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Strategically PlanningModel Muslim Communities
Presented by Dr. Khalifah Ramadan [email protected]
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Amana - Trusts And the Qur'an is rich with verses that confirms all this. Allah
says in the Qur'an:
"Oh ye who believe! Eat not up each other's property by unfair and dishonest means." Qur'an (4:29)
"Woe to those that deal in fraud, - those who, when they have to receive by measure from men, exact full measure, but when they have to give by measure or weight to men, give less than due. Do they not think that they will be called to account- on a Mighty Day when (all) mankind willstand before the Lord of the Worlds." Qur'an (133: 1-6)
Amana Allah does command you to render back your trust, to
those to whom they are due." Qur'an(4:58)
"Those who faithfully observe their trusts and their covenants." Qur'an (24:8)
"Remember, there is no faith in him who is not trustworthy; there is no place for him in religion who cares not for his pledged word or promise."
"The signs of a hypocrite are three: when he speaks, he is false, when he promises, he fails; and when he is trusted, he breaks the trust."
Amana Prophet Mohammad (PBUH) has said:
"He who cheats is not of us. Deceitfulness and fraud are things that lead one to Hell."
Once Prophet Mohammad (PBUH) came upon a heap of corn in the market of Madinah and thrust his hand onto it. His fingers felt damp. On being asked, the trader replied that rain had fallen upon it. The Prophet (PBUH) observed, "Why did you not then keep (the wet portion of) it above the dry corn, so that men may see it? He who deceives, is not one of us."
Amana Another example: Prophet Mohammad (PBUH) said:
"The seller must explain to the buyer the defects, if any, in the quality of the article offered for sale. Should this not be done, the seller will permanently be caught in the Wrath of Allah (according to another narrator the exact words, `he will always be cursed by the angels')."
Amana
Prophet Mohammad (PBUH) said: As for bribery, Prophet Mohammad (PBUH) according has "condemned alike the
giver of bribes, and the taker of bribes in deciding cases."
Prophet Mohammad (PBUH) said:
"If a person made a recommendation for anyone in a just manner and gratified party gave him something as a gift (in return for it) and he accepted it, then he committed a grave error (meaning that it, too, is a form of bribery)."
. Prophet Mohammad (PBUH) made this clear, as hesays: "Whoever occupies land belonging to another unjustly will be sunk into the ground along with the plot of land on the Doomsday till he reaches the lowest layer of the earth."
"He who acquires the property of a Muslim unjustly by taking a false oath (before an Officer) is debarred by Allah from entering Paradise and the Fire of Hell is made inevitable for him."
Amana Prophet Mohammad (PBUH) again, is reported
to have warned a person who was very fond of entering into litigation with others in these strong words:
"Remember, he who will obtain the property of another by swearing a false oath will appear as a leper before Allah (on the Day of Judgment)."
Those that are responsive to their Rabb, establish Salat and make binding decisions through sharing resources; and with what has been provided for them; they spend out of it.
Amrahum Shuraa Baynahum 42:38
Implementing a Program:Nine Critical Steps
1. Confirm commitment of leadership & establish organizational structure
2. Establish quality management plan
3. Determine performance measures & collect baseline data
4. Analyze data
Implementing a Program:Nine Critical Steps (cont.)
5. Develop project-specific plan
6. Study & understand the process
7. Develop & implement an improvement plan
8. Remeasurement
9. Celebrate success!
Step 1: Confirm Commitment of Leadership & Establish Supportive Organizational
Structure
Establish support of program leadership for C confirm commitment.
Commit resources to support activities. Provide education about tools and
techniques to all levels of leadership.
Step 1: Confirm Commitment of Leadership & Establish Supportive Organizational
Structure (cont.)
Establish a method to inform all levels of team.
Delineate expectations of team related to and specific program responsibilities.
Step 2: Establish Quality Management Plan
Establish Quality Guidance Team, Steering Committee or utilize existing leadership meetings to oversee the QM program.
Develop an organizational QM plan which delineates goals and objectives for the QM program.
Establish QM priorities.
Step 2: Establish QM Plan (cont.)
Develop a time line or calendar of activities for the year.
Select a QM approach, such as the PDSA Model Chronic Care Model.
Clarify QM responsibilities of staff.
Step 3: Determine Performance Measures & Collect Baseline Data
Based on QM priorities, determine performance measures.
Develop indicators to measure performance. Define measurement population and delineate
eligibility criteria. Create a data collection plan to include:
– Sampling strategy
– Method of data collection
Step 3: Determine Performance Measures & Collect Baseline Data
(cont.)
