Effective Strategies for Non-Profit Board Member Recruitment

N O N - P R O F I T B O A R D S FINDING AND KEEPING THE RIGHT PEOPLE

Board Member Assessment Conduct self-evaluation when seeking to identify potential Board members. Use the process to create a mix of skills, experiences, genders, ethnicity and backgrounds that add valuable perspectives to the Board.

(EXAMPLE) SINCLAIR HEALTH CLINIC BOARD ASSESSMENT / SELF-EVALUATION Check those descriptors in the first column that apply personally to you as a current Board member. Tally all of the Board member responses for each item and place the total number for each in the second column. Use the totals to assess current Board composition and identify opportunities to add skills, strengths, and diversity to the Board membership. AREAS OF EXPERTISE Check those that apply Total number of board members Administration/Management Financial Oversight Fundraising Government Human Resources Investment Management Knowledge of community needs Law Leadership/Motivator Marketing/Public Relations Medicine/Healthcare Physical Plant (architect, builder, engineer) Real Estate Strategic Planning Technology Other _________________ (please specify)

RESOURCES Check those that apply Total number of Board members Access to potential donors Personal funds to donate Access to other financial resources (grants, foundations, corporate support, etc.) Availability for active participation (donor solicitation, grant writing, facility upkeep, etc.) COMMUNITY CONNECTIONS Check those that apply Total number of Board members Corporate Education Law enforcement Faith based organizations Local Chamber of Commerce Media Medical institutions/organizations Political Philanthropy Small business Other _________________ (please specify)

PERSONAL STYLE Check those that apply Total number of Board members Consensus builder Good communicator Strategist Team builder/member Visionary GENDER Check those that apply Total number of Board members Female Male AGE Check those that apply Total number of Board members 18 30 31 43 44 56 57 67 Over 67 RACE/ETHNICITY Check those that apply Total number of Board members African American/Black Asian/Pacific Islander Caucasian Hispanic/Latino Native American Other _________________ (please specify)

Board Member Recruitment Create or revise a position description Identify what expertise is needed for the organization Finding potential Board members Nominating Committee Referrals from Current Board members New Members accepted upon vote by Executive Committee/Full Board

Board Member Orientation Develop content of orientation Always keep current Every part of organization is included Determine when to provide orientation Best to be done at a separate time Who should be presenting Key leadership and Board member

(EXAMPLE) SINCLAIR HEALTH CLINIC TheResponsibilities Of The Board Of Directors Advocate and advance the organization's mission, vision, and values Hire, set compensation, and evaluate the Executive Director Develop and implement a strategic plan for the organization Monitor fiscal management and maintain accountability to funders and donors Review and approve the annual budget Approve major organizational decisions, including planning for programs and related expenditures Ensure that adequate resources are available to the organization Evaluate organizational effectiveness Represent the organization to the public and to sources of financial support Work cooperatively with management

The Responsibilities Of An Individual Board Member Promote the organization's purpose and programs in the community Regularly attend the organization's meetings, events, and fundraisers Participate actively in meetings and decision making Become familiar with the rules of procedure for meetings (Robert's Rules of Order) Ask questions to ensure the understanding of information presented to the Board Stay well informed about what the organization does, how it does it, and the environment in which the organization operates Serve on at least one Board committee Use personal and professional networks to develop and grow the organization's financial resources Donate financially to the organization on an annual basis, according to the member s means

(EXAMPLE) SINCLAIR HEALTH CLINIC BOARD ORIENTATION HANDBOOK TABLE OF CONTENTS 1. THE BOARD Member Directory (includes addresses, phone #s, email addresses, terms of office, employment, committee membership) Board member responsibilities list Common nonprofit board governance mistakes Robert s Rules of Order cheat sheet 2. CLINIC HISTORY Free Medical Clinic (narrative history) Clinic name change article 3. SHC STAFF & PERSONNEL POLICIES AND PROCEDURES Staff list (with position titles) Organizational chart Holiday schedule Personnel Policies and Procedures Handbook

4. SHC PROGRAMS Descriptions of the Clinic s primary care, laboratory, behavioral health, prenatal care, community health, and pharmacy programs Descriptions of the Clinic s collaborative programs with other entities 5. FINANCE & FUNDRAISING Current budget Sample monthly finance report Audit report (most recent) History of Custer and Talbot endowment funds Investment policy statements 6. GOVERNANCE DOCUMENTS Bylaws Conflict of interest policy and form Board Governance Policies table of contents Strategic Plan 7. SAMPLE MEETING AGENDAS AND MINUTES

Board Member Retention NOW THAT YOU GOT EM, HOW DO YOU KEEP EM? Provide a comprehensive orientation to introduce them to their basic roles and responsibilities. Send board packets with agendas and meeting materials at the same time every month, allowing ample days for review. Email a reminder the day before each meeting and, where applicable, provide the link again for virtual meetings. Conduct efficient meetings --- don t waste board members time. Make the meetings fun!

Help board members to remain engaged and involved. Set attendance expectations and make them a part of your bylaws. Offer occasional board trainings/information sessions --- formal or informal, virtual or in person --- outside of the board meetings. Hold an annual or bi-annual board retreat. Adopt term limits for board members and abide by them. If attendance and participation on the board start to lag, consider scheduling a board discussion or conducting a survey to attempt to determine what is making it difficult for some members to be engaged and to participate fully.

TOP 15 NONPROFIT BOARD GOVERNANCE MISTAKES RECRUITING AND SELECTING BOARD MEMBERS WITHOUT DUE DILIGENCE FAILING TO CULTIVATE BOARD DIVERSITY FAILING TO EDUCATE AND MOTIVATE BOARD MEMBERS OPERATING WITH OUTDATED, DOCUMENTS INCONSISTENT GOVERNING LACK OF AWARENESS OF LAWS GOVERNING TAX-EXEMPTS FAILURE TO UNDERSTAND FIDUCIARY DUTIES INSUFFICIENT CONFLICT OF INTEREST MANAGEMENT

FAILING TO PROVIDE EFFECTIVE OVERSIGHT AVOIDING THE HARD QUESTIONS AIRING DISAGREEMENTS OUTSIDE THE BOARDROOM DEFERENCE TO THE BOARD CHAIR, EXECUTIVE COMMITTEE OR THE ORGANIZATION'S FOUNDER FAILING TO DOCUMENT BOARD ACTIONS MICRO-MANAGING STAFF FAILING TO REVIEW PROGRAM EFFECTIVENESS AND EFFICIENCY AND TO TAKE APPROPRIATE FOLLOW-UP ACTIONS FAILING TO HOLD EXECUTIVES AND NON-PARTICIPATING BOARD MEMBERS ACCOUNTABLE

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