Essentials in Governance Excellence

/emilydavisconsulting /AskEmilyD

FRIENDS OF ARVADA FIRE PROTECTION DISTRICTMAY 17, 2016

Emily Davis, MNM

President, Emily Davis Consulting

Senior Governance Consultant, BoardSource


MOTIVATIONAL VALUES

“What motivates me to serve on the FAFPD

Board of Directors?”


A LITTLE ABOUT ME…


60 seconds or less

Name

Motivational Value Desired

Outcome


BOARD ROLES & RESPONSIBILITIES


Why did you join?

Whathesitations

did you have?

Why would you leave?

Why do you stay?


BASIC BOARD RESPONSIBILITIES

Determine mission & purpose

Select the chief executive

Support & evaluate the CEO

Ensure effective planning

Monitor & strengthen programs & services

Ensure adequate financial resources

Protect assets & provide financial oversight

Build a competent board

Ensure legal & ethical integrity

Enhance the organizations good public standing


= Outstanding

= Good

= Fair

= Poor

ACTIVITY

How does the board as a

whole perform the 10

responsibilities listed?

Rate the board as a whole

on a scale from 1 – 4.


GOVERNANCE AS LEADERSHIP

GOVERNANCE EXCELLENCE

FIDUCIARY MODE

(tangible assets)

STRATEGIC MODE

(partnership with

management)GENERATIVE

MODE (organizational

leadership)

“When boards overemphasize one mode to the exclusion of others (a common problem), the net results are worse, not

better, governance.”

*Governance as Leadership



Set organizational

direction


STRATEGIC PLANNING

Strategic Priorities

Goals

Objectives

Tactics

Process, not a document

Three-year road map

Input from board, staff, &

stakeholders

Narrative, resources, &

implementation tools



Set organizational

directionProvide

oversight


Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity


GATHER INFORMATION

BOARD ASSESSMENT

EXECUTIVE DIRECTOR

COMMITTEES

MEETINGS


ASK THE RIGHT QUESTIONS

What is our capacity? What does success look like? What matters the most to us?

How does this serve our mission? How does it fit our strategic goals?How might this be a challenge for us?

Why is this important right now? Why should we consider other options? Why is this relevant to our stakeholders?



Set organizational

direction

Provide oversight

Ensure necessary resources


ENSURE RESOURCES

PEOPLE

CEOBoard Members

SupportersProspectingCultivation

Stewardship

FUNDRAISING PROCESS

Philanthropy

Connection

Concern

Capacity

BOARD’S ROLE

PoliciesPlanning

Board Giving


FEARS & HESITATIONS


FUNDRAISING CULTURE ASSESSMENT


FUNDING SOURCES

Diversity is key

Individuals

Special events

Foundation grants

Government grants

Corporate sponsorship

Earned income

Service clubs

/emilydavisconsulting /AskEmilyD* Giving USA 2014

FUNDRAISING BY THE NUMBERS


DONORS & GIVING

BEQUESTS/PLANNED GIFTS

MAJOR GIFTSCapital campaigns

Endowment campaignsSpecial events

ANNUAL GIVING Annual campaigns

Special eventsDirect mail

Online givingMembership programs

ONSITE/FIRST TIME GIFTSNewsletters

VolunteerismSocial media

Peer-to-peer giving

New gifts

Annual donors

Midsize donors

Major donors

Planned giving


FUNDRAISING PROCESS

Prospecting

IdentificationPreparation –capacity, resources

Cultivating

Build the RelationshipEngage the DonorAsk for the Gift

Stewarding

Recognition Reporting CommunicatingEngagement


WHERE DO YOU LAND?

Prospecting Cultivation Stewardship

What takes the most time in fundraising?


Yes,butnotthatmuch

No

3 POSSIBLE OUTCOMES

YES!!



100% BOARD GIVING

Board Giving Commitment

Open Ended

Flexible

Specific


FUNDRAISING ROLES

EXECUTIVEDIRECTOR

Chief Fundraiser

Media Spokesperson

Fundraising Planning

Board & Staff Liaison

DEVELOPMENT STAFF

Fundraising Strategy

Moves Management

Identify/Communicate Needs

BOARD OF DIRECTORS

Connect to Funding

Make Gifts

Policies

DEVELOPMENT COMMITTEE

Board & Staff Liaison

Staff support on specific efforts/campaigns


WHAT DOES IT MEAN?