Create data collection tools.– Create instructions for data collection tools.– Train personnel who will collect data.– Conduct pilot test of tool.
Establish process of communicating with staff about measurement process.
Collect data.
Step 4: Analyze Data
Analyze data and review the results. Identify areas where additional data is required. If historical data are available, compare for trends. Display and distribute data to communicate
findings and results. Identify areas for improvement and select a
quality improvement project.
Developmental: physical, emotional, intellectual
Geographical: neighborhood, city, county, and region
Demographics: gender, socioeconomic status, ethnicity, etc.
Sphere of Influence (Domain): community, family, school, peer, and individual
Protective Factors: expectations, opportunities for participation, caring and support
Programs: gaps in program types
Availability: capacity of program, waiting lists
Seven Types of Gaps
Step 5: Develop Project-Specific QM Plan
Establish project-specific QM team that represents all staff integral to the service or issue.
Identify a team leader or sponsor. Delineate specific goals for the team. Allocate time and resources for the team. Delineate team responsibilities. Develop timeline for reporting findings and
improvement strategies.
Step 6: Study and Understand the Process
Analyze the root causes. Utilize QM tools and techniques to
understand the process– Facilitated brainstorming, flow charts, cause-
and-effect diagrams
Flowchart Example
Cause-and-Effect Diagram Example
Step 6: Study and Understand the Process (cont.)
Document and track progress by using activity logs, issue identification logs, meeting minutes, etc.
Report progress to senior leadership and staff on a regular, defined basis.
Step 7: Develop and Implement an
Improvement Plan
Identify potential solutions to make improvement to the systems of care.
Recognize quick fixes and longer term solutions.
Try a small test of change and analyze results.
Refine improvement plan.
What are we trying toaccomplish?
How will we know that achange is an improvement?
What change can we make thatwill result in improvement?
Model for Improvement
Act Plan
Study Do
Plan• Objective• Questions and predictions (why)• Plan to carry out the cycle (who, what, where, when)
Do• Carry out the plan• Document problems and unexpected observations• Begin analysis of the data
• Complete analysis• Compare data to
predictions
•Summarize• learning
Study
• What changes are to be made?
• Next cycle?
Act
Step 7: Develop and Implement an Improvement Plan (cont.)
Develop timeline for implementation of plan.
Delineate team responsibilities. Implement changes. Track changes and improvement actions.
Step 8: Remeasurement Determine interval for remeasurement. Remeasure indicator after change has been
implemented. Look for incremental improvement.
Step 8: Remeasurement (cont.) Communicate results to team, staff and
leadership. Determine need for and/or level of
remeasurement on an ongoing basis. Develop a plan for sustained improvement.
Step 9: Celebrate Success! Communicate results of the project to all
levels of the organization, including consumers when appropriate.
Congratulate team in public forum. Evaluate the process and identify areas for
improvement. Select a new project and begin at Step 3.
UNIT 1: Board Roles and Responsibilities
Boards of directors are charged with the legal and fiduciary oversight of
the organizations they govern
KEY ELEMENTS TO A SUCCESSFUL NONPROFIT
BOARDSuccessful leadership is anchored by five components: Vision statementMission Statement Strategic planning Implementation Assessment
Definitions
VisionVisionAn inspirational statement of anorganization’s enduring purpose (2 sentences)
An inspirational statement of anorganization’s enduring purpose (2 sentences)
MissionMission
Overall goal that unifies efforts towardits vision, stretches and challenges,and possesses a finish line andtime frame. Flows from vision.
Overall goal that unifies efforts towardits vision, stretches and challenges,and possesses a finish line andtime frame. Flows from vision.
A Learning Organization Personal responsibility, self-reliance and
mastery Mental models Shared vision Team learning Systems thinking
Peter Senge
Strategic Planning
Process of determining: What your organization intends to
accomplish (Goals and Objectives) How you will direct the organization and its
resources toward accomplishing the goals and objectives (Activities/Programs)
When you will accomplish goals and objectives (Time Frame)
Strategic Planning
Involves fundamental choices about your organization’s:Mission, goals and vision.Constituency.Role in the community.Programming, services and products.Required resources
What is Strategic Planning?
