Schedule: By Topic

Finance and Management | Fundraising | Governance | Human Resources | Leadership
Marketing and Communications | Public Policy | Theme-Related

Governance

Building Effective Boards from Recruitment to Engagement

Thursday, 1 – 2:15 p.m.

There is more to effective board governance than just compliance. This session will describe and outline the process of building an effective governing board of directors, looking at the major processes of identifying and bringing in new members (recruitment and orientation) and strengthening the board’s performance (education and assessment). Presenters will also discuss tools and techniques that can facilitate your organization’s work in developing a competent board that recognizes the impact of its leadership and understands the importance of becoming fully engaged in the process of governing the organization.

Jennifer Lundblad, president and CEO, Stratis Health and Catherine Weik, senior vice president administration/compliance officer, Stratis Health

Governance for the Shifting Times

Thursday, 2:45 – 4 p.m.

Impending recession…shifting leadership trends and roles…the greening of America…baby boomers nearing retirement…these, among others, are the headlines of our times. How do social, demographic and environmental changes impact the role of nonprofit board governance? This session will explore the impact key trends have and will continue to have on the board governance function. Presenters will share how these issues are being dealt with nationally and what best practices are being utilized to ensure effective governance in changing times. We will also use the wisdom of the group to lead the way in identifying new practices that will better prepare nonprofits at the governance level for these important shifts.

Judy Alnes, executive director, MAP for Nonprofits and Judy Sharken Simon, manager of board and volunteer services, MAP for Nonprofits

The Topography of Executive Transition

Friday, 2:15 – 3:30 p.m.

Understanding the topography of the executive transition process is a prerequisite for an organization’s board of directors and its president to successfully lead an organization through a major leadership transition. Too often, executive changes are unplanned and organizational versus personal relationships and needs are unclear. In addition, the board is often handicapped when the executive transition is seen as a short-term priority as compared to a long-term strategic goal. This session will provide participants with a “topography map” and model for successful executive transition based on the working assumption that it is never too early to begin planning for this event in any organization.

Linda Ewing, partner, Cincinnatus, Inc.; Kent Eklund, chair, Cincinnatus, Inc.; and Sarah Strickland, senior consultant, Cincinnatus Inc.