bti packet dallas, tx april 2017 - leadership foundations

BTI PACKETDALLAS, TXAPRIL 2017

FOUNDATIONS1978 LEADERSHIP

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© 2017 Leadership Foundations

LF BOARD TRAINING INITIATIVE COHORT 1: TRAINING MATERIALS AND HANDOUTS

APRIL 24 & 25, 2017

Table of Contents

Training Agenda Page 3 Training Slides The Board and Strategy Page 8 Framework for CEO/Chair Relationship Page 34 Sample Logic Model Page 54 Example Logic Model Page 55 Sample Strategic Dashboard Page 56 Sample Goals/Objectives Page 58

LF BOARD TRAINING INITIATIVE COHORT 1: TRAINING 2 SCHEDULE

FIRST UNITED METHODIST CHURCH 1928 ROSS AVENUE

DALLAS, TX APRIL 24-25, 2017

OUTCOMES: • Delivery of board governance training material that is contextual, relevant, accessible and effective • Opportunities for participants to share with each other their successes, failures, insights and learnings • Through the training curriculum further frame what it means to see being a good board as an expression

of Christian discipleship.

MONDAY, APRIL 24TH Breakfast on your own. 8:30 a.m. Carpool/walk from hotel to First United Methodist Church

(address listed above, a 6-minute walk from The Dallas Marriott City Center) Coffee, tea and light snacks will be provided.

SESSION ONE WELCOME/INTRODUCTIONS/DEVOTION

9:00 a.m. Welcome—Dave Hillis, President, Leadership Foundations

9:20 a.m. Introductions—Jack Fortin, Lead Consultant

9:30 a.m. Devotion—Teddy Torres, Executive Director, Center for Transforming Mission Guatemala, LF of Guatemala

SESSION TWO COHORT UPDATES

10:00 a.m. Cohort updates—Jack Fortin, Lead Consultant and Cohort participants

Each cohort organization provides a brief update on their work to strengthen board engagement

SESSION THREE MOVING FROM STRATEGIC THINKING TO STRATEGIC PLANNING (PART 1)

10:30 a.m. Moving from Strategic Thinking to Strategic Planning—Larry Lloyd, LF VP Network Impact and President Memphis Leadership Foundation

The 5 most important questions—Peter Drucker 1. What is the current mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?

12:00 p.m. Working lunch (provided)

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SESSION FOUR PANEL DISCUSSION

1:00 p.m. STRATEGIC THINKING—THE CRITICAL ROLE OF THE BOARD— Panel with Q & A

Fred Smith, Founder and President of The Gathering Malcolm Street, Philanthropist

2:15 p.m. Break

SESSION FIVE MOVING FROM STRATEGIC THINKING TO STRATEGIC PLANNING (PART 2)

2:30 p.m. Moving from Strategic Thinking to Strategic Planning— Larry Lloyd, LF VP Network Impact and President Memphis Leadership Foundation

The 5 most important questions—Peter Drucker 1. What is the current mission? 2. Who is our customer? 3. What does the customer value? 4. What are our results? 5. What is our plan?

5:30 p.m. Dinner (provided)

6:30 p.m. Conclude for the day

TUESDAY, APRIL 25TH Breakfast on your own. 7:30 a.m. Car pool/ walk from hotel to First United Methodist Church

(address listed above, a 6-minute walk from The Dallas Marriott City Center) Coffee, tea and light snacks will be provided.

SESSION SIX WELCOME/DEVOTION

8:00 a.m. Welcome—Jack Fortin, Lead Consultant

8:15 a.m. Devotion—Chris Martin, President, Knoxville Leadership Foundation

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SESSION SEVEN FRAMEWORK FOR CEO/CHAIR RELATIONSHIP

9:00 a.m. Framework for CEO/Chair Relationship—Jack Fortin, Lead Consultant

• Role of the Nonprofit Chair • Role of the “Board Oriented” CEO • The CEO-Chair Partnership

SESSION EIGHT

STRATEGIC NEXT STEPS 11:30 a.m. STRATEGIC NEXT STEPS/FINAL REMARKS—Jack Fortin, Lead Consultant 11:50 a.m. CLOSING PRAYER

