1. Nonprofit Capacity Conference How to Leverage Your Board Art Medici, Newport Board Group

2. Agenda 1. Two Primary Types of Boards 2. Filling the Gaps 3. Leadership/ Mentoring 4. Questions and Discussion

3. Your Board What type do you have? What type do you want? Traditional vs. Corporate

4. Board Responsibilities  Setting the strategic direction  Approving the strategic plan  Approving the budget  Setting policies  Holding leadership accountable  Ensuring long-time viability

5. Corporate Board  More Professional  More Flexible  More Efficient

6. Traditional Board  Agendas that seem endless  Committee meetings last for hours  Lengthy discussions about minor items  Heated exchanges about personnel

7. How do They Differ?

8. Board Involvement and Communication CorporateTraditional Simplified board structureComplex board structure Board talent addresses policyAddresses policy and operations Board uninvolved in operationsStaff time required to educate Staff inputs on key decisionsLow value placed on staff input Clear communications linesComplex communication lines

9. Board Involvement and Communication CorporateTraditional Reduced time to decisionIncreased time to decision Hires only the CEOCEO and other staff Rigorous assessment of CEOInformal assessment of Mngmt

10. Management of the Organization CorporateTraditional Formal structureLess formal organization Responsibility and accountabilityShared responsibility and blame Builds staff professionalismStaff serves the board Management flexibilityManagers must wait for board Top Exec can be a risk takerBoard and Exec share risk Orients a strong CEOAllows for weaker top Exec

11. Management of the Organization CorporateTraditional More ad hoc committeesMany standing committees Reduced staff time supportingStaff time spent supporting Increased focus on productivityMore focus on “feelings” Structure for growthOperating difficulties

12. Financial Operations CorporateTraditional Bottom up budgetingTop Down Budgeting System of checks and balancesInformal checks and balances Uninvolved in fiscal processInvolved in many fiscal processes Cost effectiveNot cost effective

13. Interpersonal Relationships CorporateTraditional Trust is critical factor in cultureParent-Child relationship Exec is voting memberExec not a board member More effort required to developEasier because of involvement CEO is full-time spokespersonVolunteer president is part-time Corporate titles speak clearlyAdmin, Exec Secretary lack clarity

14. Interpersonal Relationships CorporateTraditional CEO can overstep boundariesTop Manager’s role well defined No “End-Runs” of staff to board“End-Runs” are accepted practice Challenges CEO to maintain commitment of members Reduces the challenge

15. What Gaps Need Filling?  Skills  Experience  Money  Diversity  Grantsmanship  Volunteer Outreach  “Headliners”

16. Mentoring of Professional Staff  Development  Coaching  Embedding core values  Energizing change

17. Leadership Development  Succession Planning  Board Retreats  One-on-one engagement Who got you here, may not get you there

18. Discussion Thank you art.medici@newportboardgroup.com 703 217 1948

19. What’s the Difference? CorporateTraditional