• Describes goals for the near future and how these goals will be accomplished
• Maps activities that the organization should pursue
• Tool to guide decision-making
Place These Steps In Order
Monitor & Revise the Plan
Internal Organizational Analysis:
Implement the Plan Mission Environmental Analysis
Review, and Adopt the Plan
Environmental Analysis Monitor & Revise the Plan Vision Develop Draft Strategic Plan
A Learning Organization Personal responsibility, self-reliance and
mastery Mental models Shared vision Team learning Systems thinking
Peter Senge
PLANNINGSCENARIO
STRATEGICBUSINESS MODELS
STRATEGY PROCESS
ECONOMY
TERRITORY
CULTURE
GOVERNMENT
MARKETS& INNOVATION
COMPETITION& STRUCTURE
OPERATIONS& CONTROL
INFORMATION& KNOWLEDGE
TOP-DOWNSTRATEGICTHINKING
BOTTOM-UPSTRATEGICTHINKING
STRATEGICPLAN
STRATEGIC VISION
STRATEGYIMPLEMENTATIONIN OPERATIONAL
PLANS
STRATEGICTHINKING
MANAGERS
Do things rightStatus quoShort-term
MeansBuilders
Problem solving
MANAGERS
Do things rightStatus quoShort-term
MeansBuilders
Problem solving
LEADERS
Do the right thingChange
Intermediate & Long-termEnds
ArchitectsInspiring & motivating
LEADERS
Do the right thingChange
Intermediate & Long-termEnds
ArchitectsInspiring & motivating
Making Sense of Environment
Acting on Threats and Opportunities
Acting on Threats and Opportunities
Interpreting Internal and Environmental Factors
Interpreting Internal and Environmental Factors
Environmental Scanning
Environmental Scanning
Evaluating Internal Evaluating Internal and and
ExternalExternalEnvironmentsEnvironments
Evaluating Internal Evaluating Internal and and
ExternalExternalEnvironmentsEnvironments
Environment
External Environment
Internal Environment
Organization
A Planning Technique:
SWOT Analysis– Strengths– Weaknesses– Opportunities– Threats
The SWOT Analysis Strengths. A list of strategic strengths of
current operations that should be continued.
Weaknesses. A list of the strategic weaknesses of current operations that need to be corrected.
The SWOT Analysis
Opportunities. A list of the business opportunities that need to be added by new operations.
Threats. A list of dangers presented by competitors as they continue current operations or change to new operations
Examples of Internal Assessment Areas
Organizational infrastructure Public image with consumers Decision making process Planning process
Examples of Internal Assessment Areas
Accounting & Fiscal Management processes
Fundraising abilities Service quality Record of achieving results
Examples of Internal Assessment Areas
Board development Staff development Management Information System
Environment
External Environment
Internal Environment
Organization
Components of the External Environment
Economy Technological Sociocultural Political / Legal
EconomyGrowing vs. shrinking economiesFuture economic activity is difficult to
predictBusiness confidence indices
– show how confident managers are about future organizational growth
Technological Component
InformationInformation
OutputOutputInputInputTechnology--
KnowledgeTools
Techniques
Technology--Knowledge
ToolsTechniques
Raw Materials
Raw Materials
ServicesServices
ProductsProducts
Sociocultural Component
Sociocultural Components– Demographic changes
– Changes in behavior, attitudes, and beliefs
A Working PlanSet Goals
andObjectives
Set Goalsand
Objectives
MaintainFlexibility
in Planning
MaintainFlexibility
in Planning
Track Goal and ObjectiveAchievement
Track Goal and ObjectiveAchievement
DevelopEffective
Action Plans
DevelopEffective
Action Plans
Commitmentto Goals andObjectives
Commitmentto Goals andObjectives
SpecificSpecific
MeasurableMeasurable
AttainableAttainable
RealisticRealistic
Time-ReferencedTime-Referenced
Setting Objectives
S.M.A.R.T.S.M.A.R.T.S.M.A.R.T.S.M.A.R.T.
Action Steps Date for Accomplishment
By Whom How Tracked
Strategic Goals/Objectives Content Areas
1. Resource Development
2. Board Development
3. Program Development
4. Facilities and Equipment
5. Personnel Development
6. Accounting and Fiscal Procedures
7. Marketing and Public Relations
8. Information Systems
Implementing Goals and Objectives
Tactical PlansTactical Plans
Specify how an organization will use resources, budgets, and people toaccomplish goals and objectiveswithin its mission. (6 months – 5 years)
Specify how an organization will use resources, budgets, and people toaccomplish goals and objectiveswithin its mission. (6 months – 5 years)
Managementby
Objectives
Managementby
Objectives Develop and carry out tactical plansDevelop and carry out tactical plans
1. Discuss possible goals
2. Participatively select objectives consistent with overall goals
3. Jointly develop tactical plans
4. Meet to review progress
What Really WorksMBO
10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
probability of success 97%
MBO is based on goals, participation and feedback
Organizations that use MBO are 97% more likely to outperform organizations that don’t!
