Session 1: The Role of the Board
This session will address expectations for boards in our sector. You will examine the historical role of boards in our sector and how outstanding boards differ from those that are mediocre. You will use the results of a pre-seminar survey to discuss the general priorities for improving governance performance.
Session 2: The Twin Cities Chamber Orchestra
You will participate in a case discussion, analyzing the scope for improved governance at The Twin Cities Chamber Orchestra. In the second half of this session, you will work with your team to explore specific issues from the case study and begin discussions about self-assessment for your board.
Session 3: The Future of Your Board
You will explore how your board can be most effective from the standpoint of mission achievement for your organization.
Session 4: The Strategic Role of the Board
You will build on the discussions about the pre-seminar survey and Twin Cities Chamber Orchestra case study as you explore the strategic role of the board and match individual organizational strategies with specific plans that leverage the skills and abilities board and executive to advance strategy.
Session 5: You Are Here: Assessing Board Performance
You will use the pre-seminar survey results as the basis for a conversation about what evaluation methods best capture board performance. You will review how your organizations compare to peak performance measures generally, and work with your group to refine your board performance measures.
Session 6: Improving the Governance Process
In this session, you will examine the traditional administration and organization of boards: size, nominations, committees, and all related governance procedures. Looking at the “nuts and bolts” aspect of board work, you will identify how to build on what your board does well, where there is room for improvement, and how to build effective self-assessment into your meetings.
Session 7: Governance in Times of Crisis
You will examine a case study about the Alberta Theatre Projects, using it as a base of discussion to construct sample board evaluationplans. You will identify the specific “motivation to serve” that drives your board, and explore how your board can make these motivations explicit to benefit board performance.
Session 8: Managing Board Change Change is often a delicate process, and difficult to implement. Using examples of successful change management efforts, your team will devise an action plan for beginning the changes necessary to create a high performing board, including specific measures and priorities.
The complex issues involved in leading a cultural nonprofit today can challenge even the most skilled management team. Using our first-hand experience in the arts and working with faculty from leading business and graduate schools, we deliver executive-level programs that help you find new opportunities, manage your resources and lead your organization toward its mission.