javier loera, senior consultantc1940652.r52.cf0.rackcdn.com/5c473eaeff2a7c18530006dc/... ·...
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Nonprofit Management Center of the Permian Basin
Laurie Johnson, Executive Director
Javier Loera, Senior Consultant
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© 2019. Nonprofit Management Center of the Permian Basin
The Nonprofit Difference
The Delicate Dance
Highly Effective Boards
Highly Effective Meetings
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© 2019. Nonprofit Management Center of the Permian Basin
Very fast growth of nonprofit sector
1.4 million tax exempt 945,393 public charities
96,759 private foundations
364,634 other types of tax exempts
Majority of nonprofit organizations are small
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© 2019. Nonprofit Management Center of the Permian Basin
In 2012 employed 10% of the American Workforce
2013: public charities reported over $1.73 trillion in total revenue, $1.62 in total expenses, and 3.22 trillion in assets
25.4% of Americans over the age of 16 volunteered in 2015
Value of volunteer time in 2018: $24.69/hour for a total of nearly $192 billion
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© 2019. Nonprofit Management Center of the Permian Basin
2018
28.4% of residents volunteered, 37th of 50 states
6.04 million Texans volunteered
563.3 million hours of service
$13.5 billion of service contributed
26.3 hours per resident
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© 2019. Nonprofit Management Center of the Permian Basin
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Today’s Nonprofit Climate
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© 2019. Nonprofit Management Center of the Permian Basin
Culture
Complex issues
Growing sophistication
Caring for the community
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© 2019. Nonprofit Management Center of the Permian Basin
Programs and Services
Increased client demand
Public funding cuts
Outcomes evaluation
Growth of community partnerships
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© 2019. Nonprofit Management Center of the Permian Basin
Administrative and Financial Issues
Need for strong board and staff leadership
Adequate operational funding
Understanding of nonprofit accounting
Diversified and deep funding base
Lean staffing
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The Roles of the Board & the Executive Director
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© 2019. Nonprofit Management Center of the Permian Basin
“Exceptional boards govern in constructive partnership with the chief executive, recognizing
that the effectiveness of the board and chief executive are interdependent.”
~ The Source- Twelve Principles of Governance That Power Exceptional Boards; Board Source, 2005
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© 2019. Nonprofit Management Center of the Permian Basin
1. Determine Mission and Purposes
2. Select the Chief Executive
3. Support and Evaluate the Chief Executive
4. Ensure Effective Planning
5. Monitor and Strengthen Programs and Services
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© 2019. Nonprofit Management Center of the Permian Basin
6. Ensure Adequate Financial Resources
7. Protect Assets and Provide Financial Oversight
8. Build a Competent Board
9. Ensure Legal Integrity
10. Enhance the Organization’s Public Standing
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© 2019. Nonprofit Management Center of the Permian Basin
1. Commit to the mission
2. Lead the staff and manage the organization
3. Exercise responsible fiscal stewardship
4. Lead and manage fundraising
5. Follow the highest ethical standards, ensure accountability, and comply with the law
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© 2019. Nonprofit Management Center of the Permian Basin
6. Engage the Board in planning and lead implementation
7. Develop future leadership
8. Build external relationships and serve as an advocate
9. Ensure the quality and effectiveness of programs
10. Support the Board
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© 2019. Nonprofit Management Center of the Permian Basin
• Establishes organization’s purpose
• Determines strategic direction
• Sets major policies
• Hires Executive Director
• Supports the Executive Director in ongoing
operations
• Ultimate power
• Accountable to stakeholders
• Supports organization’s purpose
• Implements strategic plan
• Develops management or implementation-
level policies
• Hires all support staff
• Manages the day-to-day operations of the
organization
• Immediate power
• Accountable to board
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© 2019. Nonprofit Management Center of the Permian Basin
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“Good governance is about providing critical capital – intellect, resources and access – to power nonprofit success and thereby strengthen communities.”
Responsible Boards X Source of Power = Exceptional Boards
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© 2019. Nonprofit Management Center of the Permian Basin
Constructive Partnership
“Exceptional Boards govern in constructive partnership with the chief executive, recognizing that the effectiveness of the board and the chief
executive are interdependent.”
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© 2019. Nonprofit Management Center of the Permian Basin
What do they do?
“Nonprofit boards have primary legal responsibility for governance.”
The Texas Business Organizations Code (previously called the Texas Nonprofit Corporation Act) imposes the following duties on all managers (board members) of nonprofit organizations. Your agreement to serve on the board serves as your oath to uphold these duties.
Constructive Partnership
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© 2019. Nonprofit Management Center of the Permian Basin
How do they do it?
1. Duty of care – “in the best interests of the organization”
2. Duty of loyalty – “the manager is required to act with undivided allegiance to the organization’s purpose”
3. Duty of obedience – “follow applicable laws”
Constructive Partnership
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© 2019. Nonprofit Management Center of the Permian Basin
Mission Driven
“Exceptional boards shape and uphold the mission, articulate a compelling vision, and ensure the
congruence between decisions and core values.”
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© 2019. Nonprofit Management Center of the Permian Basin
What do they do?
“A nonprofit board’s job starts with putting into words why the organization exists and what it hopes to accomplish.”
“Exceptional boards make overt reference to institutional history. Recognizing the disagreements on strategy and policy are often rooted in conflicting values…they articulate core organizational values and translate them into action.”
Mission Driven
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© 2019. Nonprofit Management Center of the Permian Basin
Strategic Thinking
“Critical reasoning applied to matters that most influence the future performance and viability of the organization. Reasoning at a level of quality and value far above current conditions.”
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What do they do?
“Exceptional boards do not relegate strategic thinking to a periodic exercise, but rather make it part of regular, ongoing board work.”
