1. The Rural Collaborative Presents Effective Board Composition
“How to sit on a board without getting splinters”
Utah Housing Coalition
September 22, 2003

2. Discussion Overview Why so much interest?
Is there a “secret” to effective boards? Does one size fit all?
Practical tools for “Effective Board Composition.”
Competing Values Model
How can these tools help my organization?

3. Information Overload Are Boards Effective? Abundance of information
Is the information being used?
Is anything working?
Are Boards Effective?
What does being effective mean?
How would you rate your board?
Does one size fit all?

4. Practical Tools Skills Matrix Job Descriptions Board Member Agreements
Board Member Evaluative Survey
Trustee Manuals
Competing Values Model

5. Effective Board Composition
What is the number one reason individuals join boards?
Individuals usually join boards because they believe in the values the organization embodies
Joining a board takes time and energy= commitment

6. Board Composition
Board Composition: Representation of community, constituents, a variety of backgrounds
Skills Matrix
Identifies areas of strengths and needs of the board
Board may conduct exercise on what strengths and needs exist

7. Board Recruitment Tools used for recruiting include:
Board Member Job Descriptions
Board Member Agreements
Board Interviews

8. Board Recruitment
Trustee Manual: clearly states expectations and responsibilities
Articles of Incorporation
Bylaws
Historical Overview
Mission Statement
Board Member Job Description / Agreement
Minutes
Committee listings, contact information
Annual Report

9. Effective Board Composition
Board Effectiveness:
Clear Expectations= Less Frustration
Reduces Deadwood
Ways to avoid deadwood:
Limit Terms
Specify Attendance Requirements
Pocket Book Test
Trustee Manual

10. Effective Board Composition
Common Obstacles That Lead To Board Ineffectiveness
Time on the trivia
Short term bias
Reactive stance
Reviewing, rehashing, redoing
Diffuse authority

11. Board Sustainability
Board Evaluation: A constructive exercise that should take place annually
Retreats
Surveys
Informal Discussion
Peer Evaluation

12. Competing Values Framework Model Robert E. Quinn
OPEN SYSTEMS MODEL
RATIONAL
GOAL
MODEL
HUMAN
RELATIONS
INTERNAL
PROCESS
ORG.
FOCUS C O
N T R L F E X I B T Y
Means:
Management of Individuals
Ends:
Smooth Functioning Group
Documentation & Information
Stability & Control
Innovation & Adaptation
External legitimacy
Resource acquisition
Planning & Goal Setting
Productivity & Accomplishment
EXTERNAL
Means:
Management of Individuals
Ends:
Smooth Functioning Group

13. OPEN SYSTEMS MODEL Organization’s focus is EXTERNAL
Organization’s structure is FLEXIBLE
Staying abreast of changes in external environment
Fully adaptable to changes in external environment
Means: Innovation; Ends: External Legitimacy
The Emphasis:
Built on the basic assumption that continuous research, adaptation and innovation lead to the acquisition of external legitimacy and essential resources
Primary consideration for the board

14. OPEN SYSTEMS MODEL How does a board function in this realm?
Innovator and Boundary Spanner
Strong role in developing vision
Intentionally works to enhance the fit between the organization and its external environment
Board is supportive, encouraging, tolerant of risk. It may involve itself in identifying new directions, articulate unmet needs, respond to new opportunities and challenges
Board serves as a liaison to important constituencies
Ensures the org. has adequate resources to meet purposes
Enhances organization’s public image
Board develops relationships with external constituencies
Board engages with staff, common committees and stakeholders

15. RATIONAL GOAL MODEL Organization’s focus INTERNAL
Organization’s structure is CONTROL
Focuses on organizational accomplishment
Means: goal attainment and planning; Ends: productivity and accomplishment
The Emphasis:
Built on the basic assumption that clarity of direction will lead to productive outcomes
Primary consideration of the board

16. RATIONAL GOAL MODEL How does a board function in this realm?
Director and Producer
Board takes a lead in ensuring that expectations are clear and lead to mission
Board helps to develop long term strategic plans emphasizing goals and objectives and defines roles and tasks
Board expects clear goal setting and requires reports on progress
Accepts responsibility for the overall focus and viability of organization

17. INTERNAL PROCESS MODEL
Organization’s focus is INTERNAL
Organization’s structure is CONTROL
Emphasizes standards of practice
Implicit assumption that without board oversight managers might behave in a manner of self- interest
Means: documentation and information management
Ends: Stability and Control
The Emphasis:
Built on basic assumption that routine and standardization lead to stability
Primary consideration of the board

18. INTERNAL PROCESS MODEL
How does a board function in this realm?
Monitor and Coordinator
Works to assure organizational action is aligned with budgetary restrictions and mission
Exercises fiduciary responsibility to provide oversight to budgeting, programming and planning.
Oversees structure and flow of system- information and work is coordinated properly within system

19. HUMAN RELATIONS MODEL Organization’s focus is INTERNAL
Organization’s structure is FLEXIBLE
Integration of individual and group into a whole,
well-focused organization
High standard of dialogue
Means: management of individuals; Ends: Smooth Functioning Group
The Emphasis:
Built on basic assumption that involvement results in commitment and that commitment results in excellence
Primary consideration of the board

20. HUMAN RELATIONS MODEL How does a board function in this realm?
Mentor and Facilitator
Board has an obligation to orient new members and encourage training, skill development for board and staff
Board sees its responsibility to build capacity by providing direction, guidance and support to ED
Emphasizes group process, fosters openness, cohesiveness and a shared sense of purpose – teamwork
Embrace decision making processes that encourage group norms that tolerate conflict, promote shared knowledge, value diverse perspectives- toward group cohesion

21. Competing Values Framework
Group Breakout
Where does your organization fit?
What are the implications?
Is your board balanced?

22. What can I take back to my Organization?
Questions or Comments:
Carol Cohen
Rural Collaborative
(435)

23. Supporting Sources
Judith L. Miller and Sue R. Faerman, Making Good Board Choices: A Competing Values Approach, The Nonprofit Quarterly Spring 2003
Competing Values Model: Robert E. Quinn, Beyond Rational Management