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ECAC

Change is Inevitable, Progress is OptionalIt is Time for Progress!

October 17, 2008

Dave Sternberg Vice President / Partner dsternberg@achieveguidance.com 317-638-3563

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Your Personal Network


Think about your network of friends, relatives and business associates. These could be the folks you have met through social activities, work, volunteer activities, sport s and recreation, your kids, family, school, church, neighbors etc. List the names of people who meet the following criteria: 1) they actually like you or at least respect you, 2) you are reasonably sure they have disposable income and are living hand to mouth, and 3) there is some linkage your service area or your mission. You will not share this list, its private. This is not a list of people you will ask for money!! Names: _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ _______________________________________________ A ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ B ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___

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2007 Giving (Giving USA*)


$306.39 Billion Sources 74.8% 12.6% 7.6% 5.1% Where Contributions Went 33.4% 14.1% 9.7% 9.1% 7.7% 7.6 % 7.4% 4.5% 4.3% 2.3% Religion Education Human Services Foundations Unallocated Health Public-Society Benefit Arts, Culture, Humanities International Affairs Environment/Animals Individuals Foundations Bequests Corporations

* Giving USA is published by the Giving USA Foundation and compiled by The Center on Philanthropy at Indiana University

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Consider for a minute the competitive landscape! ______________________________________

Growth of Sector 1982: 322,000

2007: 1,900,000

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Consider how individuals give!! _____________________________________

85% of $306 billion = $260 billion

$260 billion = 85% in cash / 15% in assets

The great imbalanceif you want to raise real money it is in the assets and that takes relationships!

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Team

Process

Donor

Mission

Cultivation

Linkage

Board

Solicitation

Ability

Staff

Stewardship

Interest

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Organizational Development

Stage I Organizations

Founders dominate Limited Sources of Funding Board involved primarily with operation and program delivery Lack of clear board expectations Lack of future vision Modest or no expectations to fundraise or give Board the operates as a committee of the whole

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Stage II Organizations

Diversified funding Board primarily involved with fund development, stewardship and advocacy Clear board expectations that are enforced Focused future vision Staff driven programs Directors chosen on background, merit and skills Directors selected at large Functioning nominating procedure Board focused on critical issues

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Basic Responsibilities of Nonprofit Boards


1. Determine the organizations mission and purpose. A statement of mission and purposes should articulate the organizations goals, means, and primary constituents served. It is the boards responsibility to create the mission statement and review it periodically for accuracy and validity. Each individual board member should fully understand it. 2. Select the chief executive. Boards must reach consensus on the chief executives job description and undertake a careful search to find the most qualified individual for the position. 3. Support the chief executive and review his or her performance. The board should ensure that the chief executive has the m oral and professional support he or she needs to further the goals of the organization. The chief executive, in partnership with the entire board, should decide upon a periodic evaluation of his or her performance. 4. Ensure effective organizational planning. As stewards of the organization, boards must actively participate with the staff in an overall planning process and assist in implementing the plans goals. 5. Ensure adequate resources. One of the boards foremost responsibilities is to provide adequate resources for the organization to fulfill its mission. The board should work in partnership with the chief executive and development staff, if any, to raise finds from the community. 6. Manage resources effectively. The board, in order to remain accountable to its donors and the public, and to safeguard its tax-exempt status, must assist in developing the annual budget and ensuring that proper financial controls are in place. 7. Determine, monitor, and strengthen the organizations programs and services. The boards role in this area is to determine which programs are the most consistent with the organizations mission, and to monitor their effectiveness. 8. Enhance the organizations public standing. An organizations primary link to the community, including constituents, the public, and the media, is the board. Clearly articulating the organizations mission, accomplishments, and goals to the public, as well as garnering support from important elements of a comprehensive public relations strategy.

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9. Ensure legal and ethical integrity and maintain accountability. The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. Solid personnel policies, grievance procedures, and a clear delegation to the chief executive of hiring and managing employees will help ensure proper decorum in this area. The board must establish pertinent policies, and adhere to provisions of the organizations bylaws and articles of incorporation. 10. Recruit and orient new board members and assess board performance. All boards have a responsibility to articulate and make known their needs in terms of member experience, skills, and many other considerations that define a balanced board composition. Boards must also orient new members to their responsibilities and the organizations history, needs, and challenges. By evaluating its performance in fulfilling its responsibilities, the board can recognize its achievements and reach consensus and which areas need to be improved. Source: BoardSource www.boardsource.org

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Evaluating the Board!


