BOARD ORIENTATION TRAINING PACKET

Transcription

1 BOARD ORIENTATION TRAINING PACKET

2 Group Norms/Ground Rules/Meeting Guidelines Begin and end on time. Come prepared. Each person participates. Treat others as an equals Regardless of how right you feel you are or how wrong you think the other party is, remember the principle of equality. Value each person and each contribution. Listen attentively. Tune in to the other person. Pay attention to what they say and what they mean, not your interpretation of what you believe they say or are trying to say. Be open, honest, and direct Be candid with your statements. Use I messages. Ask questions to clarify anything you might disagree with. Disagreement often signals misunderstanding. Respect differences; everyone is accepted, regardless of viewpoint. Handle conflicts without antagonism. Agree or disagree with specific behaviors and statements. Express yourself with consideration and giving your reasons in non-confrontational ways. Do not evaluate another person as good, bad, right, wrong based on what they say today. Discuss one subject at a time. One person talks at a time. Make decisions after thorough discussion. Acknowledge others. Express your understanding of their thoughts, feelings, and perspectives. Confidentiality Who said what to whom here today is not to be repeated outside the group out of context or without permission.

3 Values and Mission Our values represent the beliefs in which we have an emotional investment. Our mission is the main purpose for which our organization exists. Our statement of mission represents that purpose. It includes our values and who we serve. What beliefs do we hold of our organization? What is our mission? What is the relationship of those values to mission? Does our mission match our values? Who are our members? How do we serve them? Who are our stakeholders? How do we serve them?

4 Values and Mission What beliefs and values contribute to your decision to serve as a board member? Where do your values match the values and mission of this board? These checklists, used with permission from United Way, include goals, values, and motivators identified by successful board volunteers. Which seem most significant to you? GOALS Increase or maintain skills Experience challenging situations Utilize my originality and creativity Support causes and/or services I believe in Make decisions which influence the direction of the organization Assume leadership responsibilities Receive approval, respect and appreciation for my work Use my talents and abilities VALUES Education Equal opportunities for all Freedom from harm Environmental stability Effective government Freedom in making choices Self-respect Feelings of accomplishment Friendship Helping others Acceptance of diversity Give service to the community/industry Establish contacts in the community/industry

5 FACTORS THAT MOTIVATE 1. I enjoy it; it is interesting. 2. Others are doing it. 3. It leads to recognition from others. 4. It is easy. 5. I feel the task is important 6. I have the skill to do it. 7. I feel trusted and respected in it. 10. I get along well with others at the task. 11. I have the opportunity to take responsibility. 12. I have a large amount of freedom have the opportunity to grow and develop. 14. I have the opportunity to meet others. 15. There are good rewards offered. 8. I have the opportunity to do a good job. 9. I have a chance to help with the planning. Developed by: Voluntary Action Center, Flint, Michigan Used with permission _

6 Components of a Successful Board Board of Directors: a group of people legally charged with the responsibility to govern a corporation. The board reports to stakeholders, particularly the communities that the nonprofit serves. Commitment to Mission Nonprofits are governed by an elected, volunteer board of directors that should consist of individuals who are committed to the mission of the organization. For Profits can be a sole proprietorship of one or any other form of business entity. A for profit group may choose to be a corporation for the liability protection. These corporations may be a single entity LLC or a board just as a non-profit would have. The same elements apply to all types of management. Governance Determine the mission. Develop appropriate structures. Decide upon and communicate its philosophy of governance. Establish and monitor the long-term direction of the organization. Evaluate the success of the organization in achieving the mission. In partnership with staff and volunteers (if available), establish policies for the effective management of the organization Planning Steer strategic direction toward mission. Plan for the succession and diversity of the board.

