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[Mario Salzmann]

We are in the process of coming up with guidelines for establishing an advisory/technical board. Can someone help me with the following?

* Functions of a technical board
* Ethical issues related to technical-board members
* Selection criteria
* Workload expectations

These are some of the questions right now. There may be more later on. Thank you

[Susan F. Rice]

I would urge against establishing a technical advisory board. Better to have an advisory board that is composed of technical competency and community leadership. Each will respect the other, learn from the other, improve the organization. And, of course, with both types, you want to be sure that they understand their obligations are to give advice and to give money with equal emphasis.

Staffing a board to be sure the members stay with you is time-consuming. Setting the agenda, organizing the committees, scheduling the meetings, organizing socializing, etc. takes work. Better to do it for one board that builds philanthropy.

[Susan]

It's a constant process, searching for trustees. We seek them for both board and committee work (the latter being the vehicle for those with less time for meetings, but something to contribute).

We seach state Chambers of Commerce, minority business lists, the city magazine's society pages, the 100 Most Influential Women lists, etc. We look to be sure they aren't so over-committed that they can't function for us, and we look for "commonalities" with our mission.

Then a board and staff person meet with them (lunch, their office), give them the pitch, and suggest several specific things that might do for us in the upcoming year. Even if they won't join, they're usually willing to put us in touch with someone else who can help.

Sometimes we just do an informational/strategy meeting, knowing they can't find time to be on our board. They lend a "lunch's worth" of their brain to our challenges, and allow us to use their name to call on others who might help (sometimes they even call for us).

The real point it to make this an institutional priority where a part of each week's time is devoted to increasing the reach and power of the board.

[Stephanie Edwards, MPA]

How should we recruit board members?

In recruiting board members, it is helpful for the organization to determine the skills and characteristics sought, assess current board members in relationship to that desired profile, and then recruit to fill any gaps.

The board should designate a nominations or board- development committee to identify potential candidates. Using input from the full board and following the desired profile for board recruitment, the recruitment process would then proceed along these lines:

·A board member submits the prospect’s resume and qualifications to the nominations committee. The nominator should be prepared to answer these questions: What will this person contribute to the board? What appears to be the prospective board member’s unique contribution?

·The nominations committee reviews the candidate’s qualifications in light of the current board profile or program plans.

·The board chair, chair of the nominations committee, or sponsoring board member (as determined by the nominations committee) contracts the candidate to arrange an interview and meeting. In this meeting, the board member and the executive director provide information on the organization and requirements of serving on the board, answer questions, and interview the candidate about his or her interest in serving on the board.

·If the candidate is willing to serve on the board, the full board votes to either accept or reject the nomination, and the candidate is informed of the decision. Once a candidate has been elected to the board, the organization should send a confirming letter, including a board orientation package, the date of the next meeting, and a regular meeting schedule.

[Ian Chapman]

I have a similar concern but with a different focus, for I am interested in setting up an advisory board for an academic institution overseas. Because of the restricted financial conditions in this country, most of the finances come from the United States. I envision an advisory board of sorts here, under the direction of the national board of trustees. The advisory board would do marketing and fund raising in the U.S.

Does anyone have suggestions as to how to set up such an advisory board?