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Capability Company

A Message from our President

Dear Reader,

I took my car to the shop this week for its annual inspection and a tune-up.  Sometimes I forget to do this and then, in a panic, take it in before a big trip.  Not only is that inconvenient during a busy time, but it's also not good for my car (or my pocketbook).  Along these lines, Maggie Clay Love reminds us in this month's article,  that, just like our cars, we need to take our board of directors in for regular tune-ups. If you enjoy this article and want to read more great board advice by Maggie, take a look at "Who's Responsible for the Board of Directors Anyway?" on our website.
 
Congratulations to Krystyna Powierza in her new role as Deputy Director of Finance with the Alliance of AIDS Services - Carolina. We were happy to help the AAS-C in small part with this search and know that Krystyna will do a great job in her new role.
 
As always, we have our calendar of upcoming events. We hope you take a moment to review the conferences and activities your peers are attending in the next few months while you are setting up your personal schedule.
 
Thank you and have a great month!

Sherry Heuser
President, Capability Company

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Article of the Month

Word count: 684
Approximate Reading Time: 5 Minutes

Does your Board Need a Tune-Up?

by Maggie Clay Love

Does your Board Need a Tune-Up?

by Maggie Clay Love

Like 3,000-mile oil changes and recommended maintenance on your car, your nonprofit organization’s Board of Directors needs regular care to keep it running smoothly and effectively.  But sometimes, everyday demands take precedence, and before we know it, we hear a little knock in the engine, or we’re not getting such great gas mileage… So, what are some indicators that your Board may not be operating at peak performance?  Consider these questions:

  1. Do Board members leave meetings with heightened passion and energy for the organization?
  2. Do Board committees know their goals, and have the tools to accomplish them?
  3. Are Board members knowledgeable and comfortable representing the organization?
  4. Does every Board member make a financial donation in addition to their committee involvement?
  5. If asked individually, would each member describe themselves as “successful” in their role on your Board? 

While none of us has the perfect Board of Directors, if you answered no to most of these questions, your Board could need some maintenance, or be overdue for repairs! 

  1. Do Board members leave meetings with heightened passion and energy for the organization?  For Board members to be passionate about the organization, they must be engaged.  Use your strategic plan and organizational knowledge to create an annual calendar that outlines what actions, issues and responsibilities will need to be addressed at each regularly-scheduled Board meeting.  Doing this will increase transparency, empowerment and accountability, and encourage the Board to be proactive rather than reactive.  How is information communicated at Board meetings and within the Board structure?  Develop an internal Board communications checklist with deadlines and accountability so no one feels out of touch! 
  2. Do Board committees know their goals, and have the tools to accomplish them?  Each committee should start the fiscal year with their goals listed and a simple plan to meet them, including a list of resources needed for the job.  What is the purpose of the committee?  Does the committee have the authority to act on behalf of the Board?  What are the expected paths of communication between committee and Board?  If your committees aren’t working effectively, ask whether your committee structure supports the work the organization is doing in the community.  Your committee structure may need a complete overhaul! 
  3. Are Board members knowledgeable and comfortable representing the organization?  Your organization’s mission should be like your car’s headlights: strong and focused.  While the Board is responsible for maintaining focus on the mission, most activities are directed by staff.  Does your Board know how the mission is being translated in the community through staff-guided programs?  Can your Board speak clearly, confidently, and accurately about your organization?  Weave programmatic information into Board activities so there is a direct correlation between the Board’s action and the staff’s success in fulfilling your mission.  Your Board’s knowledge of programs and activities may need to be updated! 
  4. Does every Board member make a financial donation in addition to their committee involvement?  A financial donation – regardless of the amount – plus committee involvement are indicators of each Board member’s level of engagement.  Every Board member impacts fundraising simply by being on the Board.  Each Board member should know your organization’s story and overall fundraising strategy, and be your biggest advocate, loudest cheerleader, and best example to the community as a donor and volunteer.  Perhaps your Board’s role in the organization’s resource development strategy needs to be clarified! 
  5. If asked individually, would each member describe themselves as “successful” in their role on your Board?  I’ve yet to find a Board member who wants to be unsuccessful.  Often, lack of involvement means Board members haven’t been clearly asked or not given right the tools to do the job.  Like all teams, your Board has a unique culture based on its makeup.  Assess your Board’s strengths, weaknesses and culture within the context of the organization’s annual goals.  Clarify why each member is important, what they bring to the Board’s culture, and how they impact the success of the organization.  Rethink your old Nominating Committee… maybe its time for a Board Development Committee to strategically build Board capacity! 

The Bottom Line:The investment in the regular care and maintenance of your Board of Directors can prevent bigger problems in the future that may be costly in both time and dollars to repair.  Summer is a great time to put additional time and energy into assessing and developing what your Board needs to be successful next year.

Maggie Clay Love is an independent, licensed development consultant in Raleigh, NC, with 20-plus years in fundraising and nonprofit management.  She specializes in organizational and board development, fundraising strategies and philanthropic partnerships, corporate campaigns, and grant writing.  Maggie can be reached at maggieclaylove@gmail.com or 919.845.2770. 

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Event Calendar

Visit the current calendar of events on our website.

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In This Issue

Current Searches
Article of the Month
The Bottom Line
Event Calendar

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A Client's Perspective

“We are very excited at the outcome of our search process…I appreciate your efforts on our behalf."
 
Jim Roth
Home of the Sparrow

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8300 Clarks Branch Drive | Raleigh, North Carolina 27613 | 919.791.3700
Visit us online at www.capabilitycompany.com or e-mail us at info@capabilitycompany.com



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