Strategic Solutions helps organization’s assess Board effectiveness, recruit new
members and improve the dynamics between board and staff.
Services include
* Identification of Board Lifecycle Stage
* Identification of Board Type
* Assessment of Board strengths and weaknesses
* Cultivation and recruitment of new members
* Constitution of board and committee relationships
* Delineation of Board and staff roles and responsibilities
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A sustainable organization requires a governing
board that understands its responsibilities.
SSI offers strategies to recruit Board members that are a match for your organization
and that make the best use of their time and talents. We are happy to work with individuals or an
entire Board, and are available on nights and weekends for Board training and
retreats.
There
are basically two types of Boards with a continuum in-between— Where along the continuum does your Board fall?
Executive Director-Governed Boards * Board members are invited to join by founding
ED; membership based on professional or personal connection with ED
* Board responsibility and authority reside
primarily with ED
* Board plays supportive role
* Board is strongly committed to vision
of ED
* Board lacks strong sense of ownership
* Board lacks strength and commitment for
guiding organization
* Board lacks focus and is not
task-oriented
Self-Governed Boards * Board members established the organization
together
* Board raised funds and hired ED
* Board has strong sense of ownership
* Board is actively involved in all
facets of organization
* Board has a strong commitment to the cause
* Board is task oriented
* Organization is operated and
directed by the Board
* Staff leadership and empowerment is
limited
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Five Stages of Board Life
There
are five basic stages to the lifecycle of a Board 1.
Founding
Board * Small
* Homogenous
* Informal
* Few distinctions between board and
staff
* Strong commitment to mission
* Minor role in fundraising
* ED-Governed vs. Self-Governed
2.
Transitioning
Board * Added responsibility
* Emergence of division between
governance and management
* Emergence of conflict between
governance and management
* Integration of new members becomes challenging
3.
Governing
Board * Larger
* Diverse
* Formal
* Balanced work relationship between
board and staff
* Board holds staff and itself
accountable
* Board Chair and Executive Director become
principal leaders
* Work shifts from hands-on to governance
oversight
* Self-Governed vs. ED-Governed 4.
Maturing
Board * Expanding * Increased self-awareness
* Acceptance of change and transition
* Stronger and more independent
committees
* Focused on development and constituent
representation
* Added responsibility for organization’s
well-being and longevity
5.
Established
Board * Large
* Membership based on ability to raise or
donate funds
* Major role is fund development
* Functions independently of management
* Work done largely in committees
* Governance delegated to executive committee
* Adds auxiliary bodies and advisory boards
