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Developing an Effective Board

Developing an Effective Board. Steps to Visioning a Board of Directors Strategic Planning Retreat Developed from ideas previously presented by Edgar Stoesz and Glenna Shepherd Kirk Lyman-Barner, Director The Fuller Center for Housing US Field Operations Covenant Partner Conference 2013.

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Developing an Effective Board

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  1. Developing an Effective Board Steps to Visioning a Board of Directors Strategic Planning RetreatDeveloped from ideas previously presented by Edgar Stoesz and Glenna ShepherdKirk Lyman-Barner, DirectorThe Fuller Center for Housing US Field OperationsCovenant Partner Conference 2013

  2. OPENING CONVERSATIONS Introductions – Describe Your Current Board and Committees

  3. HOPES FOR OUR TIME TODAY • Identify covenant partner needs • Explore the idea of a strategic planning retreat • Be prepared to ask a facilitator to organize a board retreat • Develop measuring and follow-up tools • Other hopes?

  4. MISSION STATEMENT The Fuller Center for Housing, faith-driven and Christ-centered, promotes collaborative and innovative partnerships with individuals and organizations in an unrelenting quest to provide adequate shelter for all people in need worldwide.

  5. MISSION STATEMENT Say it in your own words. Say it in less than twenty words. What is key? Essential? Engaging?

  6. IDENTITY & MISSION: Your CP ARTICULATING IT IN TWO SENTENCES How do we see ourselves now? [Each participant write descriptive words on Post-Its] Why do we want/need to change or develop our identity? Who do we see ourselves becoming? What makes us and our work distinctive?

  7. DESCRIBING OUR CULTURE How would you describe the overall culture of your covenant partner? Is it hopeful? Stuck? Productive? Sedentary? What are your cultural goals? What needs to shift to produce the culture that will support the mission?

  8. ASSETS As we think about organizing, building, and growing, what can we identify as our primary assets? What encourages us? What attracts others to our work?

  9. IDENTITY GOALS & OBSTACLES What do we need to do to accomplish our goals? Whose work is it? What can we identify as obstacles that we need to navigate in order to accomplish our goals and live out our mission? What needs to change to begin the transition?

  10. TARGET DEVELOPMENT AREAS ORGANIZATIONAL DEVELOPMENT BOARD DEFINITIONS BOARD RECRUITMENT CREATING VISIBILITY IN CONGREGATIONS, COMMUNITY ORGANIZATIONS, & VIRTUALLY

  11. Leadership Retreat TELLING THE STORY THE POWER AND FUNCTION OF STORY OUR STORIES – BOTH ACTION & REFLECTION OF BOTH STRUGGLE & SUCCESS OF FAITH FORMATION WHERE DO WE TELL THEM? WITH WHAT HOPES?

  12. TELLING THE STORIES FOR BOARD DEVELOPMENT Who are we looking for? What stories would attract the people that we need to accomplish our work and inspire others? Where might we find them?

  13. POWER OF ATTRACTION What is the best way to tell the story? Engaging in multiple ways/with multiple media How do we target those we need to join us? Doing the ask.

  14. CREATING BELONGING & INVESTMENT Investment in the mission and the organization Formulating essential roles & job descriptions Building community of leaders Invested in development

  15. MANAGING EXPECTATIONS GOVERNANCE VS. MANAGEMENT BOARD CREATES POLICY STAFF AND VOLUNTEERS CARRY OUT POLICY POLICIES CHAIR PROGRAMS E.D.

  16. DELEGATING SUB COMMITTEES: FINANCE RESOURCE DEVELOPMENT FAITH BUILDERS / CHURCHES FAMILY SELECTION FAMILY SUPPORT SITE SELECTION CONSTRUCTION VOLUNTEER MANAGEMENT COMMUNICATIONS NOMINATING “IF YOU ARE DOING MORE THAN ONE JOB, YOU ARE DOING YOUR JOB AND SOMEONE ELSE’S.” -GLENNA SHEPHERD

  17. LEADING TO IMPLEMENT THE VISION A Strategic Plan Making the Contacts The Players – People who can lead Good People=Good Job Descriptions The Script A Timeline Role of Chairs – Focus, Both Affirmation and Dissent Is Heard.. “This I must say….”

  18. STRATEGIC DEVELOPMENT PLAN Strategies are always about choices. About Focus and Message About Media and Management Strategies and Objectives that are SMART Specific / Measureable / Achievable / Realistic / Time-bound

  19. SAMPLE EXERCISES IMAGINING Using Mental Models

  20. MENTAL MODELS Choose a project of The Fuller Center. Then ask, What is the purpose? When did it begin? What were the assumptions or understandings of the organization’s environment at the time? Are these still valid today?

  21. IDENTIFYING CHANGES Crisis? Chance? Choice?

  22. CREATING A MAP (MINISTRY ACTION PLAN) FOR CHANGE Mobilizing people Identifying key roles A plan for each goal A proposed timeline

  23. IDENTIFIABLE BARRIERS Practical barriers Commitment barriers Financial barriers Other

  24. Additional Resources

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