The Strategic Board

A SIMPLE, PRACTICAL PLAN FOR BUILDING A GREAT, EFFECTIVEBOARD

Every nonprofit board wants to be great. But the reality is, feware. It's one of the great puzzles of governance. How do you moldhighly talented individuals with diverse backgrounds, limited time,and no governance expertise into an effective board?

The Strategic Board provides the answer. Drawing on more thantwenty years of nonprofit experience, Mark Light outlines apractical model that overcomes the built-in deficiencies ofnonprofit boards and guides them to strategic effectiveness. TheStrategic Board(TM) model of governance is a step-by-step,easy-to-implement, multilevel course of action that enables a boardto craft a comprehensive Governance Plan(TM) that:
* Develops a Leadership Plan that determines "Where to gotomorrow?"
* Creates a Delegation Plan that specifies "Who does what?"
* Follows through with a Management Plan that decides "What getsdone today?"
* Puts in place a Vigilance Plan to answer the question "Did ithappen?"

The Strategic Board approach doesn't dictate the answers. Rather,it makes sure you ask all the right questions as you outline yourgoals and focus on achieving them. It's a uniquely flexibleblueprint for better functioning that will at last connect yourboard's work about where you go tomorrow with your staff's work onwhat gets done today.

Every nonprofit board dreams of greatness. Here are the tools toachieve it. INTRODUCTION TO THE STRATEGIC BOARD.

Seize the Day.

The Case Statement.

The Governance Plan.

THE LEADERSHIP PLAN.

Where To Go Tomorrow.

Values.

Vision.

THE DELEGATION PLAN.

Who Does What?

Determining Duties and Guidelines.

Adding Value.

THE MANAGEMENT PLAN.

What Gets Done Today?

Building the Management Plan.

THE VIGILANCE PLAN.

Did it Happen?

ENDINGS.

Closing Thoughts.

Appendix A: Victoria Theatre Association Governance Plan.

Endnotes.

Index. "The Strategic Board tackles head-on the single most urgent problemfacing not-for-profit organizations and their boards of trustees.It is refreshingly, lucidly written, as well as fast-paced. It isblessedly free of social science jargon, as well as theory, andoffers a clear, direct explanation of the basic reasons mostnot-for-profit boards fail to fulfill their responsibilities or tofunction at minimally acceptable standards. It offers a practical,no-nonsense "how to" roadmap that will leave not-for-profit boardmembers no excuse for being ineffective or sub-optimal. This bookpicks up where the authoritative, research-based study of boards byBowen, Nygren, and et. al, and Chait, Holland, and Taylor leaveoff, and outlines what a not-for-profit organization must do inorder to transform itself into a strategic-thinking,strategically-run organization. It is must reading for everynot-for-profit board and chief executive."--Joel Fleishman,Professor of Public Policy Sanford Institute

"Mark Light demonstrates a keen understanding of the challengesfacing nonprofit boards, and offers a simple, useable framework forfocusing the work of a board."--Carol A. Lukas, Director,National Services, Amherst H. Wilder Foundation

"Who among us, often serving simultaneously in both roles ofnonprofit executive and board member, would not relate in aheartbeat to Light's seven 'realities' and four 'questions of greatgovernance?' The importance and usefulness of Mark's insights andtested plan are immeasurable to all of us who wrestle daily withthis #1, always-in-your-face challenge.--Roni D. Posner,Ed.D., Executive Director, Alliance for Nonprofit Management

"It is a delight to recommend this step-by-step guide to highimpact governance! As a direct result of this remarkable process,our United Way is posting stunning gains in a highly competitivefundraising and community investment arena where everything ismeasured and outcomes matter! Mark Light's star shines brightest inthis extraordinary work!"--Alan Perez, President/CEO, UnitedWay of Erie County

"Finally-a no-nonsense book from a seasoned nonprofit executivewho has worked as both a consultant to nonprofit organizations andin the trenches of governance. Straight to the point and eminentlypractical, Mark Light's governance model challenges nonprofitexecutives to think beyond traditional approaches and reach forinnovative solutions." --Richard D. Moyers, ExecutiveDirector, Ohio Association of Nonprofit Organizations

"Mark Light zeroes in on the obstacles to good governance andsharply focuses the board's attention on its essential andstrategic role."--Alice Korngold, President and CEO, BusinessVolunteers Unlimited

"Mark Light's Strategic BoardTM governance model is a new andinnovative approach to the most important challenge to nonprofitorganizations today-improving governance. As a consultant who hasused this model in my own work with boards, I can say withconfidence that this book will be welcomed by the nonprofitcommunity and well-used."--James Abruzzo, Managing Director,Nonprofit, Education and e-Philanthropy Practice StratfordGroup Mark Light is President of the Arts Center Foundation, Victoria Theatre Association, and Dayton Opera, as well as the consulting firm First Light. An executive with nearly twenty years of experience, he has provided governance guidance to organizations ranging from the United Way to housing authorities to arts organizations. He speaks extensively and has presented programs for the National Center for Nonprofit Boards. There’s a strange paradox in the nonprofit world. Take top business executives, highly dedicated volunteers, and other community leaders–all with impressive records of achievement in their own fields–and put them together on a nonprofit board, and you wind up, more often than not, with a remarkably inefficient, indecisive group that seems incapable of turning ambitions into accomplishments. How can boards overcome their very nature and become well-functioning, goal-oriented successes? The Strategic Board finally answers that question with a quick and simple blueprint that will work for every board at every type of nonprofit organization.

