Mal Warwick_Masterclass part 1 leadership for success

Leadership for Success: The CEO’s Guide to Best Practices in Nonprofit Management (Part 1)

A Master Class with Mal Warwick

The CEOThe CEO’’s Guide to s Guide to NGO GovernanceNGO Governance

With many thanks toNoshir H. Dadrawala

Centre for Advancement of Philanthropy, Mumbai

Presented by Mal WarwickInternational Workshop on Resource Mobilisation

Kuala Lumpur22 May 2008

IWRM Kuala Lumpur 05IWRM Kuala Lumpur 05--0808

Three types of boards Three types of boards


DiscussionDiscussion

Which type is your board?


Essential roles of the boardEssential roles of the board

1) Legal requirements2) Guard vision and mission3) Set strategy4) Assume financial responsibility5) Set policy6) Hire and fire chief executive7) What board members should not do

1) Legal requirements1) Legal requirements


Legal role of NGO boardsLegal role of NGO boards

Funds, properties, and assets of the organization vest in themMust be acquainted with and advance the vision and missionDirectors are jointly and severally responsible


Other legal requirementsOther legal requirements

Directors should not derive financial benefit from the organizationMust oversee administration and accountsMust set policy through process of periodic meetings and resolutions

2) Guard vision and mission2) Guard vision and mission


Cornerstones of nonprofit successCornerstones of nonprofit successVision & mission

Programs

Staff & volunteers

Funding

1 2

34

Your organisation


People respond to vision and missionPeople respond to vision and mission

VisioVisionn:: How will the world be different ifyou receive all the resources you need tofulfill your vision?

MissioMissionn:: What is the essence of your workto advance toward your vision?


WhatWhat’’s the difference?s the difference?

Mission controls while vision inspires. A mission statement is like a ‘road map’for the organization while the vision statement is the final destination the organization is attempting to arrive at.


For For a soup kitchen .a soup kitchen . . .. .

Vision: “No child in our city will go to bed hungry at night.”Mission: “With support from fine restaurants, food producers, and generous donors, we provide food to hungry children through the public schools and our own outreach facilities.”


For a literacy program . . .For a literacy program . . .

Vision: “In two decades our services will no longer be needed.”Mission: “By mobilizing university and secondary school students to provide weekend literacy classes, we seek to spread the habit of reading through all corners of our city.”


For a family advocacy organization . . .For a family advocacy organization . . .

Vision: “Families will be strong; children will achieve personal excellence.”Mission: “We advocate for family-friendly legislation and efficient human services at all levels of government.”


DiscussionDiscussion

Does your organization ever stray “off-mission?”What role does your board play when that happens?What role should it play?

3) Set strategy3) Set strategy


5 keys to nonprofit success5 keys to nonprofit success

Transparency

Accountability

Follow-throughEthics

Donor-centredness


Strategic planningStrategic planning

An inclusive process: board, staff, others3-year plan, annual review and update3-year goals, 1-year objectives


What strategy is What strategy is notnot

Not how to meet your funding targetNot just “a way to do things”Not techniques such as advertising, direct mail, special eventsTechniques are tactics


What strategy What strategy isis

Strategy vs. tacticsStrategy = Strategy = ““win the warwin the war””

Tactics = Tactics = ““win the battlewin the battle””

No strategy = muddleNo strategy = muddle

The concern of the commander-in-chief, not captains and majorsHow to deploy all your resourcesThe Big Picture, not the small stuff

4) Assume financial responsibility4) Assume financial responsibility


Dimensions of responsibilityDimensions of responsibility

Legal: “the buck stops here”BudgetaryContacts Hands-on fundraisingAnnual gift


Board fundraising rolesBoard fundraising roles

Open doors, make introductionsSupport grant applicationsHelp recruit major donorsHelp enlist volunteersSell tickets to special eventsMake annual giftsHelp lead legacy program

5) Set policy5) Set policy


Essential NGO policiesEssential NGO policies

Ethical guidelinesConflict of interestTransparency Gift acceptancePersonnel policy


What is a conflict of interest?What is a conflict of interest?

Conflict of interest arises whenever the personal or professional interests of a board member are potentially at odds with the best interests of the nonprofit.

6) Hire and fire chief executive6) Hire and fire chief executive


Organizational structureOrganizational structure

Governing Board

CEO

Staff


CEOCEO’’s and boards and board’’s roles differs roles differ

Governance does not mean managementBoard sets direction, CEO executesBoard sets policy, CEO implementsBoard oversees CEO, CEO manages staffVoting CEO on the Board?


Keys to good governanceKeys to good governance

Consistency with vision and missionTransparencyAccountabilityEthicsOrganizational sustainabilityRotating membership

7) What board members should not do7) What board members should not do


What boards should NOT doWhat boards should NOT do

Manage staffSpeak for organisation without authorisationCriticize outside board meetings

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For more information, contact:Mal Warwick Associates2550 Ninth Street, Suite 103Berkeley, CA 94710-2551Phone +1 (510) 843-8888Email [email protected] www.malwarwick.com

Mal Warwick_Masterclass part 1 leadership for success

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