process Initial meeting with prospective board
member: Board chair and executive director attend Provide an
overview of the organization mission, vision, objectives Provide
relevant organizational materials describing the foundations work
Review the board member job description and application form
Identify potential conflicts of interest with the candidate
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- Recruitment Process Invite prospective member to a board
meeting: Notify current board members that a potential new member
will be attending Name tags and introductions Explain acronyms Ask
the potential new member if they have any questions provide names
and contact info of other board members Mentor Thank them for
coming
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- Recruitment process The Ask: Mentor calls shortly after board
meeting Solicit their complete board member application and provide
all applications to the board for their review and
election/approval Notify new members and invite them to subsequent
board meetings and the board orientation
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- We recruited them, now what? Contract? Orientation / mentoring
Ongoing training Appointed to a committee Self evaluation to assess
if theyre meeting the Board member job description
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- Orientation Too often avoided or lost A manual is very helpful
Vital for laying groundwork What is a bar foundation? Why is it
different from other nonprofits? What are a grantmaking
organizations primary responsibilities? To whom does the
organization make grants? How much? Why? What is the basic
procedure? How should the board member interpret the organizations
financial statements
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- What else?
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- Thank you. ALPS Foundation Services
www.foundationservices.com