7 Financial Management Assure that adequate financial are available and regularly monitor the organization s strategic and financial performance. Approve the organization s budget Assess the financial performance, diversity and stability of revenue sources, programs, compensation, and assets. Service Effectiveness Ensure that the board understands its role. Communicate to members, stakeholders and the public. Implement assessment and control systems. Human Resource Development Assure that adequate human resources are available, and regularly monitor the organization s performance. Human resources can include staff or volunteers. Ensure that an effective management team is in place which can include a chief executive. This may be an executive secretary, administrator, executive director, or other form of facilitator for making things happen on a consistent basis for the organization.

8 Components of a Successful Board Successful boards: Understand the organization: its past, present, and future. Understand the significance of voluntarism, the importance of nonprofit organizations, and the role of a Board of Trustees in nonprofits. The same is true of for-profits. The board must understand the value of the ORGANIZATION if it is to provide value. Are able to identify nonprofit boards legal and fiscal responsibilities and the rights and responsibilities of individual board members. The board in a for-profit also has fiduciary responsibilities although they do vary from non-profits. Are able to identify the policy development function of a nonprofit board of trustees and to understand the five basic policy areas: governance, human resources, finance, program services, and marketing. Are able to use techniques that will create and maintain effective board leadership. Understand how a board fulfills its function. Function as a disciplined team Have full meeting attendance Provide financial support. Contribute their best skills. Create a climate of trust and candor. Foster a culture of open dissent. Ensure individual accountability. Evaluate the board s performance.

9 Components of a Successful Board Board Member Assessment 1. What do you think your role is as a Board Member? 2. What are your responsibilities? 3. What do you expect of staff and volunteers? 4. What do you think the staff and volunteers expect of you as a Board Member? Twelve Questions for Board Member Self-Assessment Adapted from A Board Member Self-Assessment by Andrew Swann from Non Profit World, November/December 1997 Assess your performance as a board member. Answer yes or no 1. Do you attend every board meeting and prepare yourself by having read thoroughly all the materials sent to you in advance? 2. Do you contribute to the work of your board: your best and most timely efforts? 3. Is the organization on whose board you sit at or very near the top of your personal philanthropic priorities? 4. Do you avoid the holding of hidden agendas? 5. Do you avoid speaking publicly about board activities (unless specifically charged by your board to do so) and refer any questions for such information to the board president or staff? 6. Do you support the decisions of your board in public even if you disagreed with the decisions when made by the board? 7. Do you avoid taking unilateral action as a board member unless instructed to do so by your full board? 8. Do you understand and completely support both the purpose and mission of your organization?

10 9. Is it clear to you why you were asked to serve on your board and what is expected of you? 10. Do you enjoy your service on your board and. if not, are you working legitimately to correct whatever stands in the way of enjoying your service on your board? Give yourself credit for each yes. For each no take action to improve your performance.

11 Types of Boards What Kind of Work Do We Do as a Board? Is the Board a service or oversight board? Does the Board need to be concerned with growth? How is the Board meeting the marketing needs of its constituents? Is the Board acting only in an advisory capacity? Does the Board need to provide business solutions? Is it responsible for the day-to-day management of activities? Is funding part of its responsibilities?

12 Types of Boards Four Types of Boards Policy-Making Board A governing body for organizations and agencies with paid staff. Makes policy decisions regarding purposes, functions, goals and activities. Selects, employs and evaluates the chief executive officer who reports to the Board and is responsible to it. Advisory Board Primarily gives advice and makes recommendations, usually to the organization s CEO. The CEO is not appointed by or responsible to the advisory board and does not have to follow its advice. Board members are recruited based on their advisory capacity, professional skill and their ability to enhance the organization s credibility. Administrative Board A working board whose members make decisions regarding program and policy and acts as a plural chief executive of the organization. Board members carry out their own policies through administrative activities, usually through an extensive committee system. Carver Policy Governance Model John Carver proposed this model. Policy boards set the direction and policy for an organization, set parameters within which staff must operate and monitor performance toward implementing policies. A clear distinct relationship exists between the board and the CEO. The visionary function of the board is to create policy to achieve long-term objectives. It has total authority and total

