INTERNATIONAL GOVERNANCEFOUNDATIONS FOR SUCCESS

Emily Davis Emily Davis Consulting

February 20, 2016

TODAY’S AGENDA

• Introductions• Board responsibilities• “Hats” board members

wear• Shared leadership• Recruitment & retention

MOTIVATIONAL VALUES

“What motivates me

to serve on the IASLC

Board of Directors?”

A LITTLE ABOUT ME…

30 seconds or less

NameMotivational

Value

A LITTLE ABOUT YOU…

Current Board Role

ESSENTIALS OF BOARD LEADERSHIP

Why did you join?

Whathesitations

did you have?

Why would you leave? Why do

you stay?

10 BASIC BOARD RESPONSIBILITIES

1. Determine mission & purpose

2. Select the chief executive

3. Support & evaluate the chief executive

4. Ensure effective planning

5. Monitor & strengthen programs & services

6. Ensure adequate financial resources

7. Protect assets & provide financial oversight

8. Build a competent board

9. Ensure legal & ethical integrity

10. Enhance the organization’s public standing

ACTIVITY

How does the board as a whole perform

the 10 responsibilities

listed?

Rate the board as a whole on a scale

from 1 – 4.

= Outstanding

= Good

= Fair

= Poor

10 CHIEF EXECUTIVERESPONSIBILITIES

1. Commit to the mission2. The lead staff & manage

organization3. Exercise responsible

financial stewardship4. Lead & manage

fundraising5. Follow the highest ethical

standards, ensure accountability, & comply with the law

6. Engage the board in planning & lead implementation

7. Develop future leadership

8. Build external relationships & serve as an advocate

9. Ensure the quality & effectiveness of programs

10. Support the board

BOARD ROLES & RESPONSIBILITIES

Set organizational

direction

Strategic Priorities

Goals

Objectives

Tactics

1. Study2. Education3. Research & Science4. Organizational Growth5. Professional

Membership Association6. Charitable Giving &

Philanthropic Relationships

7. Operational Soundness

STRATEGIC PLANNING

BOARD ROLES & RESPONSIBILITIES

Set organizational

directionProvide

oversight

Nonprofit Lifecycles: Stage-Based Wisdom for Nonprofit Capacity

ASK THE RIGHT QUESTIONS

What is our capacity? What does success look like? What matters the most to us?

How does this serve our mission? How does it fit our strategic goals?How might this be a challenge for us?

Why is this important right now? Why should we consider other options? Why is this relevant to our stakeholders?

