Creating a Board/Staff Partnership PROUD TO PARTNER WITH:

Transcription

1 Creating a Board/Staff Partnership PROUD TO PARTNER WITH:

2 Topics for today Role of Staff Role of Board Board/Staff Communications Partnering on Planning Partnering on Budget Partnering on Revenue/Growth Other topics?

3 Board Staff Relationship Why so Hard? Staff says: We are too busy to write reports that no one reads I don t know what info the board needs Our board is holding back our membership recruitment Our board wants to discuss day-to-day operations and we don t have a strategic plan Board counters I feel uninformed as a board member The Board meetings are just good news reports I do not want to ask my organization for money I don t understand our strategy Both sides have good points!

4 Staff Role is Life-Cycle Dependent No Staff Volunteer driven Highly dependent on passionate Board Staff as Admin Handles nuts and bolts Makes volunteers more effective Staff as Leader Sets leadership agenda Board can move towards governance role Roles evolves as organization evolves

5 Board Role is Life-Cycle Dependent Operating Board (hands-on) May have limited staff or just volunteers Board may be lead on planning/revenue Governing Board Board has connections and influence May have staff dedicated to planning/raising funds Fundraising Board Board is highly visible in community Professional staff Roles evolves as organization evolves

6 Board/Staff Communications Sharing move than good news and fullycooked plans build trust Never surprise each other Be completely transparent Have communications go ED 2 BOD; Chair 2 ED ED/Board Chair -- Always do a written update which includes Financials, Priorities, Risks & Upside Action items with names

7 Board/Staff Partnership on Planning Use a committee approach Staff and Board KISS Review annually let it drive the budget Revisit long-term priorities in depth Having a written plan helps focus resources & energy Allows you to engage volunteers Members more likely to engage when they know where you are going Don t overcook it, though

8 Board/Staff Partnership on Budget Use Finance Committee and Staff to create for Board to approve Should flow from planning (operational priorities) Decide it budget is aspirational or achievable Reforecast if not going to plan It s every BOD member s job to understand the budget priorities

9 Board Role with Revenue/Fundraising Have Board role defined as part of a larger plan Varies by organization, combination of Time Talent Treasure Be explicit on expectations: get buy-in from each member personally

10 Board Staff Communications re: Revenue Generation What works? Put the revenue plan in writing and report regularly Publicize Milestones Put names with accountabilities Share victories Don t hide good or other news Don t overcommit!

11 Board Role with Revenue Generation Offer variety of ways to be involved: Direct contribution Introductions and their name Support with corporate and foundation asks Events/house parties for charitable or education Engaging their network Providing services, directly or through their network Other ALL BOD members need development training

12 Board On-Boarding for Driving Revenue Educate and set expectations with BOD Understand BOD member expectations Assure they can recite the elevator pitch and understand the case statement Visit program learn how work is done Attend a stakeholder meeting with someone who is skilled at business development This is more about listening than informing

13 Fundraising Tools to Provide to BOD Full Tool Box have these ready Case statement Copy of strategic and operating plans Annual report or other leave behind Program outline for the year Membership Package Copy of a successful grant submission Organizational business cards Revenue plan and ongoing status updates Always provide a revenue report as part of Board meeting.

14 Board Advisory Committees Best Practices for Committees Define Charter Set very clear expectations! Is it standing or adhoc? Be clear on if they are advising staff or board If board, invite a representative to report out at board meeting Advisory members are great pipeline to future board membership and other donors Listen to feedback and report out regularly Acknowledge and thank often

15 In Conclusion Wrapping up Board/Staff must agree on where they are in life cycle and have a plan that matches Find ways to engage every BOD member Make Board role more strategic than nuts and bolts Listen and respond professionally Share news good and other news Remember, they are people volunteering so thank them often

16 Questions? MICHELLE BARNES

17 Thank You! MICHELLE BARNES