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Rich Tips is a free electronic newsletter published by Richard Male & Associates (RMA), a nonprofit consulting firm. Please send any suggestions or comments to editor@richardmale.com. Please give us a hand with our next Rich Tips issue on politicians and nonprofits. Send your tips on this topic to editor@richardmale.com. Are there topics you'd especially like us to cover? Let us know! ---------------------------------------------------------------------------- This week's tips: Tips for Success as a Board Chair Every nonprofit organization (as well as public agency) is looking for the perfect board chairperson who can excel at every aspect of leading the organization to the next level. It's true that the board chair is a critical element to a successful organization. Selecting a board chair must be a careful and strategically well-planned process. You don't select a board chair based on who raises their hand first and cries “pick me.” From my experience, while some skills are transferable from one organization to another, the work of most boards of directors must be tailored and shaped based on the current life-cycle phase of the organization. During the start-up phase there is a need for more entrepreneurial leadership; during the growth and maturing stages there is a great need for strong management, infrastructure and systems thinking. Every organization is different and every board chair needs to approach their role in light of the values and mission of the organization. Keeping this in mind, here are our 10 tips to success as a board chair.. 1. A key role of the board chair is to be the mouthpiece of the organization. The chairperson and the executive director should play key roles in representing the organization at public events, with the media, and when testifying in front of legislative bodies. 2. The board chair needs to keep everyone on task both at the meetings and when trying to accomplish a job for the organization. When a board member makes a commitment at a board meeting, have the secretary underline the commitment in red ink. The chair can go over these commitments at the next meeting to make sure they're accomplished. 3. In reality, the board chair has no real power, just influence. In a democratically run board, the board chair should facilitate and involve discussion to try to reach decisions. The real power comes not in individually exercising the power, but in inspiring the group to exercise its collective power. 4. When chairing meetings, it's important to include everyone in the decision-making process. You can lose credibility very quickly by excluding people who are difficult to deal with, isolating people who share dissenting opinions, or not calling on people because they're quiet or shy. It's very important for the chair to involve the whole group when discussing issues and making decisions. 5. It's important for the board chair to know what each member's strengths are, and the best way to do this is to get to know each of the board members individually. So, try to go out to lunch at least once per year with each board member and really take the time to get to know them. 6. The chair is where the buck stops, so expect criticism but don't take it personally. This is an important point for any board chair to recognize. You're not in a popularity contest — it's better to be respected than liked. Conflict and criticism are part of the turf. 7. Be prepared for every board meeting and realize that it's show time. Board meetings are critical to any organization's success and they must be well planned. Make sure you meet with the executive director to write and prepare the agenda. Don't avoid touchy issues. 8. Ask people directly in front of other board members to volunteer for tasks and roles. It's more difficult for people to say “No” publicly than privately. Don't be afraid to exert this kind of leadership at the meetings. 9. After people volunteer for a task, ask them what kind of support they will need to succeed. Make sure you are clear on this. 10. When recruiting new individuals to your board, select those who are excited about your mission and role in the community. They should feel honored, not obligated, to serve on your board. ------------------------------------------------------------- New Grant Opportunities Skoll Foundation Through its Social Sector Program, the Skoll Foundation seeks to make a meaningful contribution to the development of 21st century infrastructure for social entrepreneurship, philanthropy, and the social sector, both in the United States and internationally. Through this program, the foundation will support the development of knowledge, tools, vehicles, pathways, and networks that meet the needs of social entrepreneurs, philanthropy, and the global social sector for information, resources, connection, transparency, and accountability. Special emphasis will be placed on opportunities to support work that promotes understanding of, expands, or improves capital markets for social entrepreneurs and social entrepreneurship; advances knowledge and practices concerning social entrepreneurship and philanthropy; and enhances the accountability and effectiveness of social entrepreneurship, philanthropy, or the social sector on a systemic level. For detailed information go to: http://www.skollfoundation.org/socialsectorprogram/ Rose Architectural Fellowships A program of the Enterprise Foundation, the Frederick P. Rose Architectural Fellowship is designed to promote architectural and community design in low-income neighborhoods. The fellowship fosters productive partnerships between architects and community development organizations and encourages architects to become lifelong leaders in public service and community development. Fellowship applicants submit project proposals created in partnership with nonprofit community development organizations. Selected fellows are embedded in communities for three years, where they work with their sponsors and other professionals to complete full-scale projects that include design, building, and/or rehabilitation. Each fellow receives guidance, support, and mentoring from local professionals. They also receive ongoing training from national experts, a $40,000 annual stipend, and a range of benefits, including healthcare. Prior to application, both the architect and the partner organization must develop a document based on their shared vision and goals. As part of the application process, they must develop a proposal that highlights a three-year work plan with tangible, measurable objectives. For detailed information go to: http://www.enterprisefoundation.org/majorinitiatives/rosefellowship/index.asp RadioShack Neighborhood Answers Grant Program The RadioShack Neighborhood Answers Grant program is designed to offer answers – answers that bring community impact through programs or projects conducted by local nonprofit organizations. Our program currently focuses on two areas: prevention of family violence/abuse and/or child abduction. For detailed information go to: http://www.radioshackcorporation.com/cc/contributions.html
Federal Grant Opportunities (if any of the following grants sound appealing, please contact Mourene Tesler to learn more about the application procedure - mourene@richardmale.com) ------------------------------- William F. Goodling Even Start Family Literacy Programs--Grants for Indian Tribes and Tribal Organizations Closing Date: April 11, 2005 Amount: $4,975,000 Estimated Range of Awards : $150,000-$250,000 per year Estimated Average Size of Awards: $200,000 per year Estimated Number of Awards: 20-33 Eligible Applicants: Federally recognized Indian tribes and tribal organizations. Applicable definitions of the terms ``Indian tribe'' and ``tribal organization'' are in section 4 of the Indian Self-Determination and Education Assistance Act, 25 U.S.C. 450b. Agency/Department: DEPARTMENT OF EDUCATION SUMMARY: The William F. Goodling Even Start Family Literacy Programs (Even Start), including the grants for Indian tribes and tribal organizations, are intended to help break the cycle of poverty and illiteracy by improving the educational opportunities of low-income families by integrating early childhood education, adult literacy or adult basic education, and parenting education into a unified family literacy program. These programs are implemented through cooperative activities that: build on high-quality existing community resources to create a new range of educational services for most-in-need families; promote the academic achievement of children and adults; assist children from low-income families to meet challenging State content and student achievement standards; and use instructional programs that are based on scientifically based reading research and on the prevention of reading difficulties for children and adults, to the extent such research is available. A description of the required fifteen program elements for which funds must be used is included in the application package. Listed in: Federal Register: February 17, 2005 Volume 70, Number 32 Page 8085-8089 For detailed information go to: http://a257.g.akamaitech.net/7/257/2422/01jan20051800/edocket.access.gpo.gov/2005/E5-657.htm
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