LUNCH & LEARN SERIES: BOARD DEVELOPMENT. ABOUT THE NETWORK The Network for Social Work Management is a professional, international organization focused.

LUNCH & LEARN SERIES: BOARD DEVELOPMENT

ABOUT THE NETWORKThe Network for Social Work Management is a professional, international organization focused on strengthening and advancing social work management within health and human services.

Our MissionAs a group, we work together to develop and create a future in which all social organizations across the U.S. and overseas can become purposed, high performing systems of service and influence. The goal of the Network is to bring together prominent managers and leaders, aspiring managers, and students within the field to share ideas and discuss challenges to enhance their skills.

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Join a community of like-minded managers

Be mentored by top leadership experts

Access the latest professional development and training opportunities

BOARDS THAT WORK!

NSWM LUNCH AND LEARNCANADA

15

• Gain an understanding of the common challenges faced when working with boards

• Learn at least 3 strategies for improving board performance

• Discover new ways to structure boards and meetings

TODAY WE WILL:

Each board will present different challenges. When building our boards, we need to take into account the nature of the work we do, our unique organizational culture, by-laws, etc.

Challenges

RESEARCH SHOWS

Non-profit boards are outdated in terms of process and structures we use.

We need to change the way the boardroom looks, the way boards are structured & operate.

• History

• Habits

• Stage of organizational development

• Founders/leaders

• Strengths/limitations of individual members

• Changing nature of volunteerism

FORCES THAT AFFECT BOARDS

1 The median size of your average non-profit board is 15 – and shrinking fast!

2

3

SIZE MATTERS!

Ideal learning group size is 9-13.

Board size is dictated by your by-laws, but by-laws can be changed. One way to deal with fluctuating board size is to change by-laws language – use phrase “up to.”

ROLES & RESPONSIBILITES

• Determine the organization's mission and purposes

• Select the executive staff through an appropriate process

• Provide ongoing support and guidance for the executive; review his/her performance

• Ensure effective organizational planning

• Ensure there are adequate resources

LEGAL RESPONSIBILITES OF BOARDS & BOARD MEMBERS

• Manage resources effectively

• Determine and monitor the organization’s programs and services

• Enhance the organization’s public image

• Serve as a court of appeal

• Assess its own performance

LEGAL RESPONSIBILITES OF BOARDS & BOARD MEMBERS 2

The duty of LOYALTY requires

that all board members act

honestly and in good faith in the best interests of the corporation.

Avoiding conflicts of interest falls

under this category.

Duty of OBEDIENCE requires that

board members act in accordance

with the organization’s mission at all times. It also

means that board business is

conducted in the board room – not the parking lot!

DUTIES OF A BOARD

The duty of CARE describes the level of competence and diligence that is expected of a board member in his/her decision-making as a steward of the organization.

BUILDING A DYNAMIC BOARD

• Teamwork-among members & with staff.

• High level of synergy and effectiveness.

• More people with niche skills.

• #1 selection criteria is a passion for your mission. Skills are teachable!

• Gen X’s and Y’s = shorter terms but higher-powered.

THE BOARD OF THE FUTURE

• 6-9 meetings/year, including a retreat. Use of email, conference/web calls & email to keep people in the loop. Use doodle polls to vote. Or simply everything by using a board website.

• Focus on strategy (vs. operations) and outcomes, accountability and transparency. Work in an organizational and contextual focus. Be more relational in nature.

• Size & structure is more flexible.

• Leadership is disseminated across the group.

THE BOARD OF THE FUTURE 2

• There is no one model of governance. You have to design a structure that works best for you. (Ex: Alternatives, RiverzEdge)

• We need to free up our boards to lead the charge, swath the path, take us to the cutting edge.

• Tool we use: Consent Agenda.

THE BOARD OF THE FUTURE 2

BUILDING THE BOARD

• Board recruitment must be a planned, ongoing, strategic process, not just something that happens a month before your annual meeting.

• Base recruitment on strategic diversity vs. personal connections.

BOARD RECRUITMENT

• Ditch the Nominating Committee & adopt a Board Development Committee. This group of 3-4 people takes charge of the growth & development of the board. This group’s job is to clean up the board, keep it in prime condition, make it hum!

BOARD RECRUITMENT 2

• The committee needs to develop a list of 25 -100 names of potential board members. These can come from board, staff and other stakeholders.

• Be sure to identify board gaps & to build a diverse board (in the broadest sense of the word). Leave positions vacant until you find the right person – no dead wood!

• Tools we use: Board recruitment matrix, VIP exercise.

BOARD RECRUITMENT 3

• Make sure every single board member participates in a formal orientation process and is activated right away.

• Pair veteran board members w/new ones and make sure they touch base once/month for the 1st 6 months. This lowers the learning curve & helps cut down on old guard dynamic & Group Think.

ORIENTATION & ACTIVATION

• Identify areas for growth (through annual evaluation!) and provide education via in-services, conferences, retreats, guest speakers, cross-training, etc.

• Find creative ways to include people – technology is there, use it!

OTHER CONSIDERATION

• Identify areas for growth (through annual evaluation!) and provide education via in-services, conferences, retreats, guest speakers, cross-training, etc.

• Find creative ways to include people – technology is there, use it!

OTHER CONSIDERATION

• Review those coming up to the end of their term – are they worthy of renewal?

• Need to have a one-on-one with each board member each year.

RENEWAL

• Boards are moving toward a zero-based committee approach. We often create committees for the sake of creating committees -- base all committees on your strategic plan!

• The only committees you NEED are finance & Board Development – everything else is up for discussion (check your local NP laws!).

COMMITTEES

• Lots of boards have done away with Executive Committees. Traditionally, this Committee intervenes in a crisis and spearheads the Executive Director’s performance review. There are other ways to cover these bases.

COMMITTEES 2

• Fund raising/Development committees also being disbanded – fundraising is the job of every board member. We need to build a culture of philanthropy across the organization.

COMMITTEES 3

• Don’t get overwhelmed by trying to make all of these changes at once. Try one new method, evaluate, then try another.

• Go for the “easy win” first – success breeds success.

CONCLUSION

Q & A

Sarah Lange Principal & Founder5 Edgewood Street

Worcester, MA 01602Phone : 508.733.5114

[email protected]

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