Board Membership -- A Commitment Not To Be Taken Lightly

This has been a busy week, but not too busy to focus on a topic very important to me – board membership. I recently completely the Associated Black Charities Board Pipeline, a leadership development project designed to develop a pipeline of professionals from racially under-represented communities to serve on boards in the Baltimore metropolitan area. Since completing the training, I have been seeking board membership opportunities. This week, a national nonprofit dedicated to raising the visibility of domestic violence in the same way as breast cancer awareness, Saving Promise, expressed interest in me joining their board. I had an hour-long telephone conversation speaking with L.Y. Marlow, the founder of Saving Promise. Being our first conversation (I applied via a volunteer recruitment website), she detailed the history, mission, vision and future plans for the organization. Our discussion was candid and full of questions and answers (from the both of us). Though we both agreed that I will likely be a good fit, we also agreed to meet in person and exchange further information before either of us would make a decision.

Board membership is not something to be taken lightly--by the prospective board member or the organization. A nonprofit board has responsibility for taking care that the organization's mission is achieved by ensuring that the programs and services are effective in furthering the mission; ensuring adequate financial resources; and protecting the organization's assets and legal standing. With so much as stake, nonprofits should have a structured process for selecting board members. Additionally, prospects should know exactly what will be required of them before making the commitment.

Today, I read an interesting article regarding nonprofit boards in New Hampshire. The article, New Hampshire Bill Requires Board Training for Nonprofits, discusses a recent NH Senate bill that passed—requiring at least one member of each nonprofit board to go through training sessions emphasizing fiscal management and ethics. There is a lot of controversy regarding the bill, particularly because of the expense nonprofits will have to incur to satisfy the requirement; however, I can appreciate the sentiment. Over my many years in the nonprofit sector, I have seen first-hand far too many nonprofits with poorly performing boards. Boards comprised of members “in name only” to members with passion but lacking the technical skills the board needs.  

Nonprofits need to be organized and intentional when recruiting and selecting board members. Here are a few tips for board member recruitment:

 

1.      Internal Assessment - Nonprofits should complete an internal assessment before recruitment begins. Know what skills are needed so that you can target your recruiting. Although raising financial resources is important, nonprofits should not target people solely for their deep pockets and/or connections. But if someone with the skills and attributes you need just happens to have deep pockets and connections -- win, win!

 

2.      Membership Application & Interview – The board member selection process should be very similar to the hiring process. Have prospects complete an application. The application should ask them to detail their qualifications, interests, and the skills they wish to utilize as a board member. This information will help the selection committee (yes, you should have one) to determine if the prospect has and wishes to use the skills your board needs. Much like in the hiring process, the prospect should be interviewed. He or she should meet with, at a minimum, the Board Chair and Executive Director. Other members of the board that serve on the selection committee should also have the opportunity to meet with and assess the prospect’s qualifications for joining the board.

3.       Explanation of Expectations – Ideally, the board should have position descriptions for all members of the board. The prospect should receive a copy of the position description for which he is being considered (i.e., Treasurer, Member-At-Large) as well as organizational documents (i.e., Bylaws, Articles of Incorporation, and the most recent financials (Form 990 will do)). The selection committee should make clear what the prospect would be expected to do as a member (i.e., meeting attendance, personal contribution, fundraising).

A strong board is critical to the sustainability of any organization. I recognize that recruiting the “right people” can be a challenge, but it is a challenge worth giving the extra effort. A number of nonprofits have learned the hard way. Aloof board members did not see and, therefore did not prepare, for a budget crisis that had been looming for months. Disengaged board members refuse to pitch-in, do not promote the organization, and have poor attendance. “Lifer” board members have long-lost their passion for the mission and organization years ago but for whatever reason feel compelled to stay on. People who will be energized and active can be found, but the worse offense of them all is bringing the energized person on to work with aloof, disengaged lifers.

BoardSource offers a wealth of information and resources on board development.