LF-BOARD TRAINING INITIATIVE COHORT TRAINING SESSION CONCLUDES

COHORT

Center for Transforming Mission-CTM Guatemala Guatemala City, Guatemala cmtguatemala.org

Teddy Torres, Executive Director, [email protected] Eduardo Magermans, Board Chair, [email protected]

Christian Community Development Association Chicago, IL ccda.org

Noel Castellanos, President, [email protected] Mayra Macedo Nolan, Board Member, [email protected]

Divine Alternatives for Dads Services (D.A.D.S) Seattle, WA aboutdads.org

Marvin Charles, Executive Director, [email protected] William Hughes, Board Chair, [email protected]

Friendship House of Christian Service-Billings Leadership Foundation Billings, MT friendshipmt.org

Matt Lundgren, Executive Director, [email protected] Rusty Davies, Board Member, [email protected]

Kingdom Story Ministries Tacoma, WA thekingdomstory.org

John Lewis, Executive Director, [email protected]

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Project Transformation Dallas, TX projecttransformation.org

Eric Lindh, Chief Executive Director, [email protected] Andy Stoker, Board Chair, [email protected] Barbara Dorff, Board Member, [email protected]

Salem Leadership Foundation Salem, OR salemlf.org

Sam Skillern, Executive Director, [email protected] DJ Vincent, Staff, [email protected] Linda Bednarz, incoming Board Chair, [email protected] Warren Bednarz, Community Support, [email protected]

Stockton Leadership Foundation Stockton, CA

Bud Locke, President, [email protected] Benjamin Saffold, Board Chair, [email protected]

Street Psalms Tacoma, WA streetpsalms.org

Kris Rocke, Executive Director, [email protected] Ken Sikes, Board Member, [email protected] Kristy Farber, Board Member, [email protected]

The First Coast Leadership Foundation Jacksonville, FL thefclf.org

Glenn Powell, Chief Executive Officer, [email protected] Laura VanZee, Board Member, [email protected]

COACHES

Howard Eddings LF Senior Associate RedZone CEO, Memphis Leadership Foundation Memphis, TN [email protected]

Art Erickson LF Senior Associate Director, StudiOne-Eighty Urban Ventures Minneapolis, MN [email protected]

Jack Fortin Board Training Initiative Lead Consultant Augsberg College Minneapolis, MN [email protected]

Larry Lloyd LF Vice President: Network Impact; LF Senior Associate; President Memphis Leadership Foundation Memphis, TN [email protected]

Chris Martin LF Senior Associate Knoxville Leadership Foundation, Founder and President Knoxville, TN [email protected]

Wil McCall LF Senior Associate Dallas Leadership Foundation, President Dallas, TX [email protected]

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Kris Rocke LF Senior Associate Executive Director, Street Psalms Tacoma, WA [email protected]

H Spees LF Senior Associate City of Fresno, Office of the Mayor Fresno, CA [email protected]

Joel Van Dyke LF Senior Associate Christian Reformed World Missions Guatemala City, Guatemala [email protected]

LF BOARD TRAINING INITIATIVE STAFF

Dave Hillis Leadership Foundations, President 253-241-9208 [email protected] Debbi Commodore Leadership Foundations, Director Board Training Initiative 253-973-3202 [email protected] Melissa Monroe Leadership Foundations, Special Assistant to the President and Administrative Manager 253-241-9206 [email protected]

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BOARD TRAINING INITIATIVE Training Session

April 24-25, 2017 © 2017 Leadership Foundations

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THE BOARD AND STRATEGY: MOVING FROM STRATEGIC PLANNING TO STRATEGIC

THINKING

LARRY LLOYD VP of Network Impact

Board Training Initiative Coach

© 2017 Leadership Foundations 9

QUESTION 1 WHAT IS OUR MISSION?


WHAT IS OUR CURRENT MISSION?

• What meaning does the mission have for you?

• In what ways has the organization furthered the

mission?


Worksheet 1 (Drucker, 1999, pg. 17.)

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DOES THE MISSION NEED TO BE REVISITED? Rate your current mission using the following criteria, then decide whether you believe it should be changed and if so, how.



