Mission, Vision, Governance: Six Core Documents For Organizational Operations & Sustainability. Iowa Museum Association

Transcription

1 Mission, Vision, Governance: Six Core Documents For Organizational Operations & Sustainability

2 Is your organization sustainable?

3 Who are you? Where are you going? Who (or what) is leading the way?

4 It Takes Time & Planning

5 Good Governance and Understanding of the Role(s) of the Board is Essential for Sustainable Non-Profit Organizations Sustainability starts with the Board. There is a legal standard of conduct for boards and board members: Duty of Care Duty of Loyalty Duty of Obedience

6 What does a Board do? Governance The Board provides overall strategic direction, guidance and controls. The Board defines the organization s mission. The Board develops a long term vision for the organization. The Board develops a Strategic Plan with clearly defined steps in order to reach that vision. Board committees are established to work through action steps to fulfill the Board s vision. The Board may employ an Executive Director to help carry out the Strategic Plan. The E. D. hires and supervises staff and programs, and supports the work of Board Committees.

7 What does a Board do? Leadership The Board is in charge and accountable for the overall direction and policies of the organization. The Board thoughtfully develops plans and approves major organizational decisions. Board members serve on board committees to help carry out the work of the organization. The Board is present at organizational events. The Board represents the organization in the community.

8 What does a Board do? Oversight and Evaluation Board oversight vs. Executive Director management. The Board evaluates the Executive Director s performance. Board committees (personnel committee, a facilities committee, etc.) are formed as needed and carry out specific purposes The Board thoughtfully evaluates policies, programs, facilities and personnel and plans changes to improve all aspects of the organization.

9 What does a Board do? Fiduciary Responsibility The Board develops a realistic budget for the organization. The Board of Directors and staff work together to raise funds in order to meet the financial needs of their organization. Board members who take their role in fundraising seriously will promote the organization and help bring resources to it. The Board provides budget oversight and ensures assets are directed to fulfilling mission, vision and goals.

10 What does a Board do? Stewardship Responsibility The Board understands the Stewardship Responsibility of a museum. Collections are given to museums in trust for the public and must be treated with respect and cared for appropriately. Policies are in place for collections management Budget for conservation & preservation supplies, staff, contractors Training for collections staff and volunteers Historic buildings require on-going maintenance to preserve them for future generations. Investigate grants, tax credits for preservation Disaster Response plans should be in place and well known by board, staff and volunteers Disaster supplies are on hand, communication network in place, training accomplished

11 6 Core Documents For Sustainability Bylaws Mission Statement/Vision Statement Institutional Code of Ethics Strategic Plan Disaster Preparedness/Emergency Response Plan Collections Management Policy

12 6 Core Documents for Sustainability Essential for legal and professional management of museums and collections Assist in the allocation of resources Assist in decision making Give direction Are reviewed every three to five years by the Board

13 Bylaws Powers are given to the Board by the Articles of Incorporation Bylaws allow the Board to configure the nonprofit as needed to meet the organization's mission Bylaws include information about how the board will govern: Meeting times Committees Officers [Institutional Homework] : Review and revise Bylaws as necessary.

14 Bylaws

15 Mission Statement A mission statement is inspirational. A mission statement articulates your purpose. A mission statement can help measure and track success. A mission statement tells how you benefit others.

16 Mission Statement Your mission statement should communicate: Why we do what we do For whom we do these things and how What we do

17 Mission Statements Fayette County Historical Society: To preserve the past, learn from it, and pass it along to future generations. Winneshiek County Historical Society: To protect, collect, preserve and promote the written, oral and tangible items of historical importance to Winneshiek County and to cooperate with other organizations to accomplish common goals. Porter House Museum: Preserves and interprets its structures, grounds, and collections to inspire diverse audiences to share in the educational and recreational benefits of learning about Adelbert Field Porter and Grace Young Porter in the context of Winneshiek County history and Mr. Porter s love of the natural environment.

18 Mission Statement What is the organization s mission fundamental purpose? Is the mission statement in alignment with that purpose? Can the mission statement be boiled down to a few key words? Does the mission statement identify your audience? Does the Board base decision making and budget alignment on the organizational mission? Is the mission statement posted and printed? [Institutional Homework] : Update the Mission if necessary

19 Vision Statement A vision statement is aspirational. A vision statement is what you want to be in the future. A vision statement guides your budgeting and strategic planning.

