Get Your Board Fired Up and Engaged Co-Presenters: Rick Kemm, MNO Patricia G. Egan, MBA, CFRE

Welcome and Opening remarks: Who are we? Roles: How did we get together? Rick Kemm Pat Egan Role of Consultant Facilitate decisions Empower board Define role of staff and board

Status of the Board Recruitment of new board members Somewhat engaged Needed more engagement in decision making and oversight

Critical Success Elements Board willing to change Executive willing to change Agree upon method to use to introduce change Meaningful work Acknowledge that it won’t happen tomorrow

First Retreat: September 24, 2011 Focus: Board empowerment and discussion of a critical, relevant topic, board role in fundraising Content Critical Decision: building v no building; understanding the financial implications Role of the board in fundraising: Ambassador, Advocate, Asker Sustainability: How is the organization going to sustain over time with the current “free” services Understanding the financial implications of fundraising initiatives: developing a plan and setting goals

Outcomes Action steps for building committee Action steps for development committee Action steps for program committee Action steps for the Executive Committee

Second Retreat: October 20, 2012 Focus: Self-analysis, self-organization, board fundraising, sustainability Content Review of previous retreat initiatives: what got done and what didn’t Decision to focus on board development v. organization initiatives Candid retreat on the need for the board to develop expectations and roles Board self-assessment, expectations, scorecard, role and responsibility Gap Analysis Discussion of Development Plan Need to self-sustain: introduction of CARF accreditation

Outcomes Acceptance of expectations, scorecard Commitment to develop role and responsibility for each committee Agreement to go to consent agenda and template for all committee meeting notes Nominating Committee formalized Timeline for development plan Agreement to begin to explore CARF accreditation as mechanism for sustainability

Third Retreat: November 2, 2013 Focus: strategic planning, team building with breakout groups, building consensus Significant work went into creating the tools for decision making before the retreat. They included: Two focus groups SWOT Analysis for programs and overall agency Review of mission and vision Packet for board members to review prior to meeting

Content and Outcomes Content Outcomes Introduction to balanced scorecard Methodology for draft plan Breakout groups focused on a quadrant Presentations of breakout groups Commitment to meet soon to complete plan Outcomes Preliminary discussion of strategic plan Commitment to complete plan to be in compliance with CARF accreditation Fully engaged board participation

Fourth Retreat: January 25, 2014 Focus: Continuation of previous retreat to conclude strategic planning Content Establish priorities for the balanced scorecard Establish goals for 3 years Break into pre-assigned groups

Outcomes Established goals Affirmed staff work to create strategic initiatives and tactics Approval of plan set for mid-year Agreed to have retreats set for beginning of calendar year

Fifth Retreat: February 20, 2016 Focus: revisit plan to validate goals for upcoming year and tweak goals for next years Content Structure of Board Committees Validate goals/initiative for 2016 Develop goals/initiatives for next 3 years Pre-assigned breakout groups addressed and reported on each

Outcomes Updated strategic plan Discussion of CARF accreditation and future needs Committees empowered to engage in oversight and assurance of goal achievement Reporting of critical issues at board meetings

Content: Includes introduction of a capital campaign into the planning Sixth Retreat: March 25, 2017 Focus: update strategic plan Content: Includes introduction of a capital campaign into the planning Approval of Board Structure Capital Campaign Discussion Goal setting to include capital campaign feasibility, design, and implementation

Outcomes Board Structure Approved Strategic Plan updated through 2019 Capital Campaign incorporated into plan

Summary Board that engages in self-monitoring and self-assessing encourages participation Board that is engaged in substantial decision making is empowered Board that is active in committee work throughout year takes ownership

Contact information Rick Kemm; Executive Director, May Dugan Center, 4115 Bridge Avenue, Cleveland, OH 44113; 216.631.5800; rkemm@maydugancenter.org Pat Egan, Principal, Beyond Fundraising, LLC, 399 Tanglewood Lane, Bay Village, OH 44140; 216.408.2335; pategan@beyondfundraising.biz

Handouts Conflict of Interest Statement Board Scorecard Sample Board Meeting Sample Agenda (consensus agenda) Balanced Scorecard Explanation Board Member Commitment Form Board Self-Assessment Tool Board Member Profile Sheet Board Scorecard Summary Sheet Sample Strategic Planning Summary Sheets Development Committee Description Board Member Matrix Board Minutes Sample

Thank you! Questions?