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Kim McKelvey, J.D., CFRE Executive Director ALPS Foundation Services Board Participation: Governance and Expectations

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Changing board culture is NOT fast. Its not even walking pace. Its glacial. Remember, the tortoise won in the end

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Assumptions You already have a board Youd like a better-behaved board Youre hoping setting rules and expectations for your new board members will get you there

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The reality Recruitment and orientation are important puzzle pieces in changing board culture. BUT, assuming some current board members are never leaving (or not soon enough), the hardest work will be done with your existing board. Even the most passionate new recruits will wither on a dying vine.

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It starts with a GREAT leader Inspire passion Provide clear instructions Develop policies Cajole, harass, appreciate

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Inspire passion Mission Vision Strategic planning Mission moments Storytelling Encourage dialogue/questioning

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Encourage reflection Individual and group board member assessment Mission assessment Organizational assessment Planning and evaluation Personnel Interest and needs (See Assessment)

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Inspire a culture of philanthropy Use passionate leadership to make philanthropy central to the organization Philanthropy v. fundraising Avenues to create a culture of philanthropy (See Menu)

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Inspire performance A commitment to the work of the organization and to the people served A willingness to represent the organization to the public and to speak in support of the organization An ability and a commitment to participate in meetings, events, and other board-related activities Common sense and the ability to exercise good judgment From The Best of Board Caf

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Board governance

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What is board governance? Bottom line: the board (not the ED) is responsible for ensuring the board functions in such a way as maximize the impact of the foundations mission. Board governance requires that a small group of the board undertake the tasks necessary to guarantee the board functions at a high level.

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Board governance components Structure Recruitment Nominating Orientation Training Participation Committees Meetings Impact on mission

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Start with recruitment Establishing a sound recruitment policy and procedure sets the stage for recruiting outstanding board members. Board members with skillsets matched to the work of the foundation Diverse board Recruits know duties of board members before agreeing to serve

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Recruitment logistics Getting your ducks in a row Bar Foundation job description Board member application Board skillset Recruitment policy, process and timeline

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Board member job description Why is it important? Because it clearly defines Board members roles and responsibilities Duties relating to planning, organization, operations, finances, philanthropy, etc. Duties related to staff

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Board member job description Position title Function Duties Planning Organization Operations Finance and audit Number of meetings and participation requirements Fundraising and giving responsibilities Committee responsibilities Training and orientation schedule (See Bar Foundation Job Description)

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Board member application Allows for skillset analysis, including other board work Identifies potential conflicts of interest Creates talking points for recruitment meetings (See Board application)

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Skillset Developing a skillset helps create a list of potential candidate to recruit for board membership and ask to meet with them Develop and disseminate yearly a skills assessment of board members. Coordinate scheduling of skills assessment with board recruitment policy, by-laws and/or strategic plan Board (through committee) and executive director identify specific skills (See Board skills assessment worksheet)

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Recruitment Process 1. Meeting 2. Invitation 3. The ask

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Recruitment Process Initial meeting with prospective board member: Board chair and executive director attend Provide an overview of the organization mission, vision, objectives Provide relevant organizational materials describing the foundations work Review the board member job description and application form Identify potential conflicts of interest with the candidate

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Recruitment Process Invite prospective member to a board meeting: Notify current board members that a potential new member will be attending Name tags and introductions Explain acronyms Ask the potential new member if they have any questions provide names and contact info of other board members Mentor Thank them for coming

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Recruitment process The Ask: Mentor calls shortly after board meeting Solicit their complete board member application and provide all applications to the board for their review and election/approval Notify new members and invite them to subsequent board meetings and the board orientation

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We recruited them, now what? Contract? Orientation / mentoring Ongoing training Appointed to a committee Self evaluation to assess if theyre meeting the Board member job description

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Orientation Too often avoided or lost A manual is very helpful Vital for laying groundwork What is a bar foundation? Why is it different from other nonprofits? What are a grantmaking organizations primary responsibilities? To whom does the organization make grants? How much? Why? What is the basic procedure? How should the board member interpret the organizations financial statements

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What else?

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Thank you. ALPS Foundation Services www.foundationservices.com