Board Participation: Governance and Expectations

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

2. Changing board culture is NOT fast. It’s not even walking pace. It’s glacial. Remember, the tortoise won in the end…

3. Assumptions • You already have a board • You’d like a better-behaved board • You’re hoping setting rules and expectations for your new board members will get you there

4. 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.

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

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

7. Encourage reflection Individual and group board member assessment • Mission assessment • Organizational assessment • Planning and evaluation • Personnel • Interest and needs (See “Assessment”)

8. 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”)

9. 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 Café

10. Board governance

11. 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 foundation’s mission. Board governance requires that a small group of the board undertake the tasks necessary to guarantee the board functions at a high level.

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

13. 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

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

15. 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

16. 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”)

17. 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”)

18. 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”)

19. Recruitment Process • Meeting • Invitation • The ask

20. 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 foundation’s work • Review the board member job description and application form • Identify potential conflicts of interest with the candidate

21. 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

22. 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

23. We recruited them, now what? • Contract? • Orientation / mentoring • Ongoing training • Appointed to a committee • Self evaluation to assess if they’re meeting the Board member job description

24. 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 organization’s primary responsibilities? • To whom does the organization make grants? How much? Why? What is the basic procedure? • How should the board member interpret the organization’s financial statements

25. What else?

26. Thank you. ALPS Foundation Services www.foundationservices.com