1. Community Foundation of the Ozarks December 1 st, 2009 Webinar Professionalizing Board Development Brad Toft – Ozarks Regional YMCA

2. Who is on the call?

3. I am not an expert!!! Worked for YMCA for 20 years CEO for 14 at 3 different YMCA’s Ozarks Regional YMCA has 8 different Governance Boards

4. Agenda for Presentation Why Board Development? ROI Model Fixing the Structure Nominating vs. Board Development Committee Assessing the Board Identifying Prospects Recruitment Orientation

5. Why Board Development? To develop a great board that will guarantee future success!

6. Why Board Development? Challenges: Trouble attaining organization goals (Strategic Plan) Diluted focus of Board Members lack clear understanding of responsibilities No process that identifies board prospects Meetings do not feel right Staff doing most of the work

7. Why Board Development? To create a systematic and deliberate process to increase the efficiency and effectiveness of the Board over time.

8. The ROI Board Development Model Return on Investment & Recruit, Orientate, and Involve Board Members

9. Based on a model developed by BoardSource Adapted for YMCA’s by YMCA of the USA YMCA of USA offers online classes for CEO’s and board members in leadership positions

10. ROI Model leads to great boards who; Establishes a quality standing board development committee that… Annually assesses board Recruits new members and leadership Conducts an orientation for new members Involves and recognizes all members

11. Fixing the Structure First CEO Role is to identify how you need your board to function. Ask yourself… What does the structure look like? Is it working? Do you have succession plan for board leaders? Does the board focus on today and not broadly?

12. Do staff know the importance? Exhibit your professionalism. Be prepared and reaffirm the YMCA profession to the volunteers. Work the plan! If the group does not have one- make one. Communicate agenda items with the chair well before the meeting. Be ready for the meeting. Both physically and mentally. Show leadership to your staff and provide them opportunities for participation. Work a week in advance.

13. Do staff know the importance? Support one another. NEVER ask a question of another staff member at a meeting. Do not ask for clarification. Only comment when asked and be supportive of staff agenda. Ask your questions in private and away from volunteers. (Do not feel like you have to speak to make yourself look good) You are the liaison for the total association. Support the whole. Be extremely careful when and how you draw the line in the sand. If you are the main staff responsible for getting another staff member to come to a meeting to report this does not complete your obligation. “Just showing up” for volunteer meetings will affect job performance.

14. Board Development Committee Vs Nominating Committee

15. Nominating CommitteeBoard Development Committee TypicalCutting Edge By-Law DrivenNeeds Driven Short TermYear Round Staff DrivenBoard Driven Single Nominating ProcessMultidimensional

16. Developing Committee Commission/Chart of Work (Plan) Submit for discussion and approval of full board prior to implementation

19. Board Member Expectations Different than a Job Description Document that sets what is specifically expected from the board member Board discussion and acceptance of the expectations

21. Assessing the Board Exercise conducted by Board Development Committee Based on needs for the future (Strategic Plan) Identifies gaps in current board that are the basis for recruitment

22. Identify 3 or 4 points from your strategic plan or future needs

24. Identify Key Areas of Need of Board Member Attributes – Rank 1 - 10 Committee Discuss and Agree of Importance Each ranking is independent (each can be a 10) Present to Board

26. Assess Current Board Members Against the Criteria Use the same numerical value as priority ranking (1- 10)

28. Graph Results Showing Actual Ranking Versus Targeted Ranking

30. Identifying Board Prospects Using results of assessment Identify gaps Work to fill those gaps

32. Closing the gaps drives our recruitment process Committee members have bought in and refer to the gaps when discussion board prospects

33. Recruitment Identify prospects based on filling gaps Committee discusses best person to ask Much like identifying solicitors for fund raising In MAJORITY of cases it should be volunteer Prepare personalized cultivation materials Volunteer arranges for meeting including the CEO Prepare who will cover what information at meeting

36. In some cases in may take more than one meeting Success is sometimes a no! You may decide the individual is not right Some may not be able to commit today but in the future would be a better time All prospects appreciate the professional approach Process takes about 5 years – Be Patient

37. Orientation Goal of Orientation… To allow the person to participate at the first meeting

38. Orientation should be led by your volunteers Staff is support! Most successful orientations have included full board and social time for relationship development

40. Question and Answer

41. Thank You