Nonprofit governing boards want to be effective and deliver high-impact results. It’s just that the realities that affect boards mediate against easy functioning. Board members often have considerable goodwill but few governance skills to effectively translate that goodwill into great work. Board members have much of value to contribute–fundraising ability, political influence, other expertise–but they are rarely chosen for their skill at governing. That a board made up of part-time novices with limited time should have the final responsibility for the organization constitutes one of the great ironies of nonprofit governance.

In this levelheaded, clearly written guide based on his own extensive experience in nonprofit organizations, Mark Light explains the seven realities of nonprofit governance that contribute to boards’ difficulties, and then outlines the Strategic Board™ model of governance–a simple, practical, easy-to-implement solution to help every board create stability and sustainability, accomplish its purpose, and produce satisfying results.

Light spells out the four questions that build a strategic board:

• Where to go tomorrow?
• Who does what?
• What gets done today?
• Did it happen?

He then shows how these questions can be used to build a comprehensive four-part Governance Plan™ covering each critical component, from strategic and operational planning through guidelines of conduct and schedule monitoring. As you build your Governance Plan™, you will notice that the success measures you develop will become the glue that holds your entire organization together–from board members to executive director to front-line staff–as you progress steadily toward your goal.

Brimming with real-life stories and anecdotes, forms and checklists, agendas and group facilitation techniques, this easy-to-use book will help boards of nonprofit organizations, large and small, transcend their traditional limitations and achieve the greatness they always hoped for.

A SIMPLE, PRACTICAL PLAN FOR BUILDING A GREAT, EFFECTIVE BOARD

Every nonprofit board wants to be great. But the reality is, few are. It’s one of the great puzzles of governance. How do you mold highly talented individuals with diverse backgrounds, limited time, and no governance expertise into an effective board?

The Strategic Board provides the answer. Drawing on more than twenty years of nonprofit experience, Mark Light outlines a practical model that overcomes the built-in deficiencies of nonprofit boards and guides them to strategic effectiveness. The Strategic Board™ model of governance is a step-by-step, easy-to-implement, multilevel course of action that enables a board to craft a comprehensive Governance Plan™ that:

• Develops a Leadership Plan that determines "Where to go tomorrow?"
• Creates a Delegation Plan that specifies "Who does what?"
• Follows through with a Management Plan that decides "What gets done today?"
• Puts in place a Vigilance Plan to answer the question "Did it happen?"

The Strategic Board approach doesn’t dictate the answers. Rather, it makes sure you ask all the right questions as you outline your goals and focus on achieving them. It’s a uniquely flexible blueprint for better functioning that will at last connect your board’s work about where you go tomorrow with your staff’s work on what gets done today.

Every nonprofit board dreams of greatness. Here are the tools to achieve it.

"The Strategic Board tackles head-on the single most urgent problem facing not-for-profit organizations and their boards of trustees. It is refreshingly, lucidly written, as well as fast-paced. It is blessedly free of social science jargon, as well as theory, and offers a clear, direct explanation of the basic reasons most not-for-profit boards fail to fulfill their responsibilities or to function at minimally acceptable standards. It offers a practical, no-nonsense "how to" roadmap that will leave not-for-profit board members no excuse for being ineffective or sub-optimal. This book picks up where the authoritative, research-based study of boards by Bowen, Nygren, and et. al, and Chait, Holland, and Taylor leave off, and outlines what a not-for-profit organization must do in order to transform itself into a strategic-thinking, strategically-run organization. It is must reading for every not-for-profit board and chief executive."—Joel Fleishman, Professor of Public Policy Sanford Institute

"Mark Light demonstrates a keen understanding of the challenges facing nonprofit boards, and offers a simple, useable framework for focusing the work of a board."—Carol A. Lukas, Director, National Services, Amherst H. Wilder Foundation

"Who among us, often serving simultaneously in both roles of nonprofit executive and board member, would not relate in a heartbeat to Light's seven 'realities' and four 'questions of great governance?' The importance and usefulness of Mark's insights and tested plan are immeasurable to all of us who wrestle daily with this #1, always-in-your-face challenge.—Roni D. Posner, Ed.D., Executive Director, Alliance for Nonprofit Management

"It is a delight to recommend this step-by-step guide to high impact governance! As a direct result of this remarkable process, our United Way is posting stunning gains in a highly competitive fundraising and community investment arena where everything is measured and outcomes matter! Mark Light's star shines brightest in this extraordinary work!"—Alan Perez, President/CEO, United Way of Erie County

"Finally-a no-nonsense book from a seasoned nonprofit executive who has worked as both a consultant to nonprofit organizations and in the trenches of governance. Straight to the point and eminently practical, Mark Light's governance model challenges nonprofit executives to think beyond traditional approaches and reach for innovative solutions." —Richard D. Moyers, Executive Director, Ohio Association of Nonprofit Organizations

"Mark Light zeroes in on the obstacles to good governance and sharply focuses the board's attention on its essential and strategic role."—Alice Korngold, President and CEO, Business Volunteers Unlimited

"Mark Light's Strategic BoardTM governance model is a new and innovative approach to the most important challenge to nonprofit organizations today-improving governance. As a consultant who has used this model in my own work with boards, I can say with confidence that this book will be welcomed by the nonprofit community and well-used."—James Abruzzo, Managing Director, Nonprofit, Education and e-Philanthropy Practice StratfordGroup