Attracting the right board members essential to nonprofit’s success

Published in the November 16, 2007 edition of Columbus Business First

A nonprofit thrives when it has a board of directors that is committed to its success. 

Such a board comprises people who are able to provide three critical attributes: 

• A personal passion for the mission and role of the nonprofit organization.
• A commitment to work for the success of the organization by providing time, in-kind financial support, and public advocacy.
• The ability to free up sufficient time to be active and involved in all leadership activities of the organization.

Look for three warning signs that the board is missing some of these attributes:  Attendance is so poor they struggle to have quorums at meetings; participation is so poor that few board members can be seen at events, performances, and openings; and financial support is so poor that few board members’ names appear in the top categories of donors. 

Board participation and involvement is also public evidence that board members are exercising their fiduciary duty to support and sustain the mission of the nonprofit organization.  It is viewed by some donors, patrons, and staff as a demonstration of the board’s loyalty and commitment to the nonprofit organization. 

At a performance or opening celebration of a new program, for instance, they expect all the board members to be there.  At a fundraiser, they expect all board members to attend and the majority to be on the list of major donors. 

When a board struggles with board participation and commitment, it needs to put board restructuring at the top of its agenda and consider the possibility that an entirely different board must be recruited. 

The first place to start is to establish expectations. 

A successful nonprofit board sets high expectations for itself and each of its members.  This is done several ways:

• Recruit members to provide specific critical attributes and skills that are needed by the nonprofit.  Many organizations create a grid of key skills, relationships, and interests, and try to have each item provided by at least one board member.
• Document in writing what is expected of each board member. Some boards use a written contract which details the expectations for the board member and for the organization.
• Annually review board members’ performance and meet with each board member to assess his or her continuing interest in board membership and terms of service.
• Choose a chair (and chair-elect) that is able and willing to demonstrate leadership in all key areas: philanthropy, board service, and attendance at programs and events.

Finding the Right People

Typically, the board will have a nominating or governance committee.  Ideally, this committee should have a written charter that assigns it five broad duties that go far in creating the right board to lead the nonprofit organization toward success: 

1. Board Role and Responsibilities

• Leads the board in regularly reviewing and updating the board’s role and areas of responsibility, and the expectations of individual board members.
• Assists the board in periodically updating and clarifying the primary areas of focus for the board for the next year or two, based on the strategic plan.

2. Board Composition

• Leads in assessing needs for board composition, determining the board’s knowledge, attributes, skills, abilities, influence, and access the board will need to consider in order to accomplish future work.
• Identifies and nominates potential board member candidates and explores with each candidate his or her interest in and availability for board service.
• Meets annually with each board member to assess his or her continuing interest in board membership and term of service. Works with each board member to identify the appropriate role he or she might assume on behalf of the organization.

3. Board Knowledge

• Designs and oversees a process of board orientation and implements an ongoing program of board information and education for all board members.

4. Board Effectiveness

• Leads the periodic assessment of the board’s performance; proposes changes in board structure, roles, and responsibilities when it’s appropriate.
• Regularly reviews the board’s practices regarding member participation, financial contribution, conflict of interest, confidentiality, and suggests improvements as needed.

5. Board Leadership

• Takes the lead in succession planning, taking steps to recruit and prepare for future board leadership.
• Nominates board members for election as board officers.

Allen J. Proctor was chief financial officer of Harvard University and is the author of “Linking Mission to Money, Finance for Nonprofit Board Members.”  www.proctorconsulting.org

Copyright 2007. Reprinted with permission, Business First of Columbus Inc.