Career Resources Executive Summary Report

Board Life Cycles Danosky & Associates 2018 Sr. Mgmt. Team Stage 1: Organizing/Founding Board Small Friend-oriented Operations Focused Programs Day-to-day Almost staff Stage 2: The Governing Board Assumption of governance Plans/executes work Greater diversity More committees Helps with fundraising Staff helps develop the Board Stage 3: Mature Board Larger Expertise/Talent - Oriented Strategy Focused Mission Oversight Resources Sr. Mgmt. Team Executive Director No Staff Danosky & Associates 2018

Understanding the Data This report provides an overview of how well the board thinks it is meeting its ten areas of governance responsibility as organized into the following four broad categories: Board Composition Board Structure Board Meetings The People Culture The Culture Mission, Vision, & Strategic Direction Program Oversight Financial Oversight Chief Partnership & Executive Oversight Funding & Public Image The Work The Impact Impact

A Closer Look at Performance Your Participation: 10/10 completed surveys 100% participation Role Responsibility Your Averaged Score P. The PEOPLE Board Composition 2.30 2.77 Board Structure 2.98 Board Meetings 3.06 C. The CULTURE Culture 2.13 W. The WORK Mission, Vision, & Strategic Direction 2.42 2.76 Program Oversight Financial Oversight 3.07 Chief Executive Partnership & Oversight 3.27 Funding & Public Image 2.47 I. The IMPACT Impact Please refer to Data Report, page 14 to 15

Benchmarking Performance Role & Responsibility Your Score Benchmark Score Comparison P. The PEOPLE 2.77 3.04 -0.27 Board Composition 2.30 2.72 -0.42 Board Structure 2.98 3.14 -0.16 Board Meetings 3.06 3.12 -0.06 C. The CULTURE 2.13 2.81 -0.68 W. The WORK 2.76 2.99 -0.23 Mission, Vision, & Strategic Direction 2.42 2.95 -0.53 Program Oversight 2.79 -0.03 Financial Oversight 3.07 3.28 -0.21 Chief Executive Partnership & Oversight 3.27 3.09 +0.18 Funding & Public Image 2.47 2.80 -0.33 I. The IMPACT 3.29 -0.52 For Red use RBG: 210/67/63 For Green use RBG: 0/131/61 Section Rollups ONLY should be bolded

Your Concerns 2 or 3 most important issues Challenges regarding direction More involvement with fundraising Clear goals and objectives for board members Recruiting new board members Understand mission and responsibilities of board members Cash flow Mission The direction of the organization Creating a sound business model

Next Steps Build consensus around the organization's mission with a clear understanding of what the mission means, how to measure your effectiveness in meeting it and, just as important, what it doesn’t mean. Understand and then evaluate the organization's programs and services in the context of the mission Use mission to drive future decisions, including strategic alliances With a better understanding or mission and programs, develop a strategic plan with full board engagement. Convene a Governance Committee to strengthen the board and board capacity Define board members roles and responsibilities and set expectations Set fundraising expectations Recruit to fill talent gaps Address committee structures and process Evaluate and build a business model that will provide the revenue and further the mission

Influence * Increase * Impact Danosky & Associates helps non-profit organizations build the capacity to move their strategic vision forward with a solid foundation and an army of support behind them www.danosky.com info@danosky.com 860-799-6330