Lets Talk Philanthropy Where Boards Go Astray and How to Get Them Back on Track.

1. Lets Talk Philanthropy Where Boards Go Astray and How to Get Them Back on Track. Presented by: Dr. Suzanne T. Allen Ph.D., President, Philanthropy Ohio Dani Robbins, Founder and Principal of Non Profit Evolution

2. Let’s Talk Philanthropy Dr. Suzanne T. Allen Ph.D. President, Philanthropy Ohio

3. Let’s Talk Philanthropy Dani Robbins Founder and Principal of Non Profit Evolution

4. Session Goals • Dive deeper into ways to build a high functioning board • Learn the most common ways boards become dysfunctional • Set expectations for board members and reinforce those expectations with board evaluations and;

5. Common Board Issues Unengaged Members Lack of Understanding of their Role, the Board’s Role and the role of the CEO “I’m a Volunteer” Allowing the Unacceptable

6. I’m a Volunteer How this happens: Possible Solutions: Job description initial discussion, orientation annual trainings expectations all include the need to “be prepared to meet as often as is necessary to complete the business of the board during the term of one’s service” • Too much pressure for board service • Expectations not clear when asked to join the Board • Time commitment not communicated • Board members not trained to their role

7. Lack of Understanding How it happens How to address it: Have the right mix on board Budget by activity Funding a part of every new idea discussion Orientation to include encouragement to speak up and never vote for something you do not support Robust discussion at Board meetings Encouragement to ask for more information • In the absence of a formal plan to perpetuate and educate your board, you will be at the mercy of whoever proceeded you, at whatever agency your board members served previously • Not all volunteers are created equal • Lack of understanding of budget/financials • Fear • Lack of information • Unwillingness to question

8. Allowing the Unacceptable How this happens: Possible Solutions: Policy on acceptable practices Define duties Create an environment conducive to discussion Encouraging robust discussion Orientation to include discussion of disagreement and encouragement to not vote on motions with which members disagree Policies to remove problematic members • Don’t want to over step • Don’t know how to fulfill role • Don’t understand what is acceptable • Rubber stamp • Conflict avoidance • Fear

9. Unengaged Board Members How this happens: Eliminate the power of the Executive Committee to vote in lieu of the full board Define duties and responsibility Training on the role of the board and the role of the CEO Strategic Plan Clear assignments Task mastery How to address it: • Executive Committee or Management takes away all real thinking and responsibility • Wrong people on the board • No plan • Disorganized meetings • Strong Board members get frustrated and quit • Lack of clarity of authority • And….I hate to say it…the CEO builds it that way

10. Board Development :How to get where you want from where you are Boardsource

11. Board Roles and Responsibilities Fiduciary Responsible Agent Policy Setting Securing Resources/ Fund Raising, as applicable Mission, Vision and Strategic Planning Hire, Support and Evaluate Executive Director/CEO

12. Mission, Vision and Strategic Planning • The mission statement answers why an organization exists. • A vision is a description of what the organization will look like at a specified time in the future. Strategic planning is a process by which the board, staff, and select constituents, decide the strategy for the future direction of an organization and allocate resources, including people, to ensure that target is reached.

13. Hire, Support and Evaluate the CEO Hire for what your organization needs in a Leader Support, meet with, make introductions Annual Evaluations – often linked to strategic plan Succession Planning

14. Fiduciary Responsible Agent Read, understand and approve the financials Review, understand and approve the audit, as appropriate Review and sign the 990 Understand how the programs tie to the mission and the number of people served in those programs as well as the program's impact

15. Policy Setting Personnel Financial Whistle blower, Ethics/Conflict of interest Others relevant to field or community

16. Securing Resources/Fund Raising • The Committee is responsible for creating and executing a plan to raise money. • The full Board is responsible for introducing their network to the organization, attending events, financially supporting the organization and encouraging other to do as well. When serving on the board of an agency that raises contributed income:

17. Expectations of Board Members • Attend events and encourage others to do so • Give a personally significant financial gift • Solicit additional gifts • Introduce Organization to Board member’s circle of influence • Work for the betterment of Organization • Attend at least 75% of Board Meetings • Serve on at least one Committee • Represent Organization in the community at large • Set and uphold policies, procedures and ethical standards of organization

18. Identification Options What skill sets do you need? How diverse is your Board? How high profile is your Board? Who is in your pool of candidates? Are there community leaders you would love to have in a perfect world? How can you start cultivating those people? Matrix mapping to insure diversity of thought Additional options?

19. Matrix Mapping Occupation Professional Experience Social Network Skills Set Network Ability Experience Race Religion Gender Age

20. Evaluation • Evaluation is a developmental process, not a report card. • The Board Development Committee is responsible for giving the individual board members and the entire board opportunities for evaluation and reflection. • Options: • Self Evaluations against Expectations • Committee individually evaluates members against Expectations • May lead to removal of Board members

21. Recognition Articles in newsletter, local paper, etc. Nomination for local awards- AFP, Chamber, Community Foundation Board members should be treated like donors… plus!

22. Move your Board forward • Introduce some generative discussions at board meetings. Talk with your Board about what they want, about why they joined, and what they hoped to get out of their service. Call a retreat. Take a survey. Add some impact stories to the agenda. Have a Strategic Planning Strategy session and then continue to talk strategy throughout the year. Present a environmental scan and discuss how it will impact your clients, not just your agency, but your clients.

23. Take 3 minutes and write down 3 things you can do to move your Board From: where it isTo: where you’d like it to be

24. Thank you for attending! Stay tuned for: • High Impact Corporate Community Involvement • Webinar: June 17 at 9am • Demystifying Funder Transparency, Focusing on Communicating Well • Webinar: June 25 at 12pm • Financial Administration Excellence Course for Community Foundations • Aug 20th Detroit, MI • Philanthropy Ohio’s Summer Institute • The Blackwell Center @ The Ohio State University on July 9th, 2014

25. 2 Summer Institute Sessions with BoardSource® • Improve your board chair-CEO relationship • Better identify and engage board members • Learn how to orchestrate strategic-level change • Put governing more, managing less, into practice • Huge savings vs. private BoardSource® session Member Rate: $250 philanthropyohio.org/summerinstitute

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