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If you are like most people, you think the future is important to both you and the organization you serve. Each board member probably shares your interest in the future. Is the board as a group spending enough time thinking about, talking about, and planning for the future? [...]  The board is one of the more important elements of success for any organization. The more effective the board is the more it contributes to the success of the organization. How do we measure board effectiveness? Once it is measured what is next? [...] “When should we do a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis?” is a question that has popped up frequently in discussions with clients. The easy answer is after the goals have been set. However, for many of our clients the logic behind that answer has been unclear. This article will explain the logic. [...] What happens when a board member retires? To some you express your gratitude. The majority, however, are a lamentable loss. They were good folks with good ideas. They brought in other supporters. They were active volunteers. They moved mountains when most people felt like the mountain had fallen on them. [...] Periodically Christian schools struggle with financial problems. There are many reasons. A common symptom is the lack of money. However, the real reason might be donor engagement or declining enrollment. Those problems arose a few years ago but this is the first year for a budget deficit. It may appear to some on the board that the deficit is due to overspending rather than a lack of income. [...] How do you know if the board meetings are effective? The ultimate measure is the success of the parochial school. When the students are growing and changing, enrollment is increasing, donors are more generous, and the year-end report shows a modest surplus, it is easy to conclude that the board is effective. Is there a way to evaluate effectiveness between annual reports? [...] Unfortunately, about 70% of the parochial schools are under stress. That is an unscientific number. However, based upon our experience it is defendable. [...] Independent of the economy and all of the other external factors, there are things you and the board can do to change the future. The right change will make the school more competitive. [...] Leaders must think strategically. However, we seldom train them to do what we demand. Many who serve on a nonprofit board are serving on a board for the first time. Their employment requires operational thinking. As a result, they think about details first, the big picture second, and strategy is a problem solving tool rather than a planning tool. [...] One can connect the passion of the donor to the mission. The strategic plan is the connection. The strategic plan must be concrete, creditable, and have an emotional element. [...] |
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