Developing a Governance Board - Revision history

Akrokosky: /* Policies for Changing Board Membership - Recruiting or Replacing Board Members */

2016-08-29T01:55:13Z

Policies for Changing Board Membership - Recruiting or Replacing Board Members

Akrokosky: /* Policies for Changing Board Membership - Recruiting or Replacing Board Members */

2016-08-29T01:54:29Z

Policies for Changing Board Membership - Recruiting or Replacing Board Members

Akrokosky: /* Key Board Principles */

2016-08-29T01:51:09Z

Key Board Principles

Akrokosky: /* Policies for Changing Board Membership - Recruiting or Replacing Board Members */

2016-08-29T01:49:54Z

Policies for Changing Board Membership - Recruiting or Replacing Board Members

Akrokosky: /* Key Board Principles */

2016-08-29T01:48:11Z

Key Board Principles

Akrokosky: /* Nuts and Bolts of a Board */

2016-08-29T01:42:53Z

Nuts and Bolts of a Board

Akrokosky: /* Reimbursing Board Member Travel and Meeting Expenses */

2016-04-16T01:29:21Z

Reimbursing Board Member Travel and Meeting Expenses

Akrokosky at 01:27, 16 April 2016

2016-04-16T01:27:53Z

Advocacy Admin: /* Internal Links */

2014-02-26T18:09:28Z

Internal Links

Advocacy Admin: Created page with "==How Will You Motivate Them?== There are many reasons why individuals might choose to make a difference by supporting your organization and helping to guide it. Some of the..."

2014-02-26T14:58:19Z

Created page with "==How Will You Motivate Them?== There are many reasons why individuals might choose to make a difference by supporting your organization and helping to guide it. Some of the..."

New page

==How Will You Motivate Them?==

There are many reasons why individuals might choose to make a difference by supporting your organization and helping to guide it. Some of these might be:

*To contribute to a good cause
*To be involved in a dynamic grassroots organization
*To associate with other exciting and inspiring individuals
*To assist a related cause, for example, your condition might cause heart disease and someone might wish to impact heart disease in a very focused way
*A personal connection: an individual is a friend or relative of a person affected by the condition

Once you understand what motivates people to serve, you can recruit individuals you think will create the right culture for your board.

==Key Board Principles==

Genetic Alliance recognizes the importance of board development for its member groups. To help these organizations reach optimal board functioning, Genetic Alliance has developed its Organization Incubator program, based on Jim Collins' book, ''Good to Great''. This program helps participating boards adopt key organizational and operational principles, including

*Level 5 Leadership - Recognizing, supporting, and recruiting for leadership of the highest caliber.
*First Who¦Then What - Getting the right leaders involved before deciding what to do.
*Confront the Brutal Facts with Unwavering Faith - Adopting a climate of truth-telling and open communication.
*Defining - Specializing in a limited number of areas.
*Culture of Discipline Combined with an Ethic of Entrepreneurship - Combining responsibility with freedom.
*The Flywheel and the Doom Loop - Building momentum up to and beyond a breakthrough point.
*Self-identification - Understanding how what is said may be true about one's self.
*Deeper understanding - Getting to the deeper essence of an issue.
*Authentic interactions - Being real and true even when it is uncomfortable.
*Self-evaluation - Assessing whether one is achieving his or her potential.
*Everyone monitors quietness from members - Maintaining engagement from all board members.
*Everyone monitors over activity from members - Having group responsibility for balanced discussion.
*Members can't disappear - Ensuring that issues are addressed once presented.
*Dialogue and debate - Teaching board members to avoid case-building or coercion.
*A climate where truth is heard - Developing transparency on the board.
*Review/reflect on successes - Acknowledging accomplishments when they occur.

