GOVERNANCE and Board Leadership PHILANTHROPY DAY

POWER OF NETWORKING RECRUITMENT

Board Criteria ID Characteristics (skills, talent, ethnic, etc.) Passion for mission Testing – follow-thru, value, time commitment Financial stake in the game # Boards

THE FIRST MEETING Initial conversation – explore interests RECRUITING THE FIRST MEETING Initial conversation – explore interests Research – Resume, Philanthropy, etc. Exploratory Only Clarify Process Review Expectations of all Board Members ID a “good fit” or not

EXPECTATIONS Job Descriptions Confidentiality of Board Deliberations RECRUITING EXPECTATIONS Job Descriptions Confidentiality of Board Deliberations Board speaks as one, even if we do not all agree Taking on a fiduciary role Committee of the Board Attendance at meetings We expect to be in the top three of your philanthropic giving priorities.

MATERIALS FOR ONBOARDING A NEW TRUSTEE Recent Financial Statements Recent Accomplishments of the Organization Current and Future Risks the Organization Faces Strategic Plan of the Board Board of Directors Manual Attorney General Board Guidelines Case for Support Touch and Feel the Program

UNDERSTAND THE LIMITS OF BOARD MEMBERSHIP ONBOARDING UNDERSTAND THE LIMITS OF BOARD MEMBERSHIP Make sure new Board members understand that the Board has only one Employee and that is the Executive Director or CEO of the organization. Example: a key Employee is concerned about the direction of the organization and calls a new Board member to discuss her “issues” with her boss. Getting involved in the day to day is not the purpose of a Board member. Utilize Board Chair

POWER OF PEOPLE FUNDRAISING

TRUSTEES RESPONSIBILITY FUNDRAISING TRUSTEES RESPONSIBILITY Give, Get, or Get Out 100% Participation is key If the organization is not raising enough money – it is the Board’s problem High functioning Boards have 2-5 strong fundraisers per year

Development committees Purpose Approve annual development plans Work with staff to guide Raise money Liaison to Board Events

WHAT MAKES AN EFFECTIVE FUNDRAISER? FUNDRAISING WHAT MAKES AN EFFECTIVE FUNDRAISER? Ability to Give — effectiveness starts with the peer ask Large Circle of Contacts Walks in Many Worlds Comfortable with People/Puts Others at Ease Passion for the Cause Not Afraid to Ask Be Relentless

“A NO IS JUST A STOP ALONG THE WAY TO YES." FUNDRAISING “A NO IS JUST A STOP ALONG THE WAY TO YES." Fundraising 101

POWER OF ORGANIZATION GOOD GOVERNANCE

Board Board succession planning Term Limits Leadership Transition Emeritus engagement Advisory Boards Unsuccessful Board Members

COMMITTEE SYSTEM Recruit Strong Committee Chairs GOVERNANCE COMMITTEE SYSTEM Recruit Strong Committee Chairs Create Clear Goals for Committees Limit Committee Reporting in Board Meetings Written Reports in Advance Save Time for Strategic Thinking with the whole Board Executive Committees are a double edged sword

EFFECTIVE MEETINGS Well-Constructed Agenda GOVERNANCE EFFECTIVE MEETINGS Well-Constructed Agenda Governance over daily operation Be respectful of everyone’s time Board Chair must move the conversation along Difficult Topics can be broached by asking everyone to lend an opinion Be careful of “Group Think” - reward outliers Break Bread Together

THREE TYPES OF BOARD DISCUSSION GOVERNANCE THREE TYPES OF BOARD DISCUSSION Fiduciary Strategic Generative

GENERATIVE THINKING Who are we? What problem are we solving? GOVERNANCE GENERATIVE THINKING Who are we? What problem are we solving? Are we solving this problem in the best way possible? Are we the best at solving this problem? How can we be better? Credit to “Governance as Leadership: Reframing the Work of Nonprofit Boards” by Richard Chait, William Ryan, and Barbara Taylor

GENERATIVE THINKING WHAT QUESTION THAT IS NOW UNDISCUSSED OR UN-DISCUSSABLE WOULD YOU TALK TO THE ED OR BOARD CHAIR ABOUT? Bill Ryan, Author of “GOVERNANCE AS LEADERSHIP”

Thank You