Super-Engaged Boards: A Pipe-Dream or a Reality?

1. Super-Engaged Boards: A Pipe-Dream or a Reality? IDA 58th Annual conference David A. Wilson Managing Director, Accenture Minneapolis

2. society needs successful nonprofits more than ever • "Never doubt that a small group of thoughtful, committed citizens can change the world; indeed, it is the only thing that ever has." Margaret Mead, American Cultural Philanthropist

3. Nonprofit boards are struggling % of Nonprofit Respondents Engaging More Closely With the Board, 2009 – 2012* * 2012 State of the Sector Survey, Non-Profit Finance Fund

4. Most executive directors don’t believe their board contributes sufficiently to their organization Our Board Serves as a Resource in the Following Ways:* * 2012 State of the Sector Survey, Non-Profit Finance Fund

5. nonprofits need engaged boards more than ever • “In order to remain relevant, develop innovative solutions, and meet the increasing demand for their services, nonprofits will also require social, intellectual, and human capital. Solving major societal challenges will only be possible with the right collaborations, partnerships, sector knowledge and new ideas—all things that the board can actively fuel and support.” • Angela Francis, Nonprofit Finance Fund

6. Four characteristics of highly engaged boards • 4. An ongoing focus on board engagement - Continuous Engagement Program 1. A successful organization, or one striving to be successful 2. An appropriate governance model 3. The right board members, with the right expectations

7. A successful organization, or one striving to be successful • A compelling, relevant mission and vision • Strong executive director leadership and staff • Strong board leadership – from chair and committee leads

8. an appropriate governance model • Establish a clear mission for the board • Updated bylaws that are tailored to support the organization’s mission • Advisory board versus empowered trustees • Right-size the board – smaller boards have higher engagement • Working board versus ”rubber stamp” board – consider eliminating the executive committee • Well defined board member expectations - consider board member agreements • Relevant committees/task forces with clear objectives

9. The right board members, with the right expectations • The organization and board members have to understand clearly why they are entering in to the relationship - mutual understanding of expectations between board member and organization is crucial • Understand the motivations of prospective board members: • Personal or Career/business networking • Giving back to the community • Engaging in a mission they are passionate about • Recognition • Understand the motivations for bringing on a board member: • Financial support? • Specific expertise? • Representation of a specific stakeholder group? • Worker bee? • Ambassador to the community?

10. The right board members, with the right expectations Four questions for prospective board members: • 4. Do you have an interest in governance — wanting to support the organization in creating and moving a vision forward? 1. Is this an area where you have real passion? 2. Of all the organizations engaged in this cause is this one whose culture resonates with you? 3. Do you have the time, energy and resources to give this organization your best?

11. Continuous Engagement Program • Board members need to feel like they make a contribution – otherwise they feel like they are wasting their time and will lose interest/commitment • Engage board in decision making – no rubber stamping. • Educate your board members on the organization. Without the necessary background information, board members can’t contribute to their fullest. • Offer flexibility in board assignments to match ebb and flow of board member time commitments, availability and interests. • Create opportunities for board members to experience your mission in action. • If your meetings are all business, create opportunities for social connection. • Develop relationships with board members. If you’re the Executive Director invest time in developing quality relationships with all board members. • Have high expectations (attendance, preparedness, participation, follow-up). • Recognize the contributions of your board members! • Establish an appropriate frequency of meetings and communications. • Make each meeting with the board members beneficial for the organization and the board members.

12. tips for engaging board meetings* • Focus on the most important issues • Determine if it is Decision/Advice/Information • Create Opportunities for Creativity, Imagination and Vision • Create an Outcome Measurement Matrix • Change it up • Include Stories and Testimonials at Every Meeting • Build Trust • Spend twice as much time discussing as reporting • Reflect and Evaluate • Celebrate! • * Alison & Associates

13. Contributing Sources • Angela Francis, Non-Profit Finance Fund • Kevin Monroe, X Factor Consulting • Alison & Associates • National Council of Non-Profits • Terrie Temken, Core Strategies for Non-Profits, Inc. • Mission Enablers

14. Time, Talent and Treasury • “We don’t need more board engagement, per se. We need board members who are willing to be accountable for their organization truly achieving its mission and then creatively using all of their available resources to help it get there.” • Angela Francis, Nonprofit Finance Fund