==Internal Links==
*[[Advisory Boards]]
*[[Bylaws and Articles]]
*[[Finding a Lawyer]]
*[[Your Organization's Name Is Important|Organization's Name]]
*[[Staff]]
*[[Tax and Finance]]
*[[Volunteer Committee]]
*[[Working Remotely]]
*[[Working with a Lawyer]]

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 *There are great free resources for non profit organizations about how to ensure that Boards understand their non profit responsibilities.  Two are below.  It's good when you are working with difficult Board members, or trying to make your board more effective, to have some resources that you can share with them for self assessment, better understanding their board member obligations, etc. so it's not just you telling them they have to change or up their game!
 **BoardSource, even though they do have paid members, also have free resources, which you can find at https://www.boardsource.org/eWeb/DynamicPage.aspx?webcode=BDSCommunityRsc
 **National Council of Nonprofits board resources at https://www.councilofnonprofits.org/tools-resources-categories/boards-and-governance including a specific section on nonprofit board responsibilities at https://www.councilofnonprofits.org/tools-resources/board-roles-and-responsibilities

← Older revision		Revision as of 01:54, 29 August 2016
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	* One example of a removal policy - Any Director elected or appointed by the Board of Directors may be removed by the Board of Directors whenever in its judgment, the best interest of the corporation would be served thereby, but such removal shall be without prejudice to the contract rights, if any, of the person so removed. Directors may be removed before the end of their term by a majority vote of the Board of Directors during a Regular Meeting or Special Meeting. A Director will receive, at minimum, five (5) days notice that such a vote will be held as per Article V, Section 6. Reasons for removal may include, but are not limited to, violations of the Board Member Contract and/or Board policies including those addressing Confidentiality, Ethics, and Conflict of Interest. A successor need not be elected at the time of removal.		* One example of a removal policy - Any Director elected or appointed by the Board of Directors may be removed by the Board of Directors whenever in its judgment, the best interest of the corporation would be served thereby, but such removal shall be without prejudice to the contract rights, if any, of the person so removed. Directors may be removed before the end of their term by a majority vote of the Board of Directors during a Regular Meeting or Special Meeting. A Director will receive, at minimum, five (5) days notice that such a vote will be held as per Article V, Section 6. Reasons for removal may include, but are not limited to, violations of the Board Member Contract and/or Board policies including those addressing Confidentiality, Ethics, and Conflict of Interest. A successor need not be elected at the time of removal.
		+
		+	*There are great free resources for non profit organizations about how to ensure that Boards understand their non profit responsibilities. Two are below. It's good when you are working with difficult Board members, or trying to make your board more effective, to have some resources that you can share with them for self assessment, better understanding their board member obligations, etc. so it's not just you telling them they have to change or up their game!
		+
		+	**BoardSource, even though they do have paid members, also have free resources, which you can find at https://www.boardsource.org/eWeb/DynamicPage.aspx?webcode=BDSCommunityRsc
		+
		+	**National Council of Nonprofits board resources at https://www.councilofnonprofits.org/tools-resources-categories/boards-and-governance including a specific section on nonprofit board responsibilities at https://www.councilofnonprofits.org/tools-resources/board-roles-and-responsibilities

	==Internal Links==		==Internal Links==

← Older revision		Revision as of 01:51, 29 August 2016
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	Membership corporations are required by law to conduct an official “annual meeting” at which members get to exercise their rights to elect directors and so on. (this may vary from state to state.) What’s the risk? Most annual meetings are sparsely attended. Directors and a smattering of the most loyal members attend, and annual meetings typically unfold without drama. But, if the election process isn’t very carefully prescribed and controlled...typically in advance of the meeting...all hell can break loose at an annual meeting making it resemble a Republican or Democratic National Convention. Many membership corporations are too loose with nomination and election procedures. One example: they allow nominations “from the floor” at the meeting. That’s the opening insurgents can easily exploit.		Membership corporations are required by law to conduct an official “annual meeting” at which members get to exercise their rights to elect directors and so on. (this may vary from state to state.) What’s the risk? Most annual meetings are sparsely attended. Directors and a smattering of the most loyal members attend, and annual meetings typically unfold without drama. But, if the election process isn’t very carefully prescribed and controlled...typically in advance of the meeting...all hell can break loose at an annual meeting making it resemble a Republican or Democratic National Convention. Many membership corporations are too loose with nomination and election procedures. One example: they allow nominations “from the floor” at the meeting. That’s the opening insurgents can easily exploit.
		+
		+	*Joining the board of directors for any organization should be an application process:
		+	**This starts with a job description, list of skills needed, experience required, and responsibilities. Things such as fundraising policy (e.g. give or get) and so on should be clearly stated. It’s a commitment.
		+	**Applicant’s expression of interest – e.g. cover letter – that covers, among other things, the applicant’s claims to be suited to the role. As with a job application, the applicant interprets his/her résumé in accord with the job description, and itemized claims regarding suitability to meet the requirements in the job description.
		+	**Résumé.
		+	**References...both professional, and if possible from prior boards.

