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Exceptional Governance
Monday, October 1, 9:15-4:30 Instructor: Bruce Lesley, Senior Governance Consultant, BoardSource
1A Exceptional Governance/Part IRoles and Responsibilities: The Annual Gathering Board Track is designed to give Board Members who attend the Gathering added value in terms of information and knowledge specifically related to their Board responsibilities. It consists of three comprehensive, interactive educational sessions, which will provide valuable material that can be shared with their respective Boards back home. This first workshop will provide an overview of Board roles and responsibilities, strategic and framing duties, fiduciary oversight and inquiry duties, as well as discussion about sustaining resources. In addition to their responsibilities, there will be analysis of how Boards typically behave, as well as how Boards might respond differently. 1B Exceptional Governance/Part IIStructure and People: To continue the Board Track, Mr. Lesley will address the Board issues of compliance with integrity, intentional Board practices, continuous learning and revitalization. How to ensure these processes are accomplished will be examined, and suggestions will be provided that can help Boards ensure that they manage these issues more effectively. 1C The Boards Role in Fundraising: Purposeful Boards, Powerful Influence: The emphasis of this presentation will be on Board responsibilities in fundraising, providing specific tools for local Boards to consider. In addition, there will be serious discussion about how to ensure that you have a succession and continuity plan to ensure that you always have a healthy influx of new, qualified candidates for Board membership.
Table of Contents
Qualifications of the Consultant ................................................................................................................................2 The Source: 12 Principles of Governance That Power Exceptional Boards ......................................................3 Board/Chief Executive Responsibilities Worksheet ...............................................................................................4 Thinking Outside the BoardroomTopic Papers and Articles ............................ Error! Bookmark not defined. Hypothetical Governance Dashboard .................................................................... Error! Bookmark not defined. GOVERNANCEContinuous Improvement Worksheet ...................................... Error! Bookmark not defined. Board Fundraising Culture Assessment: CCUSA Building Board Fundraising Capacity Kit ...........................5 Board Action Plan Worksheet ...................................................................................................................................7
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JEWISH COMMUNITY CENTERS ASSOCIATION JUMP$TART COALITION for FINANCIAL LITERACY LUTHEREAN HOMES SOCIETY MOSQUE FOUNDATION of CHICAGO MOSS FREE CLINIC N STREET VILLAGE (women's shelter) NATIONAL ASSOCIATION for JEWISH CHAPLAINS NATIONAL ASSOCIATION of COMMUNITY HEALTH CENTERS NATIONAL COALITION for HOMELESS VETERANS NATIONAL COUNCIL of URBAN INDIAN HEALTH NATIONAL LEAGUE OF CITIES NEIGHBORWORKS AMERICA (aka Neighborhood Reinvestment Corporation) OPERATION HOMEFRONT (military support) PRESBY HOMES & SERVICES (elder housing) REBUILDING TOGETHER (aka Christmas in April) RESTON INTERFAITH (human services) ROBERT PIERCE JOHNSON HOUSING DEVELOPMENT SHEPARDS CENTER FAIRFAX BURKE SHIRLINGTON EMPLOYMENT & EDUCATION CENTER (day laborers) UNITED SERVICE ORGANIZATION (USO) UNITED WAYs (2) URBAN LEAGUE (2) VILLAGE LEARNING CENTER (K-12 Charter School) WARD 7 NONPROFIT CONSORTIUM (DC)
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3. Determine, monitor, and strengthen the organizations programs and services 4. Support the chief executive and assess his or her performance STRATEGIC 5. Determine the organizations mission and purpose 6. Ensure effective organizational planning
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6. Engage the Board in Planning and Lead Implementation 7. Lead the Staff and Manage the Organization RESOURCE DEVELOPMENT
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9. Recruit and orient new board members and assess board performance 10. Enhance the organizations public standing
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Boar d Fundraising Culture Assessment: CCUSA Building Board Fundr aising Capacity Kit
1.
Are prospective board members made aware of their fundraising responsibilities before they are elected to the board? yes no sort of / maybe / not certain
2. Are fundraising responsibilities and personal giving included in the board member expectation agreement? yes no sort of / maybe / not certain
3. Do all or almost all board members make a yearly personal stretch gift to the organizations annual fund? yes no sort of / maybe / not certain
4. Does the board chair personally solicit board members annually to ensure appropriate board giving? Does the board chair take time to personally cultivate and steward appropriate higher level prospects and donors? yes no sort of / maybe / not certain
5. Does the executive director take time to personally cultivate and steward appropriate higher level prospects and donors? yes no sort of / maybe / not certain
6. Does the boards fundraising committee organize the boards fundraising rather than actually doing the fundraising itself? yes no sort of / maybe / not certain
7. Is the organizations mission statement clear, concise, and compelling? Can all or almost all board members recite it? yes no sort of / maybe / not certain
8. Beyond just reciting the organizations mission statement, can at least 80 percent of board members convincingly articulate the case for support of the organization? yes no sort of / maybe / not certain
9. Does the director of development (or other staff person) identify appropriate cultivation and stewardship opportunities for board member participation? yes no sort of / maybe / not certain
10. Have the chief executive and director of development presented a clear fundraising strategy to the board and solicited board input? yes no sort of / maybe / not certain
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11. Do the chief executive and board chair organize meeting agendas to give clear priority to fundraising? yes no sort of / maybe / not certain
12. Do the chief executive and board chair plan annually for board training opportunities in fundraising? yes no sort of / maybe / not certain
13. Do the chief executive, board chair, and director of development publicly acknowledge and recognize board members who are fulfilling their fundraising responsibilities? yes no sort of / maybe / not certain
NOTES:
From David Sternberg, Fearless Fundraising for Nonprofit Boards, Second Edition (BoardSource, 2008).
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