Building the Board Your Organization Needs Presented by Indiana Youth Institute Community Foundation of Howard County 3/8/2007

Idea Developing Operational Advancing Decline Terminal Life Cycles Model Turnaround Non-Profit The Life Cycles Model

B&GC Story Budget$93,000$1,802,905 Membership2113,000 Staff372 Annual Campaign$800$500,000 Outreaches012 Endowment$100,000$2.5m Number of Boards15 United Way %71%7%

Who owns the Organization? According to the state of Indiana and the US Government, the board of directors are the “Owners” of the organization. Board members are the gate keepers and assure that the mission, vision and values are in line with community needs and expectations.

The Board Authorized by the state and the organization’s supporters, the board governs the life of the club;  establishes mission and direction, ensures the necessary resources, and develops guiding principles.  retains ultimate responsibility and power;  is accountable to the public trust and to the club’s constituencies.

BOARD DEVELOPMENT IS THE KEY!!

The Chief Professional Officer Authorized by the board, the chief professional officer manages the daily affairs of the organization.  supports the board with strategic information, ideas and connections;  manages the affairs of the organizaton by ensuring appropriate planning, coordination and implementation of the program established by the board to support the mission;  retains immediate, or operational responsibility and power.

CPO (Executive Director, President, CEO) Recommend Annual Objectives. Plan & Implement Programs. Prepare Budget. Manage Budget. Employ & Supervise Staff. Implement Board & Community Decisions. Coordinate Resource Development Effort.

Board Responsibilities Set Policy. Resource Acquisition. Assurance of Effective Leadership Planning. Interpret Agency to Community. Recruit New Board Members. Sign Legal Documents. Approve Budget. Employ and Evaluate CPO.

Board Development Process Identify – Board profiling requires the board to assess its skill sets and characteristics to learn where there are gaps that need to be filled. Recruiting – Once the board identifies the gaps, a list of prospective board members is developed and reviewed based on the needs of the organization.

Board Development Process Orientation – New board members need an orientation to learn about the agency and also what the expectations and responsibilities of being a board member are. Engage – Board members need to be and feel connected to the organization and the mission.

Board Development Process Education – All board members need continuing education. The board leadership, staff and volunteers need to continue being educated on trends, new programs and legislation that impacts their agency or funding streams.

Board Development Process Evaluate – Your Organization is only as strong as its board. Constant evaluation of programs, funding sources and staff and board effectiveness is critical to long term survival. Celebrate – Board volunteers deserve to be recognized personally and publicly for their efforts.

Roles of the Board Duty of Care – Using your best judgment. It does not mean being perfect or not making mistakes. Have you used reasonable caution in making decisions? Duty of Loyalty – Putting your personal and professional interests aside for the good of the organization.

Roles of the Board Duty of Obedience – Using funds for the purposes for which they were given. Stay true to mission and focused on program development. Follow all laws and regulations that apply to non-profit work.

In a nutshell Determine mission/Identity Select/Evaluate CPO Ensure strategic planning process Ensure adequate resources Manage resources effectively Enhance community standing Ensure legal/ethical integrity Board is self-perpetuating

Rule of thumb: Good Program Results Build and attract great boards Which raise lots of dollars Which are then re-invested back into program expansion.

Top Ten Key Characteristics of Strong Boards Strong Committees that do the work of the board Outstanding Board orientation/engagement Establish a planning culture. Develop strong community leaders who have skill sets to grow organization Keep board meetings focused and meaningful

Top Ten Continued CEO-Board President must communicate 100% of the board gives financially Mission/Vision/Value statements are read before each board meeting. They guide your decision making process Be an ambassador. Keep the agency in your “Frontal Lobes”. Own don’t rent.

Engaging the Board Member Make the time to attend meetings and programs. Become a learner. Trends, non-profit work, funding issues. Respect the staff and hold them accountable for results. See the big picture Have Courage