Most people join a board of directors or an advisory board because they care about the mission and have a strong desire to make a difference. Too often, however, their board experience comes up short of their expectations, and it is not long before they become frustrated or disengaged. The result is that the organization misses an opportunity to maximize the talents and resources that energized and engaged board members could bring to their efforts.
Yet even strong organizations need to examine from time to time whether they're meeting the highest ethical, fiscal, and governance standards. Periodic check-ups coupled with ongoing board development contribute to the vibrancy of all organizations. Here are the types of questions we help boards answer:
- To what degree are we clear on our mission and the alignment of our programs and services with our core purpose? Are we doing the "right" things?
- Do we have the right processes in place to monitor progress against our strategic direction?
- How well are we fulfilling our mission? How well are we performing? How do we know?
- Are our financial oversight systems robust and allowing us to plan for contingencies appropriately?
- How can we best maximize our position within the community to ensure we attract the resources needed to support our mission?
- What messages should we be delivering to the community? What types of training and resources do our board members need in order to serve as effective ambassadors of the organization?
- How well are we supporting and evaluating the performance of our chief executive? Are we adhering to the highest personnel standards in our field?
- Do we fully understand our individual and collective responsibilities as board members? How best can we fulfill our roles?
- Are we recruiting the talents and experiences that we need to guide the organization into the future?
- How can we improve our orientation and board development practices so we're maximizing the potential contributions of board members?
Starboard authored the resource guide, "Is Your Board Ready for Self-Assessment?" and created the on-line Board Self-Assessment Tool that is marketed by the Maine Association of Nonprofits. Using these tools, we have assisted many organizations across the United States with survey administration and interpretation of the results.
We also provide tailored consultations to nonprofits as well as family-owned businesses on the full range of topics indicated above.
Examples of our Board Governance Work
- Organizations move through stages in their "life cycles" that require different levels of engagement and varying skill-sets from their governing boards. Starboard worked with one economic development organization whose once very active and engaged board had become comfortable with a monitoring role at a time when the organization really needed them to play an active leadership role. Working with the board and staff leadership, we helped them identify what responsibilities they needed the board to assume and then developed strategies for increased board engagement. At the same time, we assisted them in identifying the kind of experience and abilities they would need from the board in the future and then helped them to develop recruitment strategies to cultivate new volunteer relationships and bring on new board members.
- The board of a homeless shelter reached out to us for assistance in making a successful board chair transition. The outgoing chair wanted to make sure that he was leaving a strong governance foundation as well as board development agenda that would support the incoming chair to be successful moving forward. Our work began with administration of the on-line Board Self Assessment. The report we generated became the basis for a day-long board retreat focused on governance and strategic planning preparation. Following the retreat, we assisted the board chair to establish a Governance Committee, which included both the outgoing and incoming chairs. Over the next six months, we assisted the committee with foundational tasks such as creating board member descriptions, board committee descriptions, an annual calendar for committee work, and a strategic planning process for the board to reexamine vision, mission and organizational priorities.
Advisory Boards, Advisory Councils, and ACO Patient Advisory Councils
An example of an advisory council with a specific role is the ACO Patient Advisory Council. As healthcare systems, hospitals, and physicians set-up Accountable Care Organizations (ACOs), they are incorporating into their planning the development of Patient Advisory Councils that can advise ACOs on patient needs, offer thoughts on quality and service, and help those who are administering the ACOs to truly provide medical care that is responsive to the needs of their patients.
Done right, advisory boards or advisory councils can have tremendous benefit for an organization. Unfortunately, they are too often developed as a result of a mandate, in response to a funder, or (as in the case of the ACO Patient Advisory Councils) as a result of new legislation. Without clarity of purpose and meaningful work to do, advisory councils can struggle to find their way and leave their members feeling underutilized and dissatisfied.
At Starboard, we work with organizations to help them develop governance structures, operational guidelines, and clear roles and responsibilities for their advisory councils. Many of the best practices we employ with boards of directors pertain to advisory boards or advisory councils too, but the responsibilities of a board of directors and the work of advisory boards should not be confused. We can help you navigate this successfully.
So whether you call it an "advisory board," an "advisory council," or even a "patient advisory council," we stand ready to support you in maximizing the contributions of your volunteers and help ensure they have a meaningful experience too. See the Starboard Blog for governance advice and for more suggestions that pertain to advisory boards.
For more information please contact us at: 207-992-4400