Implementation:The Operational/Work Plan
What- Strategic Plan
How- operational/work plan – Carries out the goals and objectives decided in
the strategic plan. – Prepared by the staff – identifies responsible parties, timelines,
resource allocations, and an evaluation plan
Operational Plan
Objective: Outline the specific tasks that need to be accomplished to achieve the objective within the strategic plan.
Timeline: Include exact dates (months and year) by when each task should be completed.
Responsible parties: Identify who (e.g., staff, board, committee or others) will be held responsible for accomplishing the task.
Why Develop a Strategic Plan?
Improves results organizational performance.
Momentum and focus Problem solving Teamwork, learning and commitment.
Communication and marketing
Assessment
To ensure accountability, the successful board will:
Measure achievements against quantifiable objectives.
Perform a formal review of the ED annually Seek community/client feedback Develop and implement board self-assessment. Create a formal feedback loop for using
assessments to improve the organization.
Unit II Board Duties/Code of Conduct
of the BoardA board’s success is dependent upon the board following a code of standards that
incorporates three fundamental duties: Duty of Obedience Duty of Care Duty of Loyalty
Duty of Obedience
Requires board members to be: Faithful to the organization’s mission. Knowledgeable about the business of the
organization Responsible for the stewardship and
governance of the organization’s legal and fiscal responsibilities, programs and services
Duty of Loyalty
Requires board members to be: Maintain a standard of faithfulness
to the organization– Personal or constituent interests must
be put aside in favor of decisions that are in the best interest of the organization.
Duty of Care
Requires board members to: Monitor financial health and programmatic
accomplishments Be informed/exercise independent judgment Regular attendance at board meetings. Keep informed and asking questions.
Example of Code IssuesExample: If a board member has a relative in the printing business, it would be ethical for that relative’s business to print materials for the organization if: the board knows that the printer is the board member’s relativethe job is bid competitively,so there is evidence that the price and quality are equal to or better than the competition there is no expectation from the family that the organization will guarantee work or use them in the future without competitive bids.
Dealing with Conflicts of Interest
Conflict of Interest: A conflict between one’s obligation to the public good and one’s self-interest
– Board members must reveal any potential conflicts of interest to the board
Legal Responsibilitiesof the Board
To ensure compliance with laws and regulations relating to nonprofit corporations.
To ensure the uses its resources towards fulfillment of its mission as stated in its tax-exempt purpose.
To determine the organization’s mission, strategies and program priorities.
Legal Responsibilities of the Board
Six main documents that the Board should review for compliance toward that effort:
– Articles of Incorporation or Organization– Bylaws– Determination letter (IRS letter establishing
nonprofit status)– Audits– IRS Form 990– Corporate records
Articles of Incorporation or Organization
Developed and submitted to the state agency charged with chartering groups as legal organizations.
Define the purpose of the organization Basic framework for governance. Legal document drafted with the assistance
of an attorney
Articles of Incorporation
Requirements vary state to state, typically only the following information is required as a minimum:Name of the organization.Specific purpose Duration of existence (often perpetuity).Location of officeNumber, names and addresses of the initial board of directorsWhether this is a membership organizationProvisions for distribution of assets if corporation is dissolved.
Bylaws
Operating policies and procedures of an organization an its board of directors
Address terms of office, number, and duties of officers, manner of filling vacancies, board policy, and procedural guidelines
IRS Letter Establishing Nonprofit Status
Indicates non-profit status from the IRS The most important legal document in an
organization To request tax-exempt status, organizations
must submit an application package that includes the articles of incorporation, bylaws, and names of the officers.
Audits
BOD must assure that adequate internal control mechanisms are in place to ensure that the organization is:Uses generally accepted accounting methodsComply with laws and regulationsProvide reliable financial information.Operate effectively and efficiently
IRS Form 990
Form 990: Non profit tax return Explains the mission and program activities
of the organization. Documents income and expenditures over
the year.
Organization Records
Nonprofit organizations must maintain records of all decisions and activities (such as policies and procedures that document their compliance with organizational and tax codes).
Include policy and procedural statements, minutes of board meetings and committee reports.
