Managing Up Board Governance from the Staff Perspective © MAP for Nonprofits.

Managing Up Board Governance from the Staff Perspective

© MAP for Nonprofits

Agenda

• Introductions• Basic Board Responsibilities• Organization (ED) Perspective• How Boards and Staff work

together• Discussion


Introductions

Raise your hand if you are (you can be multiple): • A staff member at a nonprofit• Executive Directors• Board members at a nonprofit• Board Chairs


Introductions

Name

Role (staff member, ED, Board Member)

What words or phrases (negative or positive) come to mind when you hear the

term “board of directors”?What brought you here today?


Why Nonprofit Boards Exist

“…ensure that organizations uphold the ‘public trust’ in their charitable purpose and remain worthy of the significant tax benefits…”

“…required by law to be governed by a board of directors which acts on behalf of the general public, does not stand to gain financially from the charitable activities of the organization, and exists to provide prudent oversight of the overall operations and direction of the organization.”

From “Executive Directors Guide: The Guide for Successful Nonprofit Management”, Third Sector New England, Linnell, Radosevich, Spack.


*Concept developed by John Carver, Policy Governance® Model

Community

The Flow of Board

Relationships



The Flow of Board

Relationships

Board



The Flow of Board

Relationships

Manage via Boundaries


The Flow of Board

Relationships

*Concept developed by John Carver, Policy Governance® Model© MAP for Nonprofits

Board Member Responsibilities


Lead Strategically The Board’s Work:• Ensure strategic planning/thinking• Monitor and evaluate programs,

outcomes, impact and performance• Require robust meetings


Lead Strategically

The Organization’s Work: • Create a shared vision for the organization as a

whole (Board and Staff)• Discussion what’s changing in the external

environment at each board meeting• Engage the board in issues early• Bring appropriate levels of discussion and action

items to the board• Set your strategies for shorter stretches


Ensure Financial Stability

The Board’s Work: • Recruit people with financial skills to the board• Ask for appropriate level of financial reports• Recognize the importance of financial stability• Lead strategically with respect to the financial

portfolio• Fulfill annual filing requirements • Get an auditors perspective• Be accountable and transparent to public


Ensure Financial Stability

The Organization’s Work: • Offer questions for discussion corresponding to

budgets and financial statements • Think long-term as well as short-term• Complete annual federal and state filing

requirements• Request, or even draft, financial policies• Suggest that the board invest in an auditor• Be accountable and transparent to constituents

and public


Be An Ambassador and Build Relationships

The Board’s Work:

Fundraising• Determine how board members should

participate in fundraising• Work to be able to say 100% of our board

supports the organization financially • Cultivate relationships



The Organization’s Work:

Fundraising• Meet with individual board members to find out

how they can participate in fundraising• Utilize board members in fundraising• Provide staff support for the board’s fundraising

efforts• Provide opportunities for the board to make

financial contributions



The Board’s Work:

Be An Ambassador• Know your mission and key programs• Tell a fresh success story about your

organization wherever you go• Introduce people to the organization • Support existing strategic alliances and

create new ones



The Organization’s Work:

Be An Ambassador• Provide success stories to board members• Provide opportunities for the board to

share those success stories• Enlist board members in public relations • Educate the board regarding your strategic

alliances


Supervise and Supportthe Executive Director

The Board’s Work:• Ensure timely and effective reviews• The Executive Director and Board Chair role

should work as a partnership• Support the ED when difficult decisions need to

be made• Have a succession plan • Manage search for new ED if needed• Set the tone for the organization’s climate


Supervise and Supportthe Executive Director

The Organization's Work:• Ask for an arrange for timely and effective

reviews• The Executive Director and Board Chair role

should work as a partnership• Give the board notice and input when it’s time to

search for a new ED• Arrange for times for the board and staff to get

acquainted


Ensure Healthy Governance

The Board’s Work:• Have an active Conflict of

Interest Policy• Seek diversity of composition, opinion, and style• Analyze the board composition: What skills, talents,

style, constituencies are needed? • Develop a process for bringing people on to the board

(and follow it)• Annually discuss your board’s performance


Ensure Healthy Governance

The Organization’s Work:• Remind the board to actively

review and sign a Conflict of

Interest policy• Feed the board “Governance Best Practice” information• Scout for potential board members and get them

involved• Be a partner in the on-boarding process of board

members• Suggest board development topics


Discussion• Do you and your board have the same

expectations about roles and responsibilities in the organization? If not, where might more clarity be helpful?

• What ideas do you have for “Managing Up” or supporting your board?

• What the next step you’re going to take to implement that goal?


Feel Free to Contact Us

MAP for NonprofitsJennifer KrammStrategic Services [email protected]


Thank you!

Managing Up Board Governance from the Staff Perspective © MAP for Nonprofits.

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Transcript of Managing Up Board Governance from the Staff Perspective © MAP for Nonprofits.