I was invited to participate as a panel member in the Board Chair Boot Camp on February 3, 2009, sponsored by Nonprofit Connect. The four-hour workshop consisted of a three hour training class, led by Larry Guillot from Park University, Hauptmann School of Public Affairs, followed by a one-hour panel discussion. This is the first time this workshop has been offered: congratulations to our board member Amy Mulligan Kennedy for putting together a great program for this sellout event! Amy serves as Education and Member Services Manager for Nonprofit Connect.
The other panel members were Tracy Foster, Board Chair of KCPT, Gavin Steketee, Board Chair of the Dream Factory and Jarene Stafford, Community Volunteer, which represented a wide variety of agencies and board leadership experiences. In our overview, I described some of the keys to our success at Support Kansas City, which include recruiting and developing good people, developing a commitment to planning and processes and measuring and ensuring accountability for results.
We had many good questions from the participants, but one stuck with me. She asked, "What suggestions would you have to get started as an incoming board chair?" My response was to spend the most time developing relationships with the executive director, other board members and staff. Investing time and energy developing those relationships is the key to your success as a board chair, and having those solid relationships in place are indicative of a high-performing board and agency.
In this economy, I can't think of a better place to get a stellar return on your investment.
Gene Kelly
Board President
The other panel members were Tracy Foster, Board Chair of KCPT, Gavin Steketee, Board Chair of the Dream Factory and Jarene Stafford, Community Volunteer, which represented a wide variety of agencies and board leadership experiences. In our overview, I described some of the keys to our success at Support Kansas City, which include recruiting and developing good people, developing a commitment to planning and processes and measuring and ensuring accountability for results.
We had many good questions from the participants, but one stuck with me. She asked, "What suggestions would you have to get started as an incoming board chair?" My response was to spend the most time developing relationships with the executive director, other board members and staff. Investing time and energy developing those relationships is the key to your success as a board chair, and having those solid relationships in place are indicative of a high-performing board and agency.
In this economy, I can't think of a better place to get a stellar return on your investment.
Gene Kelly
Board President
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