	==Nuts and Bolts of a Board==		==Nuts and Bolts of a Board==

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 ===Policies for Changing Board Membership - Recruiting or Replacing Board Members===
+* One example of a removal policy - Any Director elected or appointed by the Board of Directors may be removed by the Board of Directors whenever in its judgment, the best interest of the corporation would be served thereby, but such removal shall be without prejudice to the contract rights, if any, of the person so removed.  Directors may be removed before the end of their term by a majority vote of the Board of Directors during a Regular Meeting or Special Meeting. A Director will receive, at minimum, five (5) days notice that such a vote will be held as per Article V, Section 6. Reasons for removal may include, but are not limited to, violations of the Board Member Contract and/or Board policies including those addressing Confidentiality, Ethics, and Conflict of Interest. A successor need not be elected at the time of removal.
 ==Internal Links==

← Older revision		Revision as of 01:42, 29 August 2016
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	*This is an ongoing topic for our organization. We have a fundraising board who is also expected to make a significant annual contribution. We meet via video conference ~10 times per year and in person once (in addition to monthly committee meetings, which take place via video conference). Historically we have offered a $500 reimbursement for board expenses, which include travel and lodging, while we pay for the conference and meal costs. Most of the time more than 50% of board members elected to pay for their own costs and not request any reimbursement. This past year we took on the lodging and asked board members to pay their own airfare. However, if a board member was unable to attend due to inability to afford airfare we offered reimbursement.		*This is an ongoing topic for our organization. We have a fundraising board who is also expected to make a significant annual contribution. We meet via video conference ~10 times per year and in person once (in addition to monthly committee meetings, which take place via video conference). Historically we have offered a $500 reimbursement for board expenses, which include travel and lodging, while we pay for the conference and meal costs. Most of the time more than 50% of board members elected to pay for their own costs and not request any reimbursement. This past year we took on the lodging and asked board members to pay their own airfare. However, if a board member was unable to attend due to inability to afford airfare we offered reimbursement.
		+
		+	===Policies for Changing Board Membership - Recruiting or Replacing Board Members===
		+
		+	*

	==Internal Links==		==Internal Links==

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 *A climate where truth is heard - Developing transparency on the board.
 *Review/reflect on successes - Acknowledging accomplishments when they occur.
 ==Nuts and Bolts of a Board==

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 *We use a monthly newsletter in between our in-person meetings. We also offer a Skype option.
 *We have an alternative approach. Our board currently is not primarily tasked with fund raising - they are overseers and advisors.  We cover all of their expenses to attend an annual face to face board meeting ... trying to piggyback on some other event or other travel where we can save $$$. Frankly, I prefer to look at it this way.  We cover their expenses to make it easy for us to get the best advice and guidance that we can ... If they were not able to serve because they were unable to pay a few hundred dollars a year out of their pockets it would be our loss, not theirs. The in between meetings are via conference call/webinar, likely video conference call next time around.
 ==Internal Links==

@@ Line 7: / Line 7: @@
 *To associate with other exciting and inspiring individuals
 *To assist a related cause, for example, your condition might cause heart disease and someone might wish to impact heart disease in a very focused way
 *A personal connection: an individual is a friend or relative of a person affected by the condition
 Once you understand what motivates people to serve, you can recruit individuals you think will create the right culture for your board.
@@ Line 18: / Line 18: @@
 *First Who¦Then What - Getting the right leaders involved before deciding what to do.
 *Confront the Brutal Facts with Unwavering Faith - Adopting a climate of truth-telling and open communication.
 *Defining - Specializing in a limited number of areas.
 *Culture of Discipline Combined with an Ethic of Entrepreneurship - Combining responsibility with freedom.
 *The Flywheel and the Doom Loop - Building momentum up to and beyond a breakthrough point.
@@ Line 31: / Line 31: @@
 *A climate where truth is heard - Developing transparency on the board.
 *Review/reflect on successes - Acknowledging accomplishments when they occur.
 ==Internal Links==

@@ Line 39: / Line 39: @@
 *[[Staff]]
 *[[Tax and Finance]]
 *[[Working Remotely]]
 *[[Working with a Lawyer]]