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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.

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Types of Boards

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   ______________________________________________________________________

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