This three-part virtual series relevant to new and veteran Chief Executive Officers and their board trustees, explored key components of successful governance including positive CEO and board chair relations, the important committee structure, clear communication pathways, board independence, assessment tools and more.

Part I: Bedrock Governance - Build and Maintain a Firm Foundation

Strong governance depends on a solid foundation. Noting that most boards of non-profit organizations are volunteer positions, it’s important to ensure board members know their roles and responsibilities.  Part I one of our series will explore these fundamentals and look at how board composition can create a more dynamic and solid foundation.  We will share best practices and tools for boards to consider using to promote transparency with and for the board, especially as it relates to the financial health of the organization.

Faculty: Aaron Rulnick, Managing Principal, HJ Sims; Lynn Daly, Executive Vice President, HJ Sims; Chris Henderson, CEO, Pinnacle Living; David Middleton, Interim CEO, Aldersgate; and Mary Kemper, President and CEO, Methodist Ministries Network

Part II: Clear Circuit Breakers - The Power of Strong CEO/Board Relations and Communications

The partnership between the board and CEO, particularly the relationship between the board chair and CEO, provides the dynamic energy that powers board effectiveness. Part II highlights the crucial importance of communication and trust in strong governance. Attendees will learn skills to carefully discern the distinct and overlapping roles of the board chair and CEO and identify ways to maintain strong communication throughout board leadership transitions.

Faculty: Jane Mack, President and CEO, Friends Services Alliance; and Karen Lehman, President and CEO, MHS Association

 

Part III: The Blueprint - Maximizing Board Performance

A board self-assessment process is foundational for setting board development priorities and motivating board members, individually and collectively. Regular evaluation and assessment of board performance can keep your board strong and flag any areas that may warrant board discussion to determine specific areas for training and education. A healthy self-assessment process can bring to light opportunities that will increase board functioning. Part III examines how to measure your board’s performance against recognized best practice roles and responsibilities of a board and quantify success in terms of measuring board progress.

Faculty: Karen Lehman, President and CEO, MHS Association; and Jane Mack, President and CEO, Friends Services Alliance