建立和维护高功能高的董事会:金妮的治理清单

由Pexels的Max Vakhtbovych提供

About this Series

在家庭基金会的初期,捐助者和其他热情的家庭成员倾向于首先转向赠款的兴奋,此后不久,将管理和投资需求的实用性转向。治理通常不会立即进入对话中,这是一定意义的。早期治理往往是非正式的,甚至可能被视为支持强大的创始人。最终,家庭及其基础发展并建立结构和系统可能无法像以前一样为基础(和/或家庭!)服务。对治理的周到关注有助于为早期成功的基础定位。而且,当组织发展要求它时,对治理的关注必须是基金会领导和运营的任何评论/刷新的重要组成部分。

在这两种情况下,董事会经常寻求建议和支持。他们通常正在寻找一长串问题的答案:

  • 我们应该有几个董事会成员?
  • 董事会应该多久开会一次?
  • 我们需要委员会吗?
  • 我们是否提供委员会和/或大家庭参与的酌处赠款或其他激励措施/确认服务?
  • 董事会访问社区和计划专业知识如何?
  • 我们什么时候开始下一代?
  • And many, many more.

我作为高级研究员的工作几乎完全专注于帮助家庭确保伟大的治理。当面对“列表”时,我的第一个本能是更深入地研究促使问题的原因。同样重要的是,我寻找问题that aren’t on the list

I recently worked with a family hoping to set up good board processes for their very new foundation. In mapping out a thorough review of all the issues and questions they might consider, I realized I was finally getting the chance to offer other boards a list of my own:金妮的治理清单

在这一系列的新博客中,我将介绍您可能想在董事会上解决的问题列表。尽管有很多资源可以帮助您确定每个领域的共同和有效实践(其中许多可以在NCFP知识中心找到),但我将更少关注结果,而更多地确保一切都在桌面上。万博手机版max客户端官方版将其视为路线图,而不是确定目的地。通过以这种格式介绍它,我希望家庭基金会委员会将有一个实用指南来建立其基金会应有的董事会。

该系列将涵盖:

  • 董事会成员的基础需求和期望
  • Board Composition, Selection and Terms
  • 董事会委员会和决策
  • 董事会评估和更新
  • 其他考虑因素。

让我从毫无疑问是最经常被忽视和最基本的主题和问题开始。治理指导原则和董事会的作用。


金妮的治理清单:指导原则和董事会的角色

Founders, families, and advisors bring diverse perspectives and opinions to board service. The best of family philanthropy is often found in the richness of that diversity. Yet, when those views are very different—and perhaps even in direct conflict—resolution can be impossible without a common understanding of what it means to serve on this particular board. Before determining any governance policies or practices, start with the first and the most fundamental of questions:

哪些原则将激发和指导董事会服务?

Guiding principles for board service reflect critical issues of attitude and approach. The earlier these can be developed and shared with current and prospective board members, the more likely there will be a common basis for developing and adhering to governance policies and practices. When I encounter stridently different positions on a particular practice or policy, with everyone absolutely sure they have the right idea, I almost always find that each person is operating with a different set of goals or expectations.确认基金会董事会的指导原则为未来几年的所有董事会工作提供了宝贵的背景。

I recently asked this question about guiding principles of a foundation trying to position the board to include the next generation. What followed was an inspiring and enlightening discussion of humility and service. Board service, as they had learned from the founders, is a privilege and not a source of any tangible personal benefit. They went on to emphasize that future members should come to the board to support the shared values and mission; personal interests should be supported by personal volunteering and giving. Understanding the value this family places on selfless service went a long way to developing specific policies on eligibility, terms, discretionary grants, and more. Another family, also trying to find a place for future generations, felt the foundation benefited from as many family members as possible bringing diverse passions, networks, and opinions to the work. Their policies would have to balance individual initiative with the need to work as a collective. As you think about your values, your motivations and aspirations, and your goal to ensure the best possible governance for your foundation, here are some questions that might help you frame your guiding principles, document them, and use them as the basis for the policies and practices you establish.

态度和方法的关键问题:

  • 对于创始人:选择建立基金会时,您对捐赠和家庭参与的希望是什么?您是否与选择参与的希望分享了这些希望?关于您的动机和目标的坦率和清晰度可以消除那些负责实现自己的意愿的人的早期和无尽的误解。
  • For older foundations that don’t have a founder legacy statement, think about your memories and personal reflections. While each person will have memories unique to their relationship with the founder, the important work will come from discussing those reflections with family members and board colleagues and capturing a shared statement of founding principles.
  • 管理与所有权:董事会成员是否认为自己是家庭遗产的管理者?有些人是否使用其他参考框架(家族企业或办公室)来(通常不适当)作为金融资产的所有者?
  • 一家人会为基金会服务还是基金会为家庭服务?董事会成员是否将其法律和道德义务理解为私人基金会受托人?
  • 这是一个家庭基金会,在多大程度上追求共同的愿景和任务,在多大程度上是授予个别董事会成员利益的工具?(认识到,随着家庭的成长,该问题(例如此列表中的许多人)变得更加复杂;开国解决方案可能需要随着时间的推移而重新审视。)
  • 鉴于系统并不总是会很好地老化,因此基础是否旨在永久存在,如果是这样,您的治理政策和实践将如何反映出这一目标?(我总是想起小家庭基金会的政策,即所有血液亲戚都可以在董事会中服役,他们打算成为永久的基础。)
  • 如果将有共同的愿景和目标,那么如何确定这些?
  • How do you define the privilege of trusteeship: as honor and responsibility or as personal prerogative? Should/will there be any tangible personal or individual benefit to board service?
  • 基金会的精神及其治理将如何反映出这样的事实,即首先是创始人家庭的慈善事业的全部?在最初的非正式几年中,基金会可能会在家庭的“细分市场”之间划分工作,赠款机会和董事会席位 - 通常是第二代代表的分支机构。其他基金会根据世代决定了角色和特权。随着时间的流逝,组织机制可能成为最终游戏。董事会在这些细分市场中努力保持“公平”,并经常失去整个开国家庭的感觉。但是对谁公平?还是什么?重申创始人和整个家庭的遗产可以帮助抵消家庭分裂的持续要求。
  • 您将如何建立基金会社区来获得最大程度的专业知识和经验?其他人将如何补充家庭成员带来的知识和观点?家庭控制在多大程度上是优先事项?(注意:当Checklistaddresses eligibility.)

采取下一步

如果您正在考虑进行治理刷新,或者计划欢迎新一代自愿服务,或者您想确定可以理解您的治理方法的社区董事会成员,请考虑制定您的指导原则陈述。哪些原则指导治理和您获得董事会服务特权的方法?董事会的政策和实践中如何反映这些?如果您已经完成了表达价值观的工作,那是一个很好的开始。您的价值观对您的治理理念和董事会服务方法有何评论?

进入未来的博客:更多金妮的治理清单

如概述中所示,在Checklistwill be over the next several months. The work you do to understand and document your guiding principles will position you to address those questions in a more logical and thoughtful way. And those who work with you now and in the future will be able to interpret and carry out your intentions with greater clarity, context, and insight.

金妮·埃斯波西托(Ginny Esposito)是国家家庭慈善中心的高级研究员和创始主席manbetx安卓版最新版下载