Rate your board in each of the ten rolesthis is not an evaluation of the organization. 4 = do this well, 3= do this at satisfactory level, 2 = do it at unsatisfactory level, 1 = do not do at all or very poorly Responsibility #1 Responsibility #2 Responsibility #3 Responsibility #4 Responsibility #5 Responsibility #6 Responsibility #7 Responsibility #8 Responsibility #9 _____ _____ _____ _____ _____ _____ _____ _____ _____

Responsibility #10 _____

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The Board Building Cycle (BoardSource)


Hughes,Lakey and Bobowick, 2003

1)Identify the kinds of skills, knowledge, connections and experience needed on the board to move the organization forward. What do we have and what it missing? 2) Cultivate potential board members through thoughtful interaction over time. 3) Recruit potential board members by describing what is needed for the organization. Detail what will be expected and answer all questions or concerns. 4) Orient new board members to the organization and to the board - the organizations program and history or big issues. To board service through minutes, bylaws, committee lists, rosters, key staff members, etc. 5) Engage all board members with an eye to their skill set. Assign a board buddy and ensure the experience is good for all. 6) Educate the board on the subject that will make them excel in their role. Internal and external issues, mission moments and open discussion encourage participation. 7) Rotate members off the board. Establish and adhere to term limits. Do not automatically re-elect. Establish new thinking and develop new leadership. 8) Evaluate board and board member performance. Identify ways to improve and encourage self assessment. 9) Celebrate every small (and large) achievement of the board! Highlight the many things that are going well and make room for some humor!

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Board Building Matrix


This worksheet can be adapted by organizations to assess their current board composition and plan for the future. The governance committee can develop an appropriate grid for the organization and then present its findings to the full board. In considering board building, an organization is legally obligated to follow its bylaws, which may include specific criteria on board size, structure, and composition. Or the bylaws may need to be updated to incorporate and acknowledge changes in the environment and community that have made changes in the board structure necessary or desirable. Remember, an organization will look for different skills and strengths from its board members depending on its stage of development and other circumstances. Members Age Under 18 19-34 35-50 51-65 Over 65 Gender Male Female Race/Ethnicity/Disability African American/Black Asian/Pacific Islander Caucasian Hispanic/Latino Native American/Indian Other Disability Resources Money to give Access to money Access to other resource
Available for visits, grant writing

Current Members 1 2 3 4 5 6

Prospectives A B C D E F

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1 Community Connections Religious organizations Corporate Education Media Political Philanthropy Small business Social services Other Qualities Leadership skills Willingness to work Personal connection with the organization s mission Personal Style Consensus builder Good communicator Strategist Visionary Areas of Expertise Administration/Management Entrepreneurship Financial Management Accounting Banking and Trusts Investments Fundraising Government International Affairs Law Marketing, Public relations

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Human resources Strategic planning Physical plant(architect,engineer) Real Estate Representative of clients
Special Program focus (education, health, policy, social services

Technology Numbers of years (or terms)on the board

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BOARD MEMBER RESPONSIBILITIES General expectations: 1. Be familiar with the organizations mission, policies, programs, strengths and opportunities for growth. 2. Help lead the board and take on special assignments. 3. Listen attentively to feedback about our organization and guide individuals to follow established policies and procedures. 4. Suggest future board members. 5. Speak on behalf of the board, but only when authorized persons ask you to. 6. Stay abreast of the trends that affect our organizations field of interest. 7. Be flexible and bring a sense of humor to your board tasks. Meetings: 1. 2. 3. 4. Participate knowledgeably in all board and committee meetings and other activities. Ask relevant questions while supporting the majority decision. Keep executive session information confidential. Suggest agenda items for meetings so no significant policy matters are overlooked.