20 Vision Statements Northeast Iowa Regional Art and Cultural Council: To encourage, support, and strengthen history, art, and culture in Northeast Iowa by providing a platform that enables community members, interested citizens, and even those living outside the Northeast Iowa area to support the sites, organizations, and resources of the region. Vesterheim Norwegian-American Museum: Will be the leading source for the discovery and dissemination of the stories and traditions of Norwegian Americans. Vesterheim will seek to achieve this vision in four key ways: 1. Vesterheim will deliver the highest-quality facilities, staffing, programs, collections, exhibitions, and outreach in a financially secure and stable way. 2. Vesterheim will actively promote discovery and sharing of knowledge to an international audience through authentic and engaging educational programs, exhibitions, collaborations, and outreach. 3. Vesterheim s programs, exhibitions, and outreach will always be based on its collections and other well-documented sources of information. 4. Vesterheim will look at not only what it meant to be a Norwegian American in the past, but also what it means to be a Norwegian American today, and how the story of Norwegian Americans is relevant to society as a whole.

21 Vision Statement Where do you want to see this organization in the future? What role do you see this organization playing in the community, state, or nation? Do you want to expand the audience served? Does your vision statement guide Board actions and budget decisions? Does your vision statement encourage the Board to seek organizational growth? [Institutional Homework]: Create or update your Vision Statement as necessary.

22 Institutional Code of Ethics A Code of Ethics promotes the public good over self interest. Obligation to the Mission. Obligation to conduct affairs of the organization in ways that are legal, ethical, prudent, and in good faith. Obligation to avoid conflicts of interest and how to avoid or resolve those. The Code of Ethics should be regularly reviewed. Board, staff, and volunteers should sign an acknowledgement of the code each year, along with an acknowledgement of any known conflicts of interest. [Institutional Homework]: Create or update your Code of Ethics as necessary and be sure everyone signs it.

23 Institutional Code of Ethics

24 Strategic Plan Strategic planning is the process of looking at your current situation, setting goals for the future (generally 3-5 years out) and deciding how to reach those goals. Remember your vision? Benefits of Strategic Planning? Key Steps in Strategic Planning Assess the current situation Develop organizational vision/goals with internal and external help Determine steps needed to reach goals Assign responsibility for accomplishing steps to goals Develop a time line and benchmarks Review regularly

25 Strategic Plan AASLH Technical Leaflet #242, A Publication of the American Association For State and Local History, DIY Strategic Planning for Small Museums, by Cinnamon Catlin-Legutko

26 Strategic Plan Gather Information To plan we must know where we re at. Information is tracked and maintained to provide a guide for planning. Visitation numbers Membership data Audience demographics Donor information Collections data

27 Strategic Plan Set Goals & Assign Responsibility Annual goals are set by an involved Board Goals relate to the organization s mission and vision Annual goals are approved by the entire Board Goals are combined to become a strategic plan The plan includes allocation of resources to achieve goals The plan assigns responsibility for each action step in the strategic plan. The strategic plan moves the organization toward its vision. [Institutional Homework]: Create or update your Strategic Plan if you are ready.

28 Strategic Plan

29 Disaster Preparedness Plan Disaster/Emergency Plan should look at: Prevention--what can you do to eliminate hazards Preparedness--Who is responsible for what, where supplies are located, evacuation plan, training, etc. Response--aimed at preventing injury, limiting loss, and ensuring good communication Recovery--how are you going to get back to business? [Institutional Homework]: Create or update your Disaster Preparedness Plan as necessary and practice it.

30 Disaster Preparedness Plan

31 Collections Management Policy Key components include: Description of your collection What you collect and how you acquire it Accessioning/Cataloging Deaccessioning/Disposal Loans--incoming and outgoing Unclaimed Loans/Abandoned Property/Found in Collection Care of Collections--staff responsibilities, security, environment Insurance Documentation--where are your records kept and by whom Collections access Review and compliance [Institutional Homework]: Create or update your Collections Management Policy as necessary.

32 Collections Management Policy

33 Organizational sustainability is a process, not an action. Good intentions need good practices. Every organization can improve. There is no one right way, but there are better ways. Start Today!

34 Cynthia Sweet, Executive Director (319) Jennifer Kovarik Board of Directors Vesterheim Registrar & Youth Educator Phone: ext. 219 Web site: vesterheim.org Vesterheim Norwegian-American Museum 502 West Water Street P.O. Box 379 Decorah, IA 52101