agenda
DESCRIPTION
Board of Directors Identifying Key Roles and Responsibilities in Board to Foster Sustainable Long Term Growth BUSN610 – Organizational Behavior Randy Stenger, David Stanley, Patty Lester, Adam Klecker October 14, 2011. Agenda. Organizational Overview Board of Directors Current Challenges - PowerPoint PPT PresentationTRANSCRIPT
Slide 1Board of Directors
Identifying Key Roles and Responsibilities in Board to Foster Sustainable Long Term Growth
BUSN610 – Organizational Behavior
October 14, 2011
Largely serves immigrants and refugees
Partners with many local area hospitals, clinics, pharmacies to provide care and medication
Primarily volunteer based, with a small staff
Main contact: Charlie Mandile Executive Director
Overview of HealthFinders Collaborative
CONFIDENTIAL – NOT FOR REDISTRIBUTION
*
Most board members are health care professionals with various skill sets and experience
Board expansion is desirable, but finding volunteers who can put in the time and effort can be a challenge
Board would ideally be balanced between the two largest communities HealthFinders serves – Fairbault and Northfield
Board Overview
*
Current board consists of 10-11 members, with typical membership between 15-20 members
Imbalance regarding experience and skill sets
Lack of member succession plan
Board lacks an outline of what skill sets, experience, and connections it would like to have on staff
Board lacks goals on what it would like to accomplish
Board lacks clear directions in running meetings, agendas, and leadership amongst members
Board Challenges
Suggest performing bi-annually (2 yrs) to monitor perception and reality. Annually there after.
Outcome of assessment will identify:
Gaps in roles and responsibilities (Structural Frame)
Gaps in goals and objectives (Structural Frame)
Gaps in support and development (HR Frame)
Gap in networks and credibility (Political Frame)
*
United Way Checklist of Nonprofit Organizational Indicators, Edited by: Carter McNamara, MBA, PhD
Goals, roles, responsibilities, training, network, etc
Hold individual interviews with Board members
Explore Hanna’s OP Model questions
What are you objectives?
To establish how the Board views there role and responsibilities to the organization
What helps you achieve these objectives?
Establishes individual strengths that could be capitalized on
What prevents you from accomplishing these objectives?
Identifies where potential flaws exist in the support of the organization.
Always keep the Board involved
Summarize key findings with Board.
Create development meetings
Development meetings consist of:
Allow for dialogue to address concerns or misunderstandings
Focus on developmental areas or concern
Build shared goals and objectives
Create shared performance metrics
Create expectations for board members around commitment
CONFIDENTIAL – NOT FOR REDISTRIBUTION
Board’s objectives should incorporate elements of ADKAR model:
Create Awareness: Communicate why change is necessary
“In order to provide health care to all in our community that need it (Vision) more services/capacity is necessary”
Promote Desire: Why should individuals in organization want to change?
“Allows us to serve more of our community”
“We have a growing base of those in need; without expansion, the numbers of those who go without healthcare increases.”
Facilitate Knowledge: Identify the skills/expertise your employees/volunteers need to succeed in transition
Training?
Ability: Considering necessary skill requirements, assess the organization’s ability to perform these tasks
Are there knowledge gaps that can be filled through new volunteers or hires?
Are there individuals who excel in ability that can train other employees?
Do current or oncoming Board member have the necessary time to commit?
Does each Board member understand the duties required to serve on the Board, and do they possess those skills? Can HealthFinders communicate this during recruitment?
Reinforce the change: Determine how the Board will provide ongoing support to the organization to make sure the change takes root
How will the success of HealthFinders be measured? How will the board measure itself (assessment)?
Are appropriate incentives in place to drive desired behaviors like fundraising?
How will you keep the goals top of mind to the organization?
Additional Resources: http://www.change-management.com/tutorial-adkar-overview.htm
New Board Members – Attributes
A successful transition will require a strong board that can effectively lead change.