BOARD ROLES & RESPONSIBILITIES

Set organizational

direction

Provide oversight

Ensure necessary resources

ENSURING HUMAN & FINANCIALRESOURCES

PEOPLE

CEOBoard Members

Supporters

BOARD’S ROLE

PoliciesPlanning

Board Giving

100% BOARD GIVING

Board Giving Commitment

Open Ended

Flexible

Specific

ENSURING HUMAN & FINANCIALRESOURCES

PEOPLE

CEOBoard Members

Supporters

ProspectingCultivation

Stewardship

FUNDRAISING PROCESS

Philanthropy

Connection

Concern

Capacity

BOARD’S ROLE

PoliciesPlanning

Board Giving

Prospecting Identification Preparation

Cultivating Build the Relationship

Engage the Donor Ask for the Gift

Stewarding Recognition Reporting Communicating Engagement

FUNDRAISING PROCESS

FUNDING SOURCES

Diversity is keyIndividuals

Special events

Foundation grants

Government grants

Corporate sponsorship

Earned income

Service clubs

*GivingUSA2014

FUNDRAISING BY THE NUMBERS

By Source By Organization Type

DONORS & GIVING

BEQUESTS/PLANNED GIFTS

MAJOR GIFTSCapital campaigns

Endowment campaignsSpecial events

ANNUAL GIVING Annual campaigns

Special eventsDirect mail

Online givingMembership programs

ONSITE/FIRST TIME GIFTSNewsletters

VolunteerismSocial media

Peer-to-peer giving

New gifts

Annual donors

Midsize donors

Major donors

Planned giving

FUNDRAISING ROLES

CHIEF EXECUTIVE

OFFICER

Chief Fundraiser

Media Spokesperson

Fundraising Planning

Board & Staff Liaison

DEVELOPMENT STAFF

Fundraising Strategy

Moves Management

Identify/Communicate

Needs

BOARD OF DIRECTORS

Connect to Funding

Make Gifts

Policies

DEVELOPMENT COMMITTEE

Board & Staff Liaison

Staff support on specific

efforts/campaigns

HATS WE WEAR

Legal AmbassadorVolunteerInt’l connections,

opportunities, & resources

Advocacy for/with patients

IASLC newsletter

Duty of Care

Duty of Loyalty

Duty of Obedience

Board works for staff

Avoid micromanagement

BOARD ROLES*

Connector• Meeting & engaging with people

Storyteller• Illustrating the work in a compelling way

Visionary• Making the case for the future

Closer• Asking for specific support or involvement

*Creation in Common

ENSURE BOARD & PRESIDENTENGAGEMENT*

CEO is displacing board

GOVERNANCE AS OBSERVATION

CEO is in constructive partnership with board

GOVERNANCE AS LEADERSHIP

CEO is going thru the motions with the board

GOVERNANCE AS ATTENDANCE

CEO is displaced by board

GOVERNANCE AS MICROMANAGEMENT

CEO

ENGAGEMENT

BOARD ENGAGEMENT

* Source: Richard Chair et. al. “Governance as Leadership”

WHO LEADS?

Write “Board” in the space provided if you think it is a board responsibility.

Write “CEO” if you think it is a responsibility carried out by the staff through the CEO.

Write “both” if you think it is a responsibility shared by CEO and board.

SHARED LEADERSHIP

BOARD LEADSSHARED

LEADERSHIP CEO LEADS

Strategic Plan

FundingStrategies

EvaluationBoard

Meeting Prep

Policy Questions Staff Hiring & Oversight

Develops, Implements, &

Oversees Programs

Chief Fundraiser

Operations Reporting

Create & Review Policy

CEO Hiring & Oversight

Connections to Funding

Financial Due

Diligence

Board Recruitment & Retention

RECRUITMENT

Great board member

retention begins with a great recruitment

process!

Identify

Cultivate

Recruit

Orient

Involve

Educate

Evaluate

Rotate

CELEBRATE!

EXPECTATIONS

• Board descriptions• Terms & term limits• Time commitment• Financial commitment• Recruitment process• Orientation• Committee roles• Ongoing education• Board activities• Evaluation

STEP BY STEP

Evaluation Application Expectations Outreach

Vetting Candidate Approval Wrap Up Debrief

ORIENTATION

RETENTION & ENGAGEMENT

BOARD CULTURE

BOARD MEETING TIPS

Governance

• Board reports• Strategic

priorities/goals• Mission moments• Ask questions• Avoid

micromanagement

Facilitation

• Consent agendas• Shared

responsibilities• Giving

accountability• Follow up

Participants

• Guests, Staff• CEO• Board members• Honor time

IASLC COMMITTEES

• Career Development• Communications• Education• Ethics• Executive• Fellowship• Membership• Nominating• Nurses & Allied Health

Professionals Committee

• Pathology• Patient Advocacy• Patient Education Task

Force• Prevention, Screening, &

Early Detection Committees

• Publications• Staging• Tobacco Control &

Smoking Cessation

MEETING PREPARATION

IT’S NOT ABOUT YOU

How does this serve the mission?Does it fit our strategic goals?

What’s our capacity?What does success look like?

Keep it high level!

COMMUNICATION

“Change happens by listening and then starting a dialogue, with the people who are doing something you don’t believe is right.”

- Dr. Jane Goodall

RECOGNITION

• What is the legacy you want to

leave?

• What would success look like to you?

• How would you like to leave IASLC?

TAKE AWAY & COMMITMENT

RESOURCES

• BoardSource• 4Good• The Policy

Governance Model (Carver)

• Council of Nonprofits• Roberta’s Rules of

Order• A Fundraising Guide

for Nonprofit Board Members

• Nonprofit Board Answer Book

• Creating Caring and Capable Boards

• 10 Basic Responsibilities of Nonprofit Boards

• The Board Building Cycle

• The Nonprofit Policy Sampler

Emily Davis, MNMPresident, Emily Davis Consulting

Senior Governance Consultant, BoardSource(720) 515-0581

emily@emilydavisconsulting.comemilydavisconsulting.com