Program Kick-off October 24, 2012

Haas School of Business

UC Berkeley

Governance for Social Impact

Agenda

• 4:00 – 4:10 Welcome

• 4:10 – 4:30 Berkeley Board Fellows Program

• 4:30 – 4:50 Board Governance

• 4:50 – 5:20 Panel

• 5:20 – 5:30 Mentors & Fellows & Coaches Intro

• 5:30 – 6:00 Mentor & Fellow Discussions

2

Welcome

3

Nora Silver, Director and Adjunct Professor, Center for Nonprofit and Public Leadership

Paul Jansen, Adjunct Professor, Center for Nonprofit and Public Leadership and Director Emeritus, McKinsey & Company

Alison Brock and Ariel Dekovic, MBA 2013Net Impact Co-Vice Presidents

4

Center MissionInspire leaders to create and seize

opportunities to achieve social impact across sectors.

Berkeley Board Fellows Preparing the next generation of board

leaders

Center for Nonprofit & Public Leadership

Berkeley Board Fellows Growth

5

Number of Fellows

High Program Quality

6

Board satisfaction rates from 2011 survey

(Some) 2012 Board Fellow Organizations

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Purpose

Students• Work at the highest level of an organization with

dynamic and experienced board members• Understand governance and develop valuable

governance skills• Learn leadership skills• Understand the intersection of the business and

nonprofit sector• Make an impact on your local community

8

Nonprofits• Access new skills and a fresh perspective• Receive a valuable work product• Develop skills in recruiting and working with young,

professional board members• Mentor future social sector leaders

Fellow Commitment

9

• Fellow actively participates as a non-voting board member

Board Service

• Fellow serves on a board committee or task force, usually based on the content of the project

Board Committee Participation

• Fellow completes a project on a critical board need (working in pairs when matched)

Board-Level Project

8-10 Hours per Month

Sample of Past Projects

STRATEGY• Strategic plan for leveraging social networking technology• Feasibility study of a new service• Development plan for recruiting next generation board members

FINANCE• Financial analysis of underperforming programs• Financial sustainability model to determine fundraising needs• Financial reporting development

MARKETING• Brand audit • Market research • Analysis of the organization’s value to clients

OTHER• Program evaluation • Implementation plan for an alumni association• New online fundraising tool• Progress reporting tools to inform the board on a major organizational overhaul

10

Mentor Commitment

COACHGuide and coach the

fellow

INTRODUCEProvide a formal

introduction to the organization, the board,

and its work

INTEGRATEInclude the fellow in all

board meetings and connect with key

board/staff/stakeholders

ENCOURAGEEncourage the fellow to

actively contribute his/her perspective

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Kick-off Session (October)

Coaching sessions

(November)

Deliverable: Update

(December)

Fellows Workshops (February)

Final deliverable (Mid-May)

Program Year (October – May)

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Regular attendance at board and committee meetings

Oct 24 Kickoff

Nov 9Project scope due

Nov 27Fellow

Workshop12-2pm

Feb 8Board

Workshop4-6pm

May 3Finale

Dates Impacting Students’ Availability

Fall Final Exams……….….....………..Dec 4th-12th Winter Break (travel)…………Dec 17th-Jan 21stMBA Classes Resume.…..………..……..Jan 22nd Exam Week..………………..………..Mar 11th-15th Spring Break…………...….…………Mar 25th-29thSpring Final Exams….……..……..May 13th-18th

Introduction to Governance – Why do Boards Exist?

• Hold public benefit corporation “in trust” for the community– All corporate powers exercised by or under

direction of the board– Substitute for shareholders and/or represent

members– Prevent nonprofit executive abuse and protect

donors

• Legal duties:– Care (prudent person)– Loyalty (put organization first)– Obedience (faithful to mission and laws)

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Types of Boards

Organizing Board– small, homogeneous, informal – committed to purpose, often very hands on– “leading boards” and “following boards”

Governing Board– larger and more diverse– committees become important– shared authority between board and staff: board chair and

executive director are principal leaders– transition to governing board takes at least 3 years and a lot of

staff time

Institutional Board– largest (35-60 or more)– often prestigious -- includes large donors or those with access to

funders– key role in fundraising– sometimes delegates governance tasks to executive committee

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9 Responsibilities of Nonprofit Boards

Sha

pe m

issi

on a

nd

stra

tegi

c di

rect

ion

Monitor and improve performance

Ensure leadership and resources

• Select, evaluate and develop CEO

• Ensure adequate financial resources

• Lend expertise; provide access to people

• Enhance reputation of organization• Oversee financial management, ensure

appropriate risk management• Monitor performance, ensure

accountability• Improve board performance

• Shape, clarify mission and vision

• Engage actively in strategic decision making and policy decisions

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Lessons From Our Research

– There are 9 clearly defined roles of a nonprofit board, with a gold standard of performance for each

– Lots of ways boards, as entities and individuals, can help. Pick your spots carefully to allot valuable time where needed most

– Recognize performance and risk management as one of the nonprofit board's core roles

– Good governance is execution, so sweat the little things: good meeting agendas/materials, open communication, having fun.

– Invest significant time in board evaluation and continuous improvement

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Resources

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• Center Faculty and Staff• Coaches• Nonprofit Boards Class – Spring, 2 Sundays

(Fellows)

• Student and Mentor Program Guides (pdf)• Fellows have access to:

• Guidestar.org• Boardsource• Foundation Center• Chronicle of Philanthropy

All info available athttp://bit.ly/boardfellows

• Other Online resources• www.boardcafe.org • www.bridgespan.org • www.compasspoint.org/

boardbasics

Coaches

Coach Subject

Bob Miller Children & Youth, Education

Colin Boyle Health

Delphine Sherman Education

Jamie Allison-Hope Children & Youth

Jay Espovich Human Services

Jessica Mancini Economic Development

Lynne LaMarca Heinrich Arts & Culture

Nora Silver Social Justice, Other

Paul Jansen Int’l Development, Environment

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Provide guidance and resources Work with Fellows from approximately 5 organizations Assignments based on board experience and industry knowledge

Panel

• Aylin Bell, MBA 05– Board Mentor, South of Market Child Care

• John Zowin– Board Mentor, Society of St. Vincent de Paul of

Alameda County

• Lloyd Noronha, MBA 12– Board Fellow & Mentor, Leadership High School

• Mike Ciccarone, MBA 13– Board Fellow, Berkeley Public Education Foundation

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How Board Fellows Add Value

• Skills and expertise (own and accessed)

• Preparation

• Teamwork

• Ask and speak up

• Fresh set of eyes

• New contacts

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Mentor-Fellow Discussion

• Fellows and Mentors are at the same table

• Coaches are seated with their group and will introduce themselves

• Find others from your nonprofit

• Take the rest of the time to discuss your expectations of the experience (next slide)

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Mentor-Fellow Discussion

• Personal introductions• Project Scope (due November 9th)

– Problem to be solved– What information/analysis is needed– Deliverables– Timing– Process for working with mentor/organization

• Integrating fellow into the board– What kind of board is it? Members? Style?– Getting engaged- introduction, committee– Meeting dates

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Stay Connected & Tap Into Resources

Email: socialimpact@haas.berkeley.edu

Facebook: http://bit.ly/cnpl-fb

Board Fellows website:

http://bit.ly/boardfellows The Business of Making a Difference Starts Here

http://nonprofit.haas.berkeley.edu