The mission: Yes, absolutely

To some extent

Not at all

Is short and sharply focused

Is clear and easily understood

Defines why we do what we do, why the organization exists

Does not prescribe means

Is sufficiently broad

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DOES THE MISSION NEED TO BE REVISITED? Rate your current mission using the following criteria, then decide whether you believe it should be changed and if so, how.



The mission: Yes, absolutely

To some extent

Not at all

Provides direction for doing the right things

Addresses our opportunities

Matches our competence

Inspires our commitment

Says what, in the end, we want to be remembered for

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DISCUSSION


QUESTION 2 WHO IS OUR CUSTOMER?

© 2017 Leadership Foundations 8 15

WHO ARE OUR CUSTOMERS?

Who are our primary and supporting customers? Your primary customer is the person whose life is changed through your work.

How will our customers change? Supporting customers are the individuals and groups who in addition to the primary customer, must be satisfied in order for the organization to achieve results.



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HOW WILL OUR CUSTOMERS CHANGE?

• Supporting customers’ wants (where, when, and how service is provided) will change. If so how?

• Supporting customers’ aspirations (desired long-term results) will change. If so how?

• Are there new customers the organization must satisfy in order to achieve results? • If so, who are they? Why should the organization start serving

them? • Should the organization stop serving any existing customers? • If so, who are they? Why should the organization stop serving

them?



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DISCUSSION


QUESTION 3 WHAT DOES THE CUSTOMER

VALUE?


WHAT DO WE BELIEVE OUR PRIMARY AND SUPPORTING CUSTOMERS VALUE?

Primary Customer What you believe is valued

Supporting Customer What you believe is valued

Supporting Customer What you believe is valued



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HOW WILL I PARTICIPATE IN GAINING THIS KNOWLEDGE?

I am willing to: q Help decide questions to be answered through research. q Help determine appropriate research approaches. q Help design research tools. q Provide training to volunteer researchers. q Make telephone survey calls. q Conduct one or more in-person interviews. q Facilitate one or more focus groups. q Help analyze data. q Help write a report of findings. q Make a presentation of findings. q Attend a session in which findings are reported and discussed.



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DISCUSSION


QUESTION 4 WHAT ARE OUR RESULTS?


HOW DO WE DEFINE RESULTS?

Results are always measured outside the organization in changed lives and changed conditions—in people’s behavior, circumstances, health, hopes competence, and capacity. What does the organization currently appraise and judge? How does it define and measure results? • How does the organization currently define results? • How does the organization monitor progress and achievement?

• What results are currently being achieved?



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ARE WE SUCCESSFUL?

Success is defined by furthering the mission and achieving meaningful results. How successful is the organization in the eyes of its customers? How successful do you believe the organization is? Based on what primary customers value the organization is: q Very successful q Somewhat successful q Not very successful q Not at all successful Based on what supporting customers value the organization is: q Very successful q Somewhat successful q Not very successful q Not at all successful

I believe the organization is: q Very successful q Somewhat successful q Not very successful q Not at all successful



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HOW SHOULD WE DEFINE RESULTS?

The determination of what the organization’s future results should be is a critical decision that will greatly influence your plan. What should be the organization’s results in changed lives? • How should the organization define results for the future?

• How should the organization monitor progress and

achievement?



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WHAT MUST WE STRENGTHEN OR ABANDON?

In most organizations, there are programs requiring special attention. They may be strong and ready to grow, weak and in need of improvement, or “candidates for abandonment.”



Programs in need of attention

Strengthen Abandon Analyze Further

Internal systems that should be assessed Reason for assessment

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DISCUSSION


QUESTION 5 WHAT IS OUR PLAN?


SHOULD THE MISSION BE CHANGED?


Mission reflects the institution’s opportunities, competence, and commitment. The mission answers the questions, What is our purpose? Why do we do what we do? What, in the end, do we want to be remembered for? Should the mission be changed? q Yes q No What should the mission be?


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WHAT ARE OUR GOALS?


Your understanding of what the mission should be is also expressed by recommending goals that set the organization’s overarching long-term direction. Goals are few in number to ensure the concentration of resources for results and together outline the organization’s desired future. What should the organization’s goals be?

1. 2. 3. 4. 5.