13 accountability to ensure that the organization works. CEO/Executive Director is charged to meet board expectations. Running of the organization is in the hands of management. The Board is the voice of the owners -- members or community with whom it maintains its primary relationships. The Board, not board members, has authority. The Board speaks with one voice. Used with permission from United Way

14 Types of Boards The Importance of Committees Committees of the Board Do the bulk of the work of the organization, thereby relieving overburdened officers. Increase the involvement of board members because they have a chance to work in areas where they are especially suited. Provide a training ground for future leaders of the organization. Capitalize on the experience, training and contacts of a wide representation of the membership. Enhance the opportunities for members to participate meaningfully in the organization. Increase the visibility and outreach of the organization by including non-board members in committee membership. Provide opportunities for board members to get to know members. Give members the chance to freely and fully discuss issues in an informal setting. Serve as excellent problem solving and decision making groups because of their small size and informality. Board Committee Guidelines Clearly define the Committee s task/tasks. Include assigned members of the Committee. Chart complete reporting process (to whom/how/when).

15 List records to be kept. Indicate support services available. Explain inter-relationships with other Committees. Used with permission from United Way

16 Roles and Responsibilities of Board Members Board Members Together with other members of the Board, each member is legally and morally responsible for all activities of the agency/organization. Board members are responsible for developing policy in the following areas: Governance: supervision and review of the Chief Executive Officer, ensuring that the organization s administrative systems are adequate and appropriate, ensuring that the organization s operations are adequate and appropriate, ensuring that the organization and its Board members meet all legal requirements, managing the planning process. Human Resources: recruiting, recognizing and nurturing Board members, providing policy guidance about salaries, benefits and grievance procedures, volunteer policies and recognition planning Program Services: determining member needs, determining the services/programs to be provided, and evaluating the program services on a regular basis. Finance: ensuring financial accountability of the organization, overseeing an ongoing process of budget development, approval and review, raising funds and/or ensuring that adequate funds are raised to support the organization s policies and programs, managing and maintaining properties and investments. Marketing: ensuring that the organization s programs and services appropriately address member needs, marketing the organization s services and programs, functioning as an emissary of the organization in the industry, encouraging and participating in cooperative action within the industry.

17 Job Requirements A demonstrated interest in the organization s goals Specific experience and/or knowledge in at least one area of the Board s work Representative of an aspect or segment of the population of the organization s community Willingness to attend Board meetings and to participate on a Board committee A willingness to expand knowledge of Board responsibilities through participating in orientation and ongoing education A willingness to represent the organization to the community Used with permission from United Way

18 Board Meetings Purposes of Board Meetings To hear about progress in the achievement of the various objectives of the organization. To make policy decisions based on adequate review and appropriate data. To maintain control over the organization and to give guidance to the staff and volunteers. To legitimatize, communicate, coordinate, organize and plan. To meet legal requirements for board meetings. Essentials of Effective Meetings Timed agenda allowing for discussion, decision-making, reporting. Concise, clear minutes; the legal record of Board action. Opportunity for social interaction among members. Satisfactory, effective decision-making strategies. Systematic review of the organization, the board and board action.

19 References and Resources Board Development Carver s policy governance model in non-profit organizations The Center for Philanthropy and Nonprofit Leadership is building a resource center with lots of great information for starting, running and funding an organization. Free Complete Toolkit for Boards Garber, Nathan & Associates. (2000). Governance models: what s right for your board of directors? Retrieved (n. d), from Gardon, Anne. (2001). Strengthening boards of nonprofit organizations. Retrieved (n.d.), from Internet Non Profit Center Management Assistance Program for Nonprofits OANO, Ohio Association of Non Profit Organizations Organizational Performance Management perf/org perf.htm

20 National Council of Nonprofit Associations Trustee Leadership Development