First, let’s talk a little bit about the
importance board
members play in the operation of a nonprofit organization and how to find the best board members for your organization. (You may also want to check
our link to “Board Development” for more information.)
Below are some key ideas to help REAP results when you are
considering potential board members:
Review the organization’s mission and strategic plan and be able
to describe it clearly and succinctly to prospective board members.
Effective boards are made up of a broad spectrum of knowledge,
experience, and interests.
Assess current board strengths and gaps in expertise before
shopping for new board members.
Prepare to be on the look-out for potential board members on a
continuing basis.
Show diligence to orient the board member to his or her new
duties.
Review the Nonprofit’s Mission and Strategic Plan
Review the organization mission and strategic plan and be
prepared to give a five minute description of current goals and recent
accomplishments. This makes it possible for you to “sow a seed” about your
organization in many places and makes effective use of your time, as well as
respecting the time of the prospective board member.
Become familiar with the background of the prospective
board member. It’s not enough to say: “Joe Smith is important-Let’s ask him!” It
is more effective to say: “Our board member, Jane Doe, said that she served with
you on the XYZ board and you were very helpful with human resource questions. As
our organization is growing, we would benefit from a board member with similar
knowledge. I wonder if you would be interested in learning more about our
organization?” This opens the door for the person to be helpful, even if they do
not have time to become a board member at the present time.
Effective boards are made up of a spectrum of talents
Boards are charged with the governance of the nonprofit organization, making
sure that it abides by ethical and legal standards in making its vision a
reality. Here are some common questions to ask in developing a well-rounded
board:
Does the board reflect the community with respect to age, gender, and
ethnicity?
Does the board reflect a knowledge of and experience in financial, business
and legal professions?
Does the board contain members who have personal influence and financial
resources to help attract support to the organization?
Does the board contain representation from those whom it serves?
A good question to ask: If a visitor from another country attended our
meeting, would he or she go away with an accurate idea about who we are and what
we do?
Assess the strengths and gaps in the composition of the
current board.
A good rule of thumb in conducting board member searches is
“Don’t look for people who are like yourself.” While a wide variety of board
members may need more time to get “up to speed,” the broader viewpoints
expressed can strengthen the board when differences are managed and not allowed
to bog down the agenda.
Like staff, most board members appreciate being given
meaningful work and having their time respected.
Prepare to be on the lookout for board members on a
continuing basis
This bears repeating: “Be on the lookout at all times
for new prospective board members.” You cannot expect to find the best
individual or individuals if you are rushing at the end of the year to select
who you would like to ask to serve on your board. Also, do some preplanning, and
talk to the individual ahead of time to make sure what your organization does is
of some interest or passion of the prospective board member. A good tip is to
also look in your newspaper for the people who are in the news and successful in
their profession.
Don’t limit your search by assuming that certain people
would not be interested in your type of organization. Many people like to
volunteer outside the scope of their profession and use their talents in a
capacity that fulfills a personal or family interest. For example, an accountant
may be invited to join a board because of his or her professional expertise,
yet, what the individual may really want is an opportunity to do something
hands-on, such as cook for a fund raiser. Remember that you are inviting a
person to join the board, not just a skill base.
It helps if you first talk to someone informally, maybe
over lunch, about serving on your nonprofit board. If the person shows interest
the formal invitation usually is made by a member of the board's nomination
committee or board president.
**Note that if a person is too busy but you really need
them to help your organization it is good not to pressure someone to join the
board; rather, ask if it would be okay to only to bring them in on short term
projects to help as an advisor to the board.
Introduction
Once someone agrees to be on the board the job is not complete until that person
is fully versed and understands all aspects of what the organization does and
sometimes does not do.
Below is a helpful list of things that should be included
in a board welcome packet:
History of organization in concise, interesting way
Mission/purpose
Philosophy
Methodology (the way the organization does its work)
Programs
Services
Management Structure
Staff and Volunteer Roles
It is important in this overview process that the new board member fully
understand the current and possible future challenges that face the
organization. Also, it is very important to understand where the organization is
NOW in its development in relationships both internal and external.
Board/Board
Board/Staff
Staff/Staff
Board/Community Leaders (City & County Government ...etc.)
United Way
Other Funding Sources
Information (State of the Organization: present and
changing)
“Your organization is like a tree; it is either dying or growing!” Only the
board can determine the outcome! One key to having a successful organization is
in looking at its committee structure.
Fund Raising (All board members are responsible for raising funds, not just a
select few!)
Programs Committee Facilities Committee
Communication & Marketing Committee
For nonprofits one of the biggest failures is not having a committee
to communicate both internal & external the basic who, what, when, where and why
of your organization!
Involvement (Individual and Collective Board ACTION
is needed to meet the organization’s needs, objectives, and goals.)
Everyone is a player on a successful nonprofit team. No one sits on the bench!
The following are just a few of the activities your board should be involved in:
Policy/Governance
Support (giving and acquisition)
Stewardship (of organization’s assets)
Planning (in meaningful partnership with executive director)
Committee Service
Individual Efforts
Inspiration Use the marketing perspective: What’s in it for the Board Member?
What turns the Board member “ON”?
Interpret and associate the organization’s mission, purpose and accomplishments
with the Board Member’s needs, dreams, desires, hopes, etc. This is the main
responsibility of the executive director. While this is easier said than done,
it is an important step in merging the interests of the board and the board
member.
Inspection
Evaluation of individual and collective Board productivity in relation to roles
and responsibilities which were/are determined in response to organization’s
need, objectives, and goals.
Board Member Evaluation Checklist
(Feel free to copy and paste to a word document for your nonprofit to use!)
1. Attend no less than 75% of regular Board Meetings.
2. Chair and/or serve on a standing committee or special
project.
3. Make a personal and if possible business contribution to
the organization’s annual operating needs.
4. Participate in or attend most of the program activities
involving the operation.
5. Arrange for and/or make an organization presentation to
a civic club, church group, business associate, or group of friends.
6. Make at least five person-to-person visits to
individuals, foundations, businesses, or civic groups to request financial
contribution for the organization.
7. Invite and accompany a friend or associate to visit the
facility.
8. Recommend a potential candidate for Board membership to
the Board Development Committee.
9. Secure a volunteer, in-kind service or material goods
for the organization.
10. Review and consider your capacity and willingness to
make a planned gift or bequest to the organization.
11. Secure at least ten new donors for the organization.
12. Actively assist with the special events of the
organization.
____________________________
Signature of Board Member Date
____________________________
Signature of Board President Date
____________________________
Signature of Executive Director Date
OK, we covered a lot of material.
To Recap:
Review the organization’s mission and describe it clearly to
prospective board members.
Effective boards need to reflect a broad range of knowledge,
experience, and interests.
Assess current board strengths and needs before shopping for new
board members.
Prepare to look for potential board members on a continuing
basis.
Show diligence to orient the board member to his or her new duties.
Worth a Thought.... A successful person is one who can lay a firm foundation
with the bricks that others throw
at him or her.
David Brinkley
Lastly, below are just a few
other websites online filled with information
to help you have a better board of
directors!