Strategic Thinking
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© 2019. Nonprofit Management Center of the Permian Basin
How do they do it?
Retool your meeting agendas by allocating sufficient time for thinking; rich debate won’t flourish if the entire meeting is absorbed in discussing operational issues or those of little strategic consequence.
Challenge others’ thoughts and behavior. Some boards rotate responsibility for a member to play devil’s advocate at each meeting to prevent complacency in discussions by challenging assumptions and probing traditional thinking.
Strategic Thinking
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© 2019. Nonprofit Management Center of the Permian Basin
Good strategic thinking contributes to the success of the organization. Board members can’t predict the future, but they can be ready for whatever it brings by being adaptive.
Done well, strategic thinking makes the board a significantly richer strategic asset. The board is uniquely positioned to bring such perspective because of its experience, diversity of background, and loyalty to the organization and its mission.
Strategic Thinking
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Culture of Inquiry
“Exceptional boards institutionalize a culture of inquiry, mutual respect, and constructive
debate that leads to sound and shared decision making.”
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© 2019. Nonprofit Management Center of the Permian Basin
“Responsibility for a nonprofit organization is vested in the board as a single corporate body, not in individual members.“
“Success depends on attention to group dynamics.”
What do they do?
“Exceptional boards, alongside their chief executives, create an environment based on respect and candor that fosters a productive exchange of views.”
Culture of Inquiry
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Independent-Mindedness
“Exceptional boards are independent-minded. When making decisions, board members put the interests of the organization above all else.”
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• “By law, boards must adhere to the duty of loyalty, which requires that board members exercise their authority in the organization’s best interests.”
What do they do?
• “Exceptional nonprofit boards handle these situations through a conflict-of-interest policy that includes guidelines for disclosure, review and recusal.”
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Independent Mindedness
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How might a governing board do it?
Sample conflict of interest statement
Scenario 1 -“ A Hot Tip on Heart Tech”
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Independent Mindedness
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© 2019. Nonprofit Management Center of the Permian Basin
Ethos of Transparency
“Exceptional Boards promote an ethos of transparency by ensuring that donors, stakeholders and interested members of the public have access to appropriate and accurate information regarding
finances, operations and results.”
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Ethos is culture. (Internally)
Is there a culture of transparency in the organization?
Is it comfortable to ask questions?
Do you get “pushback” when questions are asked?
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Ethos of Transparency
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What do they do? (Externally)
“Exceptional boards ensure the public has access to clear, accurate and timely information that
enables it to determine whether the organization is using its tax-exempt status appropriately.”
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Ethos of Transparency
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Compliance with Integrity
“Exceptional boards promote strong ethical values and disciplined compliance by establishing
appropriate mechanisms for active oversight.”
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What do they do?
“Exceptional boards make vigorous oversight the norm.”
What is vigorous oversight?(This principle focuses primarily on financial issues.)
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Compliance with Integrity
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How do they do it?
They are financially attentive.
Obtain an independent review or audit of financial statements.
Ensure appropriate insurance.
Revise bylaws as necessary.
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Compliance with Integrity
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Sustaining Resources
“Exceptional boards link bold visions and ambitious plans to financial support, expertise, and networks
of influence.”
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What do they do?
“Exceptional boards work closely with chief executives to diversify and maximize sustainable
revenue sources so that the organization can achieve its goals.”
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Sustaining Resources
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Results-Oriented
“Exceptional boards are results-oriented. They measure the organization’s advancement towards mission and evaluate the performance of major
programs and services.”
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What do they do?
“Exceptional boards…measure overall efficiency, effectiveness and impact.”
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Results Oriented
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Intentional Board Practices
“Exceptional boards intentionally structure themselves to fulfill essential governance duties and
to support organizational priorities.”
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What do they do?
“Exceptional boards take ownership of the operations. They think explicitly about size, structure and schedule of board operations.”
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Intentional Board Practices
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How do they do it?
They redesign their structure as needed:
What size does our board need to be and why?
Structure - committees and officers
Is our schedule of board meetings, executive meeting and committee meetings thoughtful and does it meet the needs of our members?
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Intentional Board Practices
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Continuous Learning
“Exceptional boards embrace the qualities of a continuous learning organization, evaluating their
own performance and assessing the value they add to the organization.”
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What do they do?
“Exceptional boards use orientation as a way to enhance board relationships, traditions, and teamwork.”
“Exceptional boards gather feedback on their collective productivity and unique contribution to the organization.”
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Continuous Learning
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Revitalization
“Exceptional boards energize themselves through planned turnover, thoughtful recruitment, and
inclusiveness.”
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How do they do it?
Term limits
Thoughtful recruitment
Diversity
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Revitalization
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Imagine that you have completed your third month in board service with a nonprofit. You know that something just is not right and as you have diagnosed the problem, you realize it is a failure in one of the 12 principles of effective governance. At your table develop a plan of action for how you will:
Bring the issue to the attention of the board
Identify reasonable actions for resolution of the issue
Determine your volunteer role in the activity
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Effective, Strategic, & Focused
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© 2019. Nonprofit Management Center of the Permian Basin
Notice(s)
Read-Ahead Packets
Quorum
Meeting Roles?
5 Agenda - Development Questions
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Preparing For Your Meeting
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How to Prepare For It
What Goes In It
When To Send It
Who Should Read It
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They work great if…
Common Items on Consent Agenda
Cheat Sheet
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Timed Agendas
Doodle.com
Parking Lot
Set Expectations
Meeting Minutes
Consent Agenda
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Laurie Johnson, Executive Director
Javier Loera, Senior Consultant
O: 432-570-7971 | [email protected]
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Questions?