More Related Content Similar to GuideStar Webinar (07/24/12) - Building the Best Board for Challenging Times (20) GuideStar Webinar (07/24/12) - Building the Best Board for Challenging Times1. Building the Best Board for Challenging Times
July 24, 2012
Dick Walker, Managing Director, OAI
John Bauser, Department Head, Strategy, OAI
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2. GuideStar Membership
GuideStar Membership supports
programs that provide nonprofit impact
and cause-based data to 98% of our
users for free.
Join us in our commitment to encourage
better-informed giving decisions.
www.guidestar.org/membership
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3. Introductions
Dick Walker, Managing Director
• More than 35 years of fundraising experience, primarily in the
independent school sector
• Former VP of Corporate Giving at FBR Capital Markets
• Serves on the boards of College for Every Student (former
chair), Mentors, Inc. and Princeton AlumniCorps
John Bauser, Department Head, Strategy
• 35 years of executive management, fundraising and
advocacy experience
• Works with clients on in strategic planning, development
assessments, feasibility studies and board development
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4. Agenda
• About You
• Optimal Board size and Committee structure
• Board recruitment, diversity and job descriptions
• Board engagement in fundraising
• Leadership succession and involvement of past Board
members
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5. Revenue Size (n = 1199)
1% 3%
8%
Under $1 million
$1-10 million
$11-50 million
29% $51-100 million
59% Over $100 million
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6. How many people are on your
development staff? (n = 1095)
4%
7%
21%
0
1
2-5
36% 6-10
11+
32%
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7. Full staff size vs. development
staff size? (n = 1095)
100%
90%
Development Staff Size
80%
70%
60% 11+
50% 6-10
40% 2-5
30% 1
20% 0
10%
0%
1-99 100-499 500-1500 1501+
Full Staff Size
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8. About You
Please indicate the weakest areas for your Board (n = 987)
785
357
272
201 201
152
109
74 74 54
Fundraising Strategic Evaluating Educating the Community Evaluating Financial Monitoring Setting Policy Serving as a
Planning the Board's Public Relations the CEO Oversight Programs Sounding
Effectiveness Board
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9. Agenda
• About You
• Optimal Board size and Committee structure
• Board recruitment, diversity and job descriptions
• Board engagement in fundraising
• Leadership succession and involvement of past Board
members
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10. Optimal Board Size
• Trend is toward smaller Boards
• Smaller Boards tend to be more effective deliberative bodies
• Can impact fundraising capabilities – increased use of Advisory,
Foundation and other board structures to bolster fundraising
• Big enough to get the work done
• Big enough to staff the Board’s committees
• Keep the Board small and use non-Board members to fill out committees
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11. Committee Structure
• Trend is toward fewer standing committees
• Increased use of Task Forces
• Clearly-defined objectives
• Limited lifespan
• Role of the Executive Committee
• Meet between board meetings
• Emergency decisions
• Sounding board
• Coordinate board work
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12. Committee Structures
Internally-Focused
• Program
• Personnel Externally-Focused
• Finance • Fundraising
• Governance • Marketing
• Public Relations
• Government Relations
Credit: David La Piana (Blue Avocado)
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13. Committee Structure Models
Traditional Model Alternative Model
Various Standing Only Three Standing
Committees Committees
• Finance • Internal
• Development • External
• Building/Grounds • Governance
• Programs
• Audit
• Governance
• Marketing
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14. Agenda
• About You
• Optimal Board size and Committee structure
• Board recruitment, diversity and job descriptions
• Board engagement in fundraising
• Leadership succession and involvement of past Board
members
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15. Board Recruitment is a
Year-Long Function
Orient new Board - identify needs
for the next year using your Board
profile
Determine renewals and
Approve the slate - inform new and
retirements and have
renewed Board members/celebrate conversations with both - identify
the service of those rotating off the
candidates who meet identified
Board needs
Interview candidates using a job
description - determine a “slate” to
be presented to the full Board
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16. Board Diversity
Profile current Board annually to determine sectors, skill sets
and demographics
Sectors Skills Demographics Other Factors
Defense Legal Age Nonprofit Board Experience
High Tech Finance & Accounting Gender Personal Wealth
Government Investment Race “Plays well with others”
Developers Human Resources Residence Corporate or foundation ties
Legal Government Relations Ties to other arts
organizations