Relationship with staff: 1. Offer relevant advice and support. 2. Avoid asking special favors of the staff until you speak with the director. Avoiding conflict of interest: 1. Keep the entire organizations interest at heart and dont cater to special interest groups. 2. To avoid even the appearance of a conflict of interest, disclose any possible conflicts to the board chair. 3. Bring a sense of fairness, ethics, and personal integrity to each task or decision. 4. Never accept gifts from (or give them to) anyone who does business with the organization. Fiduciary responsibility: 1. Carefully consider the control and transfer of funds. 2. Read and understand the organizations financial statements and participate to help the board Fundraising: 1. Make an annual personally sacrificial gift. 2. Assist the development committee and/or staff by with fundraising strategies by engaging your own contacts in the community (corporations, foundations, individuals) and by participating in fundraising activities.

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Constructing Better Board Meetings


Meeting date:
1) The issues we covered at this meeting were: Less important 1 2 3 2) The materials provided were: Not helpful 1 2 3 3) Todays discussion concerned primarily: Operations 1 2 3 4 5

___________
Essential

Indispensable

Policy and Strategy

4) What might we have done differently to improve our meeting today? ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ 5) What was the most valuable contribution we made to the organizations welfare today? _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ 6) Did we use the time allotted for the meeting wisely, if not why? _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ 7) What are the most important topics we should address at our next meeting? __________________________________________________________________ __________________________________________________________________

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Individual Board Members Self-Evaluation


Name: _____________________ Yes No Not sure

1. Do I understand and support the mission ___ ___ ____ of the organization? 2. Am I knowledgeable about the organizations programs and services? ___ ___ ____ 3. Do I follow trends and important developments related to this organization? ___ ___ ____ 4. Do I assist with fundraising and /or give a personally significant annual gift to the organization? ___ ___ ____ 5. Do I read and understand the organizations financial statements? ___ ___ ____ 6. Do I have good working relationship with the chief executive? ___ ___ ____ 7. Do I recommend individuals for service to this board? ___ ___ ____ 8. Do I prepare for and participate in board meetings and committee meetings? ___ ___ ____ 9. Do I act as a good-will ambassador to the organization? ___ ___ ____ 10. Do I find serving on the board to be a satisfying and rewarding experience? ___ ___ ____ Comments: _________________________________________________________________

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Governance Committee Job Description


The governance committee is responsible for ongoing review and recommendations to enhance the quality and future viability of the board of directors. The work of the committee revolves around the following five major areas:

1. Board Role and Responsibilities Leads the board in regularly reviewing and updating the boards statement of its roles and areas of responsibilities, and what is expected of individual bard members. Assists the board in periodically updating and clarifying the primary areas of focus for the board, and helps shape the boards agenda for the next year or two, based on the strategic plan. 2. Board Composition Leads in assessing current and anticipated needs to board composition, determining the knowledge, attributes, skills, abilities, influence, access to resources the board will need to consider in order to accomplish future work of the board. Develops a profile of the board as it should evolve over time Identifies potential board member candidates and explores their interest and availability for the board Nominates individuals to be elected as members of the board In cooperation with the board chair, contacts each board member to assess his or her continuing interest in board membership and term of service and works with each board member to identify the appropriate role he or she might assume on behalf of the organization. 3. Board Knowledge Designs and oversees a process of board orientation, including gathering information prior to election as board member and information needed during the early stage of board service. Designs and implements an ongoing program of board information arid education. 4. Board Effectiveness Initiates periodic assessment of the boards performance. Proposes, as appropriate, changes in board structure and operations. Provides ongoing counsel to the board chair and other board leaders on steps they might take to enhance board effectiveness. Regularly reviews the boards practices regarding member participation, conflict of interest, confidentiality, etc., and suggests improvements as needed. Periodically reviews and updates the boards policy guidelines and practices.

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5. Boards Leadership Takes the lead in succession planning, taking steps to recruit and prepare for future board leadership. Nominates board members for election as board officers.

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Structuring the Board for Board Work!


