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1. Determine the organization’s mission and purpose. 2. Select the chief executive. 3. Provide proper financial oversight. 4. Ensure adequate resources. 5. Ensure legal and ethical integrity and maintain accountability

Ensure effective organizational planning. 7. Recruit and orient new board members and assess board performance. 8. Enhance the organization’s public standing. 9. Determine, monitor, and strengthen the organization’s programs and services. 10. Support the chief executive and asses his/her

I. Board/Staff Partnership Ingredients of an Effective Partnership Governance v. Management Leadership Transitions II. Strategic Board Building III. Diversity Matters

To Increase our understanding of the following  Characteristics of an Effective Board/Staff Partnership  The Difference Between Governance & Management  Considerations for Leadership Transitions  How to Strategically Build the Board  Why Diversity and Inclusion Matter

Elements of an Effective Partnership Governance vs. Management Leadership Transitions

The chief executive actively involves the board in leading the organization. Choices: 1. Strongly disagree 2. Disagree 3. Agree 4. Strongly Agree

 In today’s world, teamwork is key to achieving success  Achievement of the organization’s mission depends on the board-staff partnership

1. Make Mission Matter 2. Know the Organization 3. Inform and Communicate 4. Assess Performance

Establish expectations:  Communication styles  Frequency of reporting and meetings  Functions where the chair is expected to participate  Shared and individual priorities

Develop a strategic plan and adhere to it. Link the current agenda to the strategic agenda. Develop clear expectations and a plan of action for the board of directors. Prepare materials and structure meetings to direct the board's attention to matters of policy and strategy. Develop and use a consent agenda. Focus on policy objectives, organizational strategy, and the relationship between budgets and priorities Assess the chief executive.

 Leadership transitions are the responsibility of the board  Every CEO leaves sooner or later  Succession planning in the nonprofit sector does not equal internal grooming 13

You have the right people to effectively oversee and govern the organization. Choices: 1. Strongly agree 2. Agree 3. Disagree 4. Strongly Disagree

 Steps 1, 2 and 3- Identify, Cultivate, Recruit

123456ABCDEF Age Race/Ethnicity/Disability African American/Black Asian/Pacific Islander Caucasian Hispanic/Latino Community Connections Religious organizations Corporate Media Political Areas of Expertise Financial Fundraising Marketing Program focus Current Members Prospective Members S A M P L E

To the organization:  History  Programs  Pressing issues  Finances  Facilities  Structure (organization chart) To the board:  Committee structure  Board member responsibilities  List of board members and key staff  Bylaws  Recent minutes

 Involve them in committees or task forces.  Hold everyone accountable.  Promote exploration of issues facing the organization.  Hold retreats and encourage board development activities by sending board members to seminars and workshops.

ROTATE and CELEBRATE!  Establish term limits (and enforce them!).  Do not automatically re-elect for an additional term; consider board needs.  Develop new leadership.  Appreciate individual contributions – of the board, organization, and community.

 Nonprofit Board Diversity Statistics  Diversity vs. Inclusion  Action Steps

Source: BoardSource Nonprofit Governance Index 2010

In order to function at the highest level, nonprofit boards need to ensure that their members represent diverse points of view. It is not enough however, to “diversify” a board; boards must be inclusive in their policies and practices, thereby creating a culture that encourages and nurtures diverse expression.

 Diversity (noun) describes a state of being, i.e. consisting of a variety.  Inclusion (from the verb include) is about behavior and action. Just because your board is diverse, does not mean that the board fosters inclusiveness.

“…diversity leads to more innovation, more outside-the-box thinking and better governance… To unlock the benefits…boards must learn to work with colleagues who were selected not because they fit in—but because they don't. Excerpt from “Why Diversity Can Backfire on Company Boards” by Jean-Francois Manzoni, Paul Strebel, and Jean-Louis Barsoux, Wall Street Journal (January 25, 2010).

 Assess culture & identify barriers to inclusion  Develop detailed plan of action  Commit to diversity and inclusion as an ongoing initiative  Implement policies and procedures

 Board Chair and Chief Executive  As partners in leadership  Governance Committee  As conscience of the board  The Board Collectively  As teammates with shared purpose, authority, and accountability

Has your organization or board done the following?YesNo Incorporated diversity into the organization’s core values 62.9%37.1% Modified organizational policies and procedures to be more inclusive 55.8%44.2% Conducted diversity training for board members12.1%87.9% Developed a detailed plan of action for the board to become inclusive 14.8%85.2%

 The Board Building Cycle, Nine Steps to Finding, Recruiting, and Engaging Nonprofit Board Members: Berit M. Lakey Ph. D.  The Governance Committee By: Berit M. Lakey Ph. D., Sandra R. Hughes Ph.D., Outi Flynn  Building the Governance Partnership: The Chief Executive's Guide to Getting the Best from the Board By: Kathleen A. McGinnis, Sherrill K. Williams  Vital Voices: Lessons Learned from Board Members of Color By: Vernetta L. Walker, Deborah J. Davidson  Diversity in Action E-Toolkit

Let us know how BoardSource can help you and your board! BoardSource th St NW Ste 650 Washington, DC Phone: Fax:

Vernetta Walker, JD Vice President Consulting and Training BoardSource