HOW TO BUILD A STRONG & COMMITTED NONPROFIT BOARD October 15, - - PDF document
10/15/2015 HOW TO BUILD A STRONG & COMMITTED NONPROFIT BOARD October 15, 2015 Ron J. Huddleston, CFRE, FAHP President The Huddleston Group www.thehuddlestongroup.com BUILDING EFFECTIVE BOARDS OFTEN ARISES AS A KEY CLIENT CONCERN The
“The motion has been made and seconde ded that we stick our heads in sand” d” “Perhaps it would help if I go over it one more time”
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The Board Building Cycle: Nine Steps to Finding, Recruiting, and Engaging Nonprofit Board Members, BoardSource; 2007
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ORGANIZATIONAL BOARDS
“Garage Band” Small, informal, dominated by founders & friends. Often take change personally, so resist it.
GOVERNING BOARDS
Larger, more independent, more settled and stable. Start formalizing rules & procedures. Less start-up mentality, more long-term sustainability focused
INSTITU TUTIONAL BOARDS
Larger organizations, more sophisticated structures (very formal policies, procedures, roles & responsibilities), standing committees (that work). Larger staff to support them. Often honorific with representative stakeholders
Temptation to micro-management
A barrier because… Board is charged with overseeing the EXECUTIVE, who, in turn, manages his/her staff Oftentimes results in wasting time on trivial matters
Ineffective nominating committee
Must be fine-tuned because… Nominating committee determines the future make-up of the board of directors
No plan for rotation
A barrier because… Limits opportunities for a real change Why needed? New members can help promote creativity and innovation in decision-
making
Failure to remove unproductive members
A barrier because… Prevents board from fully serving its purpose and fulfilling organizational mission Po
Possible Solution: Must have system for evaluating board performance and making recommendations for future board service
Too small
A barrier because…
Must have enough individuals to fulfill the multiple responsibilities and competencies of a board of
directors
Possible solution:Recommended numbers fall anywhere from 11 to 21
Lack of functioning committee structure
A barrier because…
Most of the work that supports and implements major board decisions are done in committees
No strategic plan
A barrier because…
Board members often spend too much time talking about issues that are of little importance because
there’s no real direction
Results in a lack of long-range development plan that will help the organization prepare and thrive in the
future
No plan for orientation or training of new and old members
A barrier because…
New members must be carefully joined so as to create a well-functioning TEAM Training is essential for growth and adapting to the ever-changing environment
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Benjamin R. Shute Corporate Secretary Rockefeller Brothers Fund
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Jameson A. Baxter, President Baxter Associate Inc. Palatine, IL
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Elaine Jacobson Board Member Planned Parenthood of Southern Arizona
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The Source: Twelve Principles
Exceptional Boards BoardSource
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Melissa Davis Director, Governance YMCA of the USA
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Guest educational presentation at each meeting; Section of
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Margaret L. Ackerley
World Wildlife Fund Washington, DC
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Source: CompassPoint Board Model
Dysfunctio ional Functio ional Responsib ible Exceptio ional
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Rotate Evaluate Educate Involve Orient Recruit Cultivate Identify
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BoardSource, Exceptional Board Practices: The Source in Action: October 2007
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Ron J. Huddleston, CFRE, FAHP
President and CEO
The Huddleston Group 877-831-0472 ron@thehuddlestongroup.com
Board Recruitment (article) Board/Staff Responsibilities (detailed) Board Assessment Tool Board Evaluation Survey Board’s Role in Major Gift Fundraising (article) Checkout Our Blog on Developing Your Board of Directors
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BoardSource, Assessment of Governing Boards & Chief Executives: A Practitioner Program, Conference Oct. 10-11, 2007 BoardSource, Exceptional Board Practices: The Source in Action, October 2007 BoardSource, The Board Building Cycle: Nine Steps to Finding, Recruiting, and Engaging Nonprofit Board Members, 2007 BoardSource, www.boardsource.org Brown, William, “Board Development Practices and Competent Board members Implications for Performance,” Nonprofit Management & Leadership, vol. 17, no. 3, Spring 2007 Charities Review Council,www.smartgivers.org Independent Sector, www.independentsector.org Panel on the Nonprofit Sector,www.nonprofitpanel.org