Board or CEO

Committee Committee Committee Committee Committee Committee

______________ ______________ ______________ ______________ ______________ ______________

____ ____ ____ ____ ____ ____

____ ____ ____ ____ ____ ____

______________________________________________________________________ Task force ______________ Task force ______________ Task force ______________ Task force ______________ Task force ______________ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____

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Engaging Board Members: Now That You have Them


Fundraising Engage Board Members in Fundraising - See Fearless Fundraising for Nonprofit Boards by Worth George Serving On A Standing Committee Executive Committee Governance Committee Resource Development Serving On A Task Force Personal Policy Review Audit Marketing Bylaws Review Strategic Planning Technology Audit Capitol Repairs Annual Awards Gala Policy Review & Creation Board Assessment

Board Activities Annual board retreat and planning session Community nonprofit activities i.e., United Way events, etc. Community sponsored educational opportunities

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Meeting Format Getting to Critical Issues



A consent agenda is a nifty parliament trick that packages routine items together for board approval but NOT discussion. Items most often appropriate for the consent agenda include of bylaws revisions, financial reports, meeting dates, board member nominations, contracts under a specified amount, etc. The consent agenda avoids creating a permanent rubber stamp board by allowing any board member to have an item removed from the consent agenda if he/she thinks it warrants discussion. Of course, this requires that the board members receive supporting materials well in advance of the meeting. What is consent? A consent agenda is a component is a component of a meeting agenda that enables the board to group routine items and resolutions under one umbrella. As the name implies, there is a general agreement on the procedure. Issues in the consent package do not need any discussion before a vote. Unless a board member requests the removal of an item ahead of time, the entire package is voted on a t without any additional explanations or comments. Because no questions or comments are allowed on the content, this procedure saves time. What items should be included in a consent agenda? Routine, standard, non-controversial, and self-explanatory are adjectives that well describe consent agenda items. Here is some example: -Minor changes in a procedure (e-mail is added as an acceptable method of communication to announce a change in a meeting schedule) -Routine revisions of a policy (essential change of dates) -Updating documents (address change for the main office) -Standard contracts that are used regularly (confirmation of using the traditional in-house contract with a new vendor) -Confirmation of conventional actions that are required in the bylaws (after election of new officers, signatory authority for a bank account or acceptance of gifts) -Committee and previous board meeting minutes

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How do we make a consent agenda function efficiently? Information on the items to be included in a consent agenda is distributed to board members well ahead of the meeting. This allows thorough examination of the routine items without using up valuable meeting minutes. If a board member has a question, he or she can contact a referenced colleague to clarify a concern. If this is not helpful enough, during the meeting before a vote, any discussed separately. To keep the process intact and efficient, this is the only comment allowed concerning the contents of the consent agenda. To streamline the process even more, board members could be invited to contact the board chair before the meeting to request that an item be removed and placed on the regular agenda. What precautions need attention? Although the use of consent agendas is becoming more common, there are still many people who are not familiar with this meeting procedure; their use needs to be well explained to all board members to ensure that everyone understands both the rationale and the steps involved. To achieve the objective of a consent agenda-to save valuable discussion time for meaningful issues- it is important to make sure that board members receive support materials well before voting and that they familiarize themselves with the details. When putting the agenda together, the board chair and the chief executive need to pay special attention to include only items that are suitable for mechanical processing. Board members need to be vigilant so that debatable issues do not accidentally pass through without appropriate deliberation.

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FUNDRAISING IS

Consider for a minute what actions can be taken to support fundraising. Contact 5 to 10 prospects personally by phone Cultivate/steward event attendees Call donors and thank them for their gift Send a personal note to lapsed donors Send a solicitation on personal letterhead Make a planned gift Solicit a gift from those in your sphere of influence Indentify future board members Accompany staff on cultivation/solicitation calls Speak frequently about the organization, its programs/services Send a thank you note to donors Host an event you in your home Submit names for a fundraising campaign Identify potential corporate donors

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How Can I Help! Name:______________


Select the five things you are willing to do this year to advance our fund development effort:

#1)__________________________________________________________________________

#2)__________________________________________________________________________

#3)__________________________________________________________________________

#4)__________________________________________________________________________

#5)__________________________________________________________________________

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Potential Prospect Plan

Your Name: ________________________________ Please list below the name of at least two prospective donors to your organization. These should be individuals who have some level of linkage and ability. They may also b e current donors who are only giving at a fraction of their potential. Once you list their name think about what it will take to cultivate an interest in our organization. What steps can you follow, with the help of staff, to move their relationship forward? Prospective Donor: _______________________________ Cultivation Plan:

Prospective Donor: ________________________________ Cultivation Plan:

Prospective Donor: ________________________________ Cultivation Plan:

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