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DISCUSSION


REFERENCES FOR WEBINAR


Drucker, Peter F. 1999. The Drucker Foundation Self-Assessment Tool, Participant Workbook. San Francisco: Jossey-Bass Publishers

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BOARD TRAINING INITIATIVE Training Session

April 24-25, 2017 © 2017 Leadership Foundations

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FRAMEWORK FOR CEO/CHAIR RELATIONSHIP

JACK FORTIN BTI Lead Consultant


PRELIMINARY ASSUMPTIONS

• Great nonprofits have great boards; and great boards have great Board Chairs and great “board oriented” ED/CEOs!

• The Chair manages the board; the CEO manages the organization.

• There a direct correlation between the relational health and productivity of the Chair and CEO and the degree of health and productivity of the board!


ROLE OF THE NONPROFIT BOARD CHAIR

• Desired Traits: Knowledge of the organization, excellent facilitator of meetings, fair and non-judgmental, willing to make difficult decisions, positive communicator.

• Time Required: Most chairs report that it takes at least “twice the hours” of other active board members and equivalent to 20-24 days per year for a typical board.

• Selection: Chair should be elected by a fair process reflecting the full board’s support, preferably by secret ballot and be considered the best gifted for this particular task.



• Length of service: Varies according to the particular situation, but generally two year renewable terms works best. Need objective evaluation by board executive committee or nominating committee and expresses willingness to serve.

• Primary Role: Ensure the integrity of the board’s process, particularly to facilitate the board meetings by rarely interjecting his/her voice in the board deliberations but rather to ensure through thoughtful facilitation that the wisdom of each individual board member gets recognized and given ample opportunity to express their opinion and enter into fair and equal deliberation with one another.



• Special Authority: The Chair is the only board member authorized to speak for the board as a group, other than in rare and specifically authorized instances. She or he models involvement, including giving, helps recruit new board members, makes or suggests wise committee assignments, interprets board feelings to the CEO, develops board meeting agendas with the CEO, and insists on good board training.



• Special Authority: However, the limits of authority of the Chair consists only in making decisions on behalf of the board that fall within and are consistent with any reasonable interpretation of board policies on governance process and on the board-CEO relationship. The Chair has no authority to make policy-related decisions beyond policies created by the board.



• Enforcement Role: The Chair ensures that the board behaves consistent with its own rules and those legitimately imposed upon it from outside the organization. Meetings deal only with those issues that belong to the board to decide. The Chair minimizes cliques within the board and deals with division or dissatisfaction as appropriate.

• Relationship with CEO: The Chair has no authority to supervise the CEO but is expected to advise and partner with the CEO on all governance matters.


DISCUSSION


ROLE OF THE “BOARD ORIENTED” CEO

• Truly believes a lasting legacy is a stronger board.

• Sees the board as a necessary partner, not a competitor to mission accomplishment.

• Helps the board clarify the distinguishing roles of board and senior management so together they can move ahead in their non-competing roles with confidence and trust.

• Helps the Chair manage the board without looking for credit for the resulting good leadership of the board.


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• Works with individual board members to identify for each, when wearing their volunteer hats, a couple of areas of interest and competency that could serve the mission.

• Insists on a good annual performance review and agreed upon personal and professional goals for the year.

• Gives the board strategic updates at regular agreed upon times in the format and with the quality that the board deserves and requests.



• Assigns key staff to serve on board committees, helping the committee members do board work without getting pulled into helping management solve problems.

• Meets and exceeds expectations for getting reports and minutes out, following up on board requests, arranging board meetings and special activities, remembering birthdays of board members and their spouses.



• Helps, but does not dominate, in recruiting great new board members.

• Behaves more like a board colleague- thinking, helping, and asking- during board meetings than a “hired hand” only explaining or defending management.


DISCUSSION


THE CEO-CHAIR PARTNERSHIP

• The Chair manages the board. The CEO manages the organization.

• There should be no competition because each has a unique role to play and one cannot succeed in doing the other.

• The CEO should normally be a member of the board, ex officio (by virtue of position) but without vote because the CEO’s job is to implement board policy. A rule of thumb is that an effective CEO’s “voice” influence votes anyway.

• The board self selects the Chair but the CEO should be consulted and have almost veto authority, if she/he feels that they cannot work effectively together.