Adequate and orderly records will facilitates smooth operation of the organization.
3 Ds, Ws, Gs, Ts
3Ds — The duty of care, duty of obedience and duty of loyalty
3Ws — Wealth, work and wisdom.
3Gs — Give, get or get out
3Ts — Treasure, time and talent.
Nine Basic Responsibilities of Nonprofit Boards
1. Determine purpose and establish mission
2. Set policy
3. Communicate mission and achievements to the larger community
4. Maintain organizational integrity and accountability
5. Effectively planning
6. Hire, assess and support the executive director
7. Cultivate resources, raise funds
8. Meet fiduciary responsibilities
9. Recruit volunteers and exercise ongoing self-management
Other Board Responsibilities
Respect Other Board Members-To demonstrate respect for the time commitment all board members volunteer
Respect and Support Staff-It is important for the board to support the ED and staff.
Unit 3: Board Selection Composition
and Recruitment
Board Selection, Compositionand Recruitment
Purpose: To determine needed or desired characteristics of the board before recruiting new or replacement board members.
Learning Objectives:Understand the importance of board composition and structure.Identify strategies for strengthening the composition and structure of the board.Begin to develop a dynamic boardUnderstand importance of a board recruitment and renewal process.
Criteria for Board MembershipPersonal Characteristics to Consider: Ability to listen, analyze, think clearly and creatively
Willingness to prepare for and attend board and committee meetings, ask questions,take responsibility
Ability and desire to develop skills such as fund-raising, recruiting board members and other volunteers, understanding financial statements
Tolerance of and sensitivity to differing points of view and a friendly, responsive and patient approach.
Personal integrity, a developed sense of values, concern for the nonprofit’s development and a sense of humor
Board Composition
The board should: Reflect the diversity of the population
served in terms of age, race, gender, religion, geography, etc
Collectively possess the full range of skills and expertise necessary to perform its role in enabling the organization to fulfill its mission
Composition
1. Constituency-board must reflect the represented population.
2. Skills, Knowledge and Abilities-boards must collectively embody a range of skills.
3. Gender-sensitive to gender equity. 4. Sexual Orientation- increasingly recognizing diversity in
sexual orientation.5. Disease Status- offers an important to prospective 6. Race and Ethnic Background- reflect the racial and ethnic
composition of their constituents.7. Age-added experience and may have more time
UNIT 4:Board Structure: Officers and
Committees
Develop a structure that facilitates good decision-making so that the
board can be effective in carrying out its responsibilities.
Learning Objectives
By the end of this unit, learners will be able to:State board officer positions and responsibilities.Review board committee structure and responsibilities of each.
Board Officer Positions andResponsibilities
The state licensing agency determines the number and type of officers required Most states require three officers: chairperson,treasurer and secretaryMany boards also designate a vice president or chairpersonIf permitted under state law, nonprofit boards may designate only a president and a treasurer
President or Chair
Chairs meetings. Develops board meeting agendas with the
executive director. Creates and staffs committees. Communicates board policy and expectations to
the executive director. Manages board structure and process. Establishes and models the working culture of the
board and the organization. Represents the organization in public forums.
Vice President or Vice Chairperson
Prepared to stand in for the president if the latter is absent
Possess good leadership and communication skills.
President may delegate administrative tasks to the vice president, i.e committee staffing
Treasurer Chairs the finance committee Reviews and certifies the financial reports Prepares spreadsheets documenting revenue and
expenditures over the course of the year Takes the lead in creating financial policies and
procedures Ensures safeguards and compliance with IRS
requirements Represents the organization at IRS audits or other
reviews of the organization’s finances Coordinates with other board members to produce a
strategic plan
Secretary
Prepares minutes of board meetings Requires the ability to take accurate notes,
write well and efficiently deliver minutes
Board Committee Structure andResponsibilities
Boards typically have a number of permanent or standing committees– Address core issues such as staffing or
development– ad hoc committees or task forces to deal with
temporary situations like the need to relocate. Boards should develop methods for
assessing committee effectiveness
Why You Need Committeesand What They Really Do
Board Committees can be helpful in the following cases:Issues are too complex and/or numerous to be handled To recommend policy for approval by the entire boardTo make full use of board members’ expertise, time, and commitment,
Potential Standing Committees
Board Development-responsible for the general affairs of the board.
