Power of Good

foundation to compare the impact of "e bottom line is, we have a noble one grant against another, even if they mission like all of you do. We have are for different purposes. limited resources like all of you do," he Weinstein said robin Hood does said. "e obligation of funders is to more than write checks. It offers use their dollars to have a maximum grantees an array of services, from impact on their mission. at's the way getting a grantee's bookkeeping in we go about it." order to helping improve its boards of When Hudson asked Weinstein directors, building computer systems to about fighting poverty in Alabama, the marketing the grantee. native New Yorker acknowledged it is a "Someone in the audience who shall subject he doesn't "know the first thing remain nameless asked me yesterday about." But Weinstein recommended whether what we do scares the bejesus trying small-scale programs. One idea out of our grantees," Weinstein said. he suggested was to set up buying coop"e answer is, I hope not." eratives in the Black Belt to At the Elevate Weinstein said using increase the purchasing dinner, Gov. metrics is not grading power of people who live 20 Robert Bentley praised the work grantees but instead allows miles or more from stores. of nonprofits. the robin Hood Foundation "Because you have such to make sure the programs it poverty and the poverty is so funds are working. deep, that also means the small changes have a big impact on the lives of the people," he said. Alabama Power officials hope better partnerships and more innovation and collaboration will lead to more changes – small and large – that will have a big impact on people's lives and elevate Alabama. 13 BOArD continued from page 11 sory board, and been a part of the organization." Providing a template, Cornelius emphasized the value of a nonprofit organizational chart. e chart defines roles within the board and the organization. Split between "mission support" and "mission delivery," both sides have to be fed equally. e programs in mission delivery need to be used to sustain mission support, which involves advocacy, legal review, human resources and financials. "Ask yourself, do we have a good strategy and do we have the right people in the right committee structure?" Cornelius asked. Cornelius discussed the importance of honest communication, reiterating that the executive director should have a team relationship with his or her board. "Without a healthy relationship with the board, the checklist of items you want to accomplish will not matter. "Set it up where the executive director and board have dialogue, build trust, making sure everyone understands," she said. "Work on the relationship between the executive director and the chairman of the board; have honest talks with each other." Cornelius highlighted ways to move a board from good to great, success to significance, and stewardship to exceptional leadership. She listed indicators for change within a board such as struggling to meet quorum, members unaware of legal duties and reluctance to involve associates and friends in the organization. Cornelius showed attendees how to move these indicators into action. Boards will be more efficient and effective when they create a culture of inquiry by pushing to ask questions, providing a governance calendar one year in advance, putting resources online and linking bold visions and plans to financial support, expertise and networks of influence, she said. Cornelius advised executive directors to report on impact instead of a list of activities when discussing the organization with the board. "ey want to see impact, not just a list of activities," she said. "Devise a list of three ways the organization is making an impact, using the activities as supportive evidence for how you are achieving goals." For free downloads of the materials used in her presentation and more information on Blackfish Consulting, visit www.blackfish.org. PowerofGood.com | Fall 2013

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