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We are excited to show you the Berkeley Board Fellows Kickoff Event slides. This is an opportunity for Board Fellows and Board Mentors to meet one another, hear from current and past program participants, learn best practices and ask questions.
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Kick-off October 20, 2011
Haas School of BusinessUC Berkeley
Agenda
• 4:00 – 4:20 Welcome
Berkeley Board Fellows
Program
• 4:20 – 4:35 Board Governance
• 4:35 – 4:50 Panel
• 4:50 – 5:00 Matching Mentors & Fellows
• 5:00 – 5:10 Group Photo
• 5:10 – 5:30 Mentors & Fellows Discussions
2
Welcome
Nora Silver• Director and Adjunct Professor, Center for Nonprofit and
Public Leadership• Co-founder and first board chair, Board Match Plus• Author, Telling the Whole Story: Voices of Ethnic
Volunteers in America
Paul Jansen• Adjunct Professor, Center for Nonprofit and Public
Leadership; Director Emeritus, McKinsey & Company• Board member, CARE USA• Author, The Dynamic Board: Lessons from High-Performing
Nonprofits, McKinsey & Company
3
5
Center MissionEmpowering future leaders to achieve
social impact across sectors
Berkeley Board Fellows Preparing the next generation of board
leaders
Center for Nonprofit & Public Leadership
Berkeley Board Fellows Growth
2003-04
2004-05
2005-06
2006-07
2007-08
2008-09
2009-10
2010-11
2011-12
0
10
20
30
40
50
60
70
80
90
100
8 10
4956 55
6659
68
95
# Fellows
6
Benefits
Fellows
• Work at the highest level of an organization with dynamic and experienced board members
• Understand governance and develop valuable leadership skills
• Gain an understanding of the intersection of the business and nonprofit sector
• Make an impact on your local communityOrganizations
• Gain a fresh perspective• Leverage Haas MBA/graduate student skills• Develop skills in recruiting and working with
young professional board members• Mentor future social sector leaders
7
Fellow Commitment
8
• Fellow actively participates as a non-voting board member
Board Service
• Fellow serves on a board committee or task force, usually based on the content of the project
Board Committee Participation
• Fellow completes a project on a critical board need (working in pairs when matched)
Board-Level Project
8-10 Hours per Month
Sample of Past Projects
STRATEGY• Strategic plan for leveraging social networking technology• Feasibility study of a new service• Development plan for recruiting next generation board members
FINANCE• Financial analysis of underperforming programs• Financial sustainability model to determine fundraising needs• Financial reporting development
MARKETING• Brand audit • Market research • Analysis of the organization’s
value to clients
OTHER• Program evaluation • Implementation plan for an alumni association• New online fundraising tool• Progress reporting tools to inform the board on a major organizational overhaul
9
Mentor Commitment
CoachGuide and coach
the fellow
IntroduceProvide a formal
introduction to the organization, the
board, and its work
IntegrateInclude the fellow in all board meetings
and connect with key board/staff/stakehold
ers
EncourageEncourage the
fellow to actively contribute his/her
perspective
10
Program Year (October – May)
11
Regular attendance at board and committee meetings
Kick-off Session
(October)
Coaching sessions
(November)
Deliverable: Update
(December)
Fellows Workshops (February)
Final deliverable (Mid-May)
Introduction to Governance – Why do Boards Exist?
• Hold organization “in trust” for the community– Protect donors– Prevent nonprofit executive abuse– Substitute for shareholders, customers,
competition
• Legal duties of trustees– Care (prudent person)– Loyalty (put organization first)– Obedience (faithful to mission)
12
9 Responsibilities of Nonprofit Boards
Sha
pe m
issi
on a
nd
stra
tegi
c di
rect
ion
Monitor and improve performance
Ensure leadership and resources
• Select, evaluate and develop CEO
• Ensure adequate financial resources
• Lend expertise; provide access to people
• Enhance reputation of organization• Oversee financial management, ensure
appropriate risk management• Monitor performance, ensure
accountability• Improve board performance
• Shape, clarify mission and vision
• Engage actively in strategic decision making and policy decisions
13
Lessons from our Research
– There are 9 clearly defined roles of a nonprofit board, with a gold standard of performance for each
– Lots of ways boards, as entities and individuals, can help. Pick your spots carefully to allot valuable time where needed most
– Recognize performance management as one of the nonprofit board's core roles
– Good governance is execution, so sweat the little things: good meeting agendas/materials, open communication, having fun.
– Invest significant time in board evaluation and continuous improvement 14
Types of Boards
Organizing Board– small, homogeneous, informal – committed to purpose
Governing Board– larger and more diverse board– committees become important– shared authority between board and staff: board chair
and executive director are principal leaders– transition to governing board takes at least 3 years and
a lot of staff time
Institutional Board– very large (35-60 or more)– prestigious -- includes large donors or those with access
to funders– accepts the responsibility of fundraising– delegates some governance to executive committee
15
Resources
16
• People• Nora Silver• Paul Jansen• Jay Espovich
• Frameworks based on type of project
• Nonprofit Boards Class – Spring, 2 Wkd Days (Students)
• Subscriptions available for• Guidestar.org• Boardsource• Foundation Center• Chronicle of
Philanthropy
• BBF Student and Org Guides
• Other Online resources• www.boardcafe.org • www.boardsource.org• www.bridgespan.org • www.compasspoint.or
g/boardbasics
• On-going communications
• Monthly check-ins• Mid-term and year-
end evaluations• All info available at
http://bit.ly/boardfellows
Panel
• David Reimer, Haas Executive in Residence– Board Mentor, Destiny Arts Center
• Sedora Tantraphol, MPP 2012– Board Fellow, Contra Costa Crisis Center
• Jenni Tonti, MBA 2012– Board Fellow, Children’s Council of San
Francisco
17
Lessons Learned
• What worked well for you?
• What would you do differently to make the fellowship more valuable for the Fellow and the Board?
18
Find your Match
• Each organization has been assigned a number 1-50
• Find your match by going to the assigned number (Southwest Airlines boarding approach) along the east or west wall of the room
• Proceed to the courtyard for a group picture
19
Mentor-Fellow Discussion
• Personal introductions• Project Scope (due November 10)
– Problem to be solved– What information/analysis is needed– Deliverables– Timing– Process for working with mentor/organization
• Integrating fellow into the board– What kind of board is it? Members? Style?– Getting engaged- introduction, committee– Meeting dates
20
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