Although the Chair does not set policy, but is the best to interpret to the CEO when the CEO needs guidance. The CEO and Chair partner on such things as board agendas, committee assignments, way to recognize board service, improve meetings. The Chair usually leads the annual evaluation of the CEO, so transparent communications throughout the year facilitates honest, candid and supportive interaction at time of evaluation. The Chair, not the CEO, is responsible for discipline of poor behavior by board members.



• The Chair, not the CEO, should follow-up when board members are not donors of record or have not signed their pledge in a timely manner.

• The Chair and CEO are the most critical to each other in having a successful tenure where a board that reflects the trusting and productive environment generated by their example.


DISCUSSION


ACTIVITY


• Separate into two groups of either board or staff

• Each group divide into smaller teams by area.

• Review the characteristics of your particular role as either Chair/board or ED/CEO

• Take five minutes and assess your individual effectiveness.

• Identify three strengths and three challenges that you are currently facing and need to address.

• Take 25 minutes to share with the other members of your

group. Summarize your findings and be prepared to report back to the larger group those areas that you need to work on.

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REFERENCE


Good Governance Toolbox, Andringa Group

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•Research on new technologies in biofuels •Track regulatory issues relating biofuels •Provide background on biofuels industry Note: The logic model is a snapshot of your program theory and its outcomes. It is to be completed with clear and concise information on the results of your last grant and submitted with your annual report. Additional narrative, if you feel necessary, may be provided in the report.

Indicator(s) for the Primary Outcome: Measurement Tool(s): #1 #1 #2 #2

Indicator(s) for Other Outcomes: Measurement Tool(s): #1

#2

#3

Other Information:

INPUTS ACTIVITIES OUTPUTS 1. Primary Outcome

2. Outcome (Optional)

3. Outcome (Optional)

PROGRAM THEORY & LOGIC MODEL FOR:

Organization Name: Program Name: Date:

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Of a lifeless •Research on new technologies in biofuels •Track regulatory issues relating biofuels •Provide background on biofuels industry

A snapshot of our program theory and its outcomes for 2011

Indicator(s) for the Primary Outcome: Measurement Tool(s): #1 #1 #2 #2

Indicator(s) for Other Outcomes: Measurement Tool(s): #1

#2

#3

Other Information:

Facilities: 3023 & 3041 4th Ave., S. Center for Fathering Team (8 Staff) Financial Support from UV 5 Year History of inputs, activities, outputs, and outcomes Amicus ‘Everyday Hero’ film Turnipseed Film TED Talks Tom Leyden potential film Your Personal Existing Networks (Gary Cunningham, etc.) Urban Venture’s organization, board, capacity, values, programs, history Urban Ventures Networks: Leadership Foundations, CCDA, Young Life, NPB/MPB Five Stone Media and their production and network (Erwin McManus,etc.) MADDADS Existing federal network $729K Federal Grant/Year/3 Years National Association for Marriage & Relationship Education (NARME)

Tuesday night gatherings Thursday night gathering One-On-One's County Homeschool Lino Lakes Hennepin County Jail City Bus Outreach Forever Strong Team Meetings Trainings Ready Set Work DAP (Monday/Wednesday) Harriet Tubman - Domestic Abuse Speaking TV program (channel 6) Events

50 50 500 40 5 24 104 12+ weekend camp 50 10 (for 2-3 days) 208 100 50 40 50 7

230 graduates last year

120 jobs last year

20 Men in Forever Strong Gary Boatright Gil Baggett Tony Podtburg Paul Wright Billy Hawkins Romericus Sims John Turnipseed Ken Nelson Stan Hill Darrel Collier VJ Smith Sonny Kolaker Jack Strawder Beryl Boles Allen Barnett Demetrius Penndleton Pedro Bustamante Henry Blue Leroy Miles Edward Craig

INPUTS ACTIVITIES OUTPUTS 1. Primary Outcomes

2. Outcome 120 Jobs Last Year

3. Outcome

PROGRAM THEORY & LOGIC MODEL FOR:

Urban Ventures Leadership Foundation Center for Fathering

February 12, 2012

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bti packet dallas, tx april 2017 - leadership foundations

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