Nominating Committee- prospective board members
Budget and Finance- Develops budget preparation procedures
Fundraising- leads Marketing-Oversees development and
implementation of the marketing plan Personnel-Drafts and/or revises personnel policies
Other Committees
Program Committee- program development Promotions and Sales- promotes organization’s
services to the community, including generating fees for those services
Public Policy-Stays informed on relevant matters and brings proposals to the table for board positions or organizational activities
Potential Ad Hoc Committees- Audit Plans, ED transition committee, Ethics, Mergers
UNIT 5:Orientation and Training
Unit 5 Learning Objectives
Learning Objectives: List the essential components of a board
manual Give examples of boards’ training events Discuss the orientation process for new
board members State common challenges to sustained
commitment of board members
Orientation for New BoardMembers
Typical orientations include the following elements: Mission, vision and values of the organization Organization’s history Roles/responsibilities of the board and the staff Organizational chart How the board conducts meetings Board manual
Board Manual
Suggested Board Manual Content1. Welcome letter signed by the board president and
executive director2. Corporate and historical documents3. Strategic plan4. Rosters and other board/staff information5. Calendar6. Responsibilities7. Financial Information8. Working tools (to accompany manual)
ED vs. Board
Learning Objectives: State the difference between governance and
management List governance and management responsibilities Discuss the importance of clear boundaries
between the board and executive director
Governance VersusManagement
Board governs- sets policy and mission of organization
Staff manages- implements policy and delivers services
Governance
The board: Defines the executive needs of the organization Develops a job description for ED Hires the ED Communicates the strategic plan and also specific
goals, benchmarks and expectations Establishes an evaluation process for the executive
director, board and organization as a whole Authorizes expenditures necessary to support
operations
Management
ED: Hires, trains and supervises agency staff Reports regularly to the board on general
operations, services, personnel and finances Evaluates organizational needs and presents
solutions and options to the board Develops position descriptions and operational
procedures, based on board priorities and policies Oversees the day-to-day management of finances,
including accounting, tax and audit matters
UNIT 6:Managing Board Change
Key Factors for a Successful Executive Director and Board Relationship
1. Clear Definition of Roles
2. Mutual Expectations
3. Strong and Regular Communication
4. Fundamentals for Strong Partnerships
Factors that Influence Change Transition from Volunteers to Paid Staff
Departure of the Founder
Rapid Growth
Changing Needs
Unexpected Crisis
Learning Objectives
By the end of this unit, learners will be able to:State major areas of concern and assessment
Evaluate methods to measure board effectiveness
UNIT 7:Board Assessment and
Evaluation
Three Areas of Evaluation
Board self-assessment
Evaluation of the executive director
Evaluation of each particular program’s efficacy
The Board Self-AssessmentA board self-assessment provides its members with an opportunity to:Reflect on their individual and corporate responsibilitiesIdentify different perceptions and opinions among board membersPoint to questions that need attentionUse the results as a springboard for board improvementIncrease the level of board teamworkClarify mutual board/staff expectations
Evaluating the Executive Director
Ensures the board is meeting its duty to effectively lead the organization
Ensures organizational goals are being met Ensures continued development of the ED to more
effectively fulfill his/her role Ensures a formal and documented evaluation process that
meets standards of fairness and practicality Ensures the ED values his or her role, is benefiting from it
and, therefore, is more likely to stay Leaves written record of the board’s impression of the
executive director’s performance
Program Evaluation
Programs must be evaluated to decide if the programs are indeed useful
Program evaluation is done by carefully collecting information about a program
may include needs assessments, accreditation, cost/benefit analysis, efficacy, etc.
What is “Founderitis?”
“Founderitis” – when a founder is very resistant to change. Understandably, new ideas may make the founder fear he or she is losing control.
What Makes a Successful Board Member
They are honest They are enthusiastic They keep an open mind They are team players They tackle complex problems with relish They take an orderly approach to decision making They are competent They have a sense of humorFrom: Welcome to the Board by Fisher Howe
“Problem” Board Members Focus on a single issue. Always take the contrarian view Expound on strongly held opinions that are rarely backed up by fact or
research. “Board hop” — sit on many boards, but serve none well. Regularly miss meetings. Not accept or complete tasks. Be motivated by personal agendas. Monopolize discussion or never participate in discussion — except after
the meeting. Treat peers disrespectfully or refuse to cooperate. Betray confidentiality. Fail to disclose conflicts of interest. Fail to understand when it is time to retire and allow others to carry the
torch.
Closing
Board development is crucial to the success of the organization
Strong, but not controlling, boards are necessary to help lead the functions of an organization
Many non-profit centers offer courses for board development
