Transcript Policy – The New Work of the Board
BUILDING AN EFFECTIVE BOARD OF DIRECTORS
RATIONALE FOR A “NEW BOARD”
PROFIT VS. NON-PROFIT FORCES FOR VALUING
• LACK OF MARKET FORCES • MARKET DETERMINES IN FOR PROFIT • BOARD OWNS VALUATION PROCESS
RATIONALE FOR A “NEW BOARD”
FLAWS OF GOVERNANCE
• TIME SPENT ON TRIVIAL • SHORT TERM BIAS • REACTIVE STANCE • REVIEWING, REHASHING & REDOING • LEAKY ACCOUNTABILITY • DIFFUSE AUTHORITY
AGENDA -BOARD OF DIRECTORS BBBS • APPROVAL OF MINUTES • BUDGET & CONTROL (TREASURER’S REPORT) • STATUS REPORT • FUND DEVELOPMENT REPORT • BFKS REPORT • RECRUITMENT REPORT • PUBLIC RELATIONS REPORT • BOARD DEVELOPMENT REPORT • STRATEGIC INITIATIVES
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BIG BROTHERS BIG SISTERS OF NORTHERN NEW MEXICO BOARD OF DIRECTORS MEETING JUNE 17, 2002, 6:00 PM STATE PERSONNEL OFFICE CALL TO ORDER APPROVAL OF MINUTES FROM MAY – ENCLOSED EXECUTIVE DIRECTOR & CASE WORKER REPORTS – ENCLOSED TREASURER REPORT – MAY FINANCIALS – ENCLOSED APPROVAL OF FY 2003 BUDGET – ENCLOSED COMMITTEE REPORTS BOARD DEVELOPMENT • ELECTION OF FY 2003 OFFICERS • BOARD MEMBER SELF – EVALUATION DISTRIBUTED) (TO BE • OTHER INITIATIVES OLD BUSINESS • TIERRA CONTENTA NEW BUSINESS ADJOURNMENT
THINGS TO CONSIDER
• 1) CONSENT AGENDA • 2) TIMED AGENDA • 3) MOVE IMPORTANT ITEMS UP • 4) SEND WRITTEN REPORTS IN ADVANCE • 5) REMIND BOARD “WHY WE’RE HERE” BRING A MATCH TO EACH BOARD MEETING
ROLE OF AN EFFECTIVE BOARD BOARD AS A POLICY MAKER • LACK OF CLEAR POLICIES IN MOST (ALL) BBBS AGENCIES BY SETTING POLICY SET PARAMETERS - AVOID DETAILS – FOR STAFF
ROLE OF AN EFFECTIVE BOARD BOARD AS A DRIVER/OWNER
DO YOU
• DETERMINE ORGANIZATIONAL PRIORITIES – LOOK FORWARD NOT BACKWARD – WHO OWNS – WHO IS DRIVING THE BUS
DO YOU ( THE BOARD)
• SET AGENDAS – WHO SETS?
– HOW CAN IT BE YOURS IF YOU DON’T SET – HOW MANY AGENCIES STRATEGIC GOALS/PLANS ARE SET BY E.D./CEO AND ARE MERELY RATIFIED?
LET’S RECOGNIZE
• NATURAL CONFLICT OF INTEREST - RUBBER STAMP VS. OWNER
BOARD DEVELOPMENT PROCESS BOARD DEVELOPMENT PLANNING CYCLE
1. Evaluate Agency 5. Board Development Plan 2. Evaluate Board 4. Gap Analysis 3. Agency Strategic Planning
BOARD DEVELOPMENT PROCESS
EVALUATE YOUR BOARD • BOARD PROFILING – DEMOGRAPHICS – SPHERES OF INFLUENCE – SKILL SETS – PROFESSIONS
BOARD DEVELOPMENT PROCESS
BOARD PERFORMANCE EVALUATION • EFFECTIVENESS, EFFICIENCY & SIGNIFICANCE OF MEETINGS • CLEAR GOALS & ACTIONS RESULTING FROM RELEVANT STRATEGIC PLANNING • SETS FUNDRAISING GOALS AND IS ACTIVE IN ACHIEVING • TRAINS & ORIENTS NEW MEMBERS
BOARD DEVELOPMENT PROCESS
BOARD RECRUITMENT • • • • COMPACTS – RESPONSIBILITY - AUTHORITY - RECRUITING CLEARLY EXPLAINED DEFINED EXPECTATIONS – GIVING – FUND RAISING – ATTENDANCE INDIVIDUALIZED EXPECTATIONS DON’T DO COOKIE CUTTER - EXPLAIN C.E.O. PRINCIPAL
BOARD DEVELOPMENT PROCESS
INDIVIDUAL BOARD MEMBER EVALUATION • KNOWLEDGE OF PROGRAMS AND SERVICES • ACTIVE IN FUND RAISING • PERSONAL GIFT TO AGENCY BASED ON ABILITY • PREPARES FOR AND PARTICIPATES IN BOARD & COMMITTEE MEETINGS • RESPECTS LINES OF AUTHORITY AND COMMUNICATION BETWEEN BOARD & STAFF
POLICY – THE NEW WORK OF THE BOARD
FOCUS ON BEGINNINGS NOT ENDINGS
1) LOOK OUTWARD NOT INWARD 2) BIGGEST DISTRACTIONS ARE INTERNAL 1) PERSONNEL 2) BUDGET 3) LOGISTICS 3) QUESTIONS FOR BOARD ARE : 1) HOW DO WE IMPACT THE OUTSIDE WORLD?
2) HOW DO WE SERVE MORE CHILDREN?
3) HOW DO WE RAISE MORE MONEY?
4) BOARD TEST 1) SHOULD ASK ITSELF WHAT GOOD SHALL WE ACCOMPLISH?
2) FOR WHICH PEOPLE (BBBS IS ASKING THIS NOW)?
3) AT WHAT COST?
POLICY – THE NEW WORK OF THE BOARD
TYPICAL TOPICS
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INDEBTEDNESS COMPENSATION & BENEFITS GROWTH BUDGETING PERSONNEL GRIEVANCE CUSTOMER SERVICE • VOLUNTEER • DONOR CONFLICT OF INTEREST
POLICY – THE NEW WORK OF THE BOARD BOARD - EXECUTIVE RELATIONSHIP • • • • STRONG BOARDS NEED STRONG EXECUTIVES SEPARATE AND COMPLIMENTARY ROLES BOARD HAS ONLY 1 EMPLOYEE EVALUATION QUESTIONS SHOULD BE : 1) WHAT DID WE CHARGE THE CEO TO DO?
2) WHAT DID WE PROHIBIT HIM OR HER FROM DOING?
BOARD RESPONSIBILITIES : 1) LINK TO OWNERSHIP 2) EXPLICIT GOVERNANCE POLICIES • ALL VALUES AND PERSPECTIVE ARE ENCOMPASSED BY BOARDS PROPER STATING OF BOARDS POLICIES.
3) ASSURANCE OF EXECUTIVE PERFORMANCE • MUST INSURE THAT STAFF MEET THE CRITERIA IT HAS SET.
4) GOVERNANCE/POLICY/STRATEGY 5) FIDUCIARY 6) FUND RAISING 7) ADVOCACY