Assessment and introspection should identify areas where the current Board is potentially underrepresented in Change Leadership abilities
Bethel 4R Model Provides Framework for Transformational Leaders through the “Roles” Definition
Direction Setter
Can define where organization needs to go
Effectively lays out plans to get there
CONFIDENTIAL – NOT FOR REDISTRIBUTION
Identifies gaps in terms of what needs to be done
Looks forward to what will be needed to sustain change
Coach
Develops talent for future board members/employees/volunteers
Prepares organization
Handles customer objections
CONFIDENTIAL – NOT FOR REDISTRIBUTION
Important attributes/skill sets for new members
Questions
Identifying Key Roles and Responsibilities in Board to Foster Sustainable Long Term Growth
BUSN610 – Organizational Behavior
October 14, 2011
Largely serves immigrants and refugees
Partners with many local area hospitals, clinics, pharmacies to provide care and medication
Primarily volunteer based, with a small staff
Main contact: Charlie Mandile Executive Director
Overview of HealthFinders Collaborative
CONFIDENTIAL – NOT FOR REDISTRIBUTION
*
Most board members are health care professionals with various skill sets and experience
Board expansion is desirable, but finding volunteers who can put in the time and effort can be a challenge
Board would ideally be balanced between the two largest communities HealthFinders serves – Fairbault and Northfield
Board Overview
*
Current board consists of 10-11 members, with typical membership between 15-20 members
Imbalance regarding experience and skill sets
Lack of member succession plan
Board lacks an outline of what skill sets, experience, and connections it would like to have on staff
Board lacks goals on what it would like to accomplish
Board lacks clear directions in running meetings, agendas, and leadership amongst members
Board Challenges
Suggest performing bi-annually (2 yrs) to monitor perception and reality. Annually there after.
Outcome of assessment will identify:
Gaps in roles and responsibilities (Structural Frame)
Gaps in goals and objectives (Structural Frame)
Gaps in support and development (HR Frame)
Gap in networks and credibility (Political Frame)
*
United Way Checklist of Nonprofit Organizational Indicators, Edited by: Carter McNamara, MBA, PhD
Goals, roles, responsibilities, training, network, etc
Hold individual interviews with Board members
Explore Hanna’s OP Model questions
What are you objectives?
To establish how the Board views there role and responsibilities to the organization
What helps you achieve these objectives?
Establishes individual strengths that could be capitalized on
What prevents you from accomplishing these objectives?
Identifies where potential flaws exist in the support of the organization.
Always keep the Board involved
Summarize key findings with Board.
Create development meetings
Development meetings consist of:
Allow for dialogue to address concerns or misunderstandings
Focus on developmental areas or concern
Build shared goals and objectives
Create shared performance metrics
Create expectations for board members around commitment
CONFIDENTIAL – NOT FOR REDISTRIBUTION
Board’s objectives should incorporate elements of ADKAR model:
Create Awareness: Communicate why change is necessary
“In order to provide health care to all in our community that need it (Vision) more services/capacity is necessary”
Promote Desire: Why should individuals in organization want to change?
“Allows us to serve more of our community”
“We have a growing base of those in need; without expansion, the numbers of those who go without healthcare increases.”
Facilitate Knowledge: Identify the skills/expertise your employees/volunteers need to succeed in transition
Training?
Ability: Considering necessary skill requirements, assess the organization’s ability to perform these tasks
Are there knowledge gaps that can be filled through new volunteers or hires?
Are there individuals who excel in ability that can train other employees?
Do current or oncoming Board member have the necessary time to commit?
Does each Board member understand the duties required to serve on the Board, and do they possess those skills? Can HealthFinders communicate this during recruitment?
Reinforce the change: Determine how the Board will provide ongoing support to the organization to make sure the change takes root
How will the success of HealthFinders be measured? How will the board measure itself (assessment)?
Are appropriate incentives in place to drive desired behaviors like fundraising?
How will you keep the goals top of mind to the organization?
Additional Resources: http://www.change-management.com/tutorial-adkar-overview.htm
New Board Members – Attributes
A successful transition will require a strong board that can effectively lead change.
Assessment and introspection should identify areas where the current Board is potentially underrepresented in Change Leadership abilities
Bethel 4R Model Provides Framework for Transformational Leaders through the “Roles” Definition
Direction Setter
Can define where organization needs to go
Effectively lays out plans to get there
CONFIDENTIAL – NOT FOR REDISTRIBUTION
Identifies gaps in terms of what needs to be done
Looks forward to what will be needed to sustain change
Coach
Develops talent for future board members/employees/volunteers
Prepares organization
Handles customer objections
CONFIDENTIAL – NOT FOR REDISTRIBUTION
Important attributes/skill sets for new members
Questions