BOARD ROLES

Connector• Meeting & engaging with people

Storyteller• Illustrating the work in a compelling way

Visionary• Making the case for the future

Closer• Asking for specific support or involvement

*Creation in Common


FEARLESS FUNDRAISING:

Fundraising opportunities & for

board members.

Be honest. Be realistic.

Take a risk!


HATS WE WEAR

Legal AmbassadorVolunteerConnections

Resources

Communications

Duty of Care

Duty of Loyalty

Duty of Obedience

Board works for staff

Avoid micromanagement


OBSERVATION LEADERSHIP

ATTENDANCE MICROMANAGEMENT

ENSURE BOARD & ED ENGAGEMENT*

ED

ENGAGEMENT

BOARD ENGAGEMENT

* Source: Richard Chait et. al. “Governance as Leadership”


WHO LEADS?

BOARD

[With EDsupport]

EXECDIR

[WithBoardadvice]

BOTH

[50/50Split]


SHARED LEADERSHIP

BOARD LEADSSHARED

LEADERSHIP ED LEADS

Strategic Plan

FundingStrategies

EvaluationBoard

Meeting Prep

Policy Questions Staff Hiring & Oversight

Develops, Implements, &

Oversees Programs

Chief Fundraiser

Operations Reporting

Create & Review Policy

ED Hiring & Oversight

Connections to Funding

Financial Due

Diligence

Board Recruitment & Retention



RECRUITMENT

Great board

member retention

begins with a great

recruitment

process!


Identify

Cultivate

Recruit

Orient

Involve

Educate

Evaluate

Rotate

CELEBRATE!


EXPECTATIONS

Board descriptions

Terms & term limits

Time commitment

Financial commitment

Recruitment process

Orientation

Committee roles

Ongoing education

Board activities

Evaluation


REVIEW BOARD JOB DESCRIPTIONS

MEMBER AT LARGE

CHAIR

VICE CHAIR

TREASURER

SECRETARY


STEP BY STEP

Evaluation Application Expectations Outreach

Vetting Candidate Approval Wrap Up Debrief


SAMPLE TIMELINE

•Review docs & past recruitment•Design self-evalMonth 1

•Conduct self-eval & demo matrix•Design application, interview questions & outreach messagingMonth 2

•Add to website•Share with networksMonth 3

•Schedule & conduct interviews• Invite to board meetingMonth 4

•Host at board meeting•Make recommendationsMonth 5

• Inform candidates•Schedule orientation• Intro board buddies

Month 6

•Debrief process•Gather feedbackMonth 7


ORIENTATION


RETENTION & ENGAGEMENT


WHAT MAKES ‘EM TICK

•Always YES•Wants to help everyone & everything

•Caution!

OVER-COMMITTED

•Needs lots to stay engaged

•Don’t let them sit around

BUSY, BUSY, BUSY

•Verbal & print

•Use titles & acknowledgment

LIKES RECOGNITION

•Stays focused & on track•Great for events•May get discouraged by others’ lack of support

ORGANIZER

•Lots of ideas for improvement

•Pair with an Organizer to keep things moving

CREATIVE

*Abigail Harmon


MEETINGS:None of us is as dumb as all of us


BOARD MEETING TIPS

Governance

• Board reports• Strategic

priorities/goals• Mission moments• Ask questions• Avoid

micromanagement

Facilitation

• Consent agendas• Shared

responsibilities• Giving

accountability• Follow up

Participants

• Guests, Staff• ED• Board members• Honor time


TYPES

PURPOSE

MEMBERS

MEETING FREQUENCY

COMMUNICATION WITH BOARD

COMMITTEES


MEETING PREPARATION


EXAMPLE: FINANCE COMMITTEE

Board asks strategic questions

Monthly, quarterly ED/Finance Committee reports on budget

Board participates in fundraising efforts to meet financial goals

Board reviews, asks strategic questions, amends, approves budget

ED/Finance Committee researches drafts budget for approval

Board requests annual budget



IT’S NOT ABOUT YOU

How does this serve the mission?

Does it fit our strategic goals?

What’s our capacity?

What does success look like?

Keep it high level!


RECOGNITION



TAKE AWAY & COMMITMENT


PICTURE YOUR LEGACY

Select a card that answers the question:

“What is the legacy you want to leave on the

FAFPD board?”



Emily Davis, MNMPresident, Emily Davis Consulting

Senior Governance Consultant, BoardSource(720) 515-0581

[email protected]

Date post:	14-Apr-2017
Category:	Government & Nonprofit
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Essentials in Governance Excellence

Government & Nonprofit