Education Marketing
Health Care IT
Banking Fundraising
Retail
Nonprofit
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17. Sample Board Profile
Fundraising
Name Affiliation Sector Skills/Expertise/Attributes Capacity Residence Gender Ethnicity Age
es
cy
s
ion
urc
oca
cat
e so
Adv
nt
uni
nR
me
ns/
tise
mm
s
ma
l op
ent
atio
pe r
p
/Co
/Hu
e ve
stm
ing
shi
/Ex
Rel
s
ne s
/PR
ank
e/D
e ur
ent
nve
ent
rs/
est
g
usi
it
isi n
ting
em
e/B
ion
ren
tat
e ch
ffai
i ci o
ter
nm
e/I
rof
er B
dra
l Es
nag
ca t
re p
s In
v. A
rke
anc
anc
hT
n-P
Of f
ve r
al
Re a
Edu
Oth
Fun
Le g
Ma
Ma
Hi g
Ent
Art
Ex -
M F
No
Fin
Fin
Go
Go
to 34 35-49 50-64 65+
X X X $$$ Florida X White X
X X $$ Maryland X White X
X X $$ Maryland Black X
X X X $$$$ Maryland X White X
X X $ Maryland X Asian X
X X $$ Maryland X White X
X X $$$ Maryland X White X
X X $$$ Maryland X Asian X
X X $$$$ Maryland X Latino X
X X $$$$$ Maryland X White X
X X $$ Maryland X Black X
X X $$$$ Maryland X White X
X X X X $$ Maryland X White X
X X $$$$$ Maryland X White X
X X $$$$ Maryland X Latino X
X X $$$$ Maryland X White X
X X $$$ Maryland X White X
X X $$$ Maryland X Black X
X $ Virginia X White X
X X $$$ Maryland X White X
X X $$$ Maryland X White X
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18. Board Member Job Description
Your organization’s Board member job description should
include expectations in all or most of the following categories:
• Advocacy for the organization and its mission
• Service/attendance
• Fundraising activity/Financial support
• Governance
• Knowledge of the organization
• Access to information and confidentiality
• Accountability
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19. Sample Governance Committee
Timeline
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20. Agenda
• About You
• Optimal Board size and Committee structure
• Board recruitment, diversity and job descriptions
• Board engagement in fundraising
• Leadership succession and involvement of past Board
members
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21. Board Engagement in
Fundraising
• Give generously
– Giving expectations
• Be an advocate
– Tell your story
– Know the case for support (elevator speech)
• Participate in fundraising
– Identification
– Cultivation
– Solicitation
– Stewardship
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22. Sample Board
Commitment Form
Name: _________________________________________
My personal contribution:
1. I personally pledge $_____ to support our development goals and fulfill my individual commitment.
I will pay this: _______________________________________________
2. I will ___ sponsor and/or ___ purchase tickets to the annual event.
My fundraising activity:
I will participate in at least one of the following activities (indicate specifics below each category):
___ Identification of prospects
___ Cultivation of prospects
___ Solicitation of prospects
___ Stewardship
Signature: ___________________________________ Date:___________________________
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23. Be An Advocate
• Tell your own personal story related to the organization
– How did you get involved?
– Why do you stay committed?
• Know the organization’s case for support
– What are the fact and figures?
– How is philanthropic support used by the organization?
– How can people give?
• Have an “elevator speech”
– Compose your own 30 second summary to be used when asked about
the organization
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24. The Four Activities of
Fundraising
Identification
Current supporters,
personal networks,
screening, rating, research
Cultivation
Stewardship
Building the relationship
Thanking, recognizing, through communications,
communicating, involving
events, personal visits
Solicitation
Asking the right person, at
the right time, by the right
asker, for the right amount
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25. Agenda
• About You
• Optimal Board size and Committee structure
• Board recruitment, diversity and job descriptions
• Board engagement in fundraising
• Leadership succession and involvement of past Board
members
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26. Leadership Succession
• Think 2-3 years in advance
• Always have at least two prospective candidates for all key Board
positions (i.e., Officers)
• Recruit new Board members with an eye for future leaders
• Consider including prior Board leadership as a key objective for
prospective new members
• Consider naming a chair-elect one year in advance
• Use committee service to develop and gauge leadership
potential
• Especially Governance, Development, and Finance Committee service
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27. Involvement of
Past Board Members
• Consider having an emeritus status for some retiring Board
members
– Set clear criteria for selection
• Plan regular opportunities for past Board members to stay
engaged
• Use past Board members on committees as appropriate
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28. Questions? Feedback?
Dick Walker John Bauser
(202) 719-8082 (202) 719-8089
dwalker@oai-usa.com jbauser@oai-usa.com
Lauren Walinsky, GuideStar
lwalinsky@guidestar.org
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