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[Melissa]

I am the board chairperson for a youth-focused nonprofit.  We are almost four years old. We have two problems. We have a small board of seven individuals. All but one member has any experience with boards or non-profits. Additionally, they are not well-connected and are only moderately committed to giving time to the organization. The board was primarily put together by the founder and executive director. As she met people who expressed interest in our cause, she asked them to be on the board. They are well- meaning people but they aren't doing much for the organization. Our first problem is the current make-up of the board and how to move some members off into better roles within the organization. Second of all, how do I recruit effective board members to a poorly functioning board?  Thanks for the advice.  

Also, any recommendations on good literature out there on board development and, even more specfically, information aimed at the chairperson role?  Any sample job descriptions for board members?

[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.

[Hilary]

Melissa,

Where are you located?  I'm general counsel for a for-profit company in San Francisco and am looking for an opportunity to get highly involved on the board of a youth- or education-focused nonprofit in the Bay Area. If you (or any other posters reading this reply) are looking for a dedicated participant with broad-based legal experience and management skills, please reply with information. Thanks!

[Barbara]

I worked with one board that had an effective method of screening new members. First, they were recruited by the full board and executive director and referred names to the head of the nominations committee. Most often, the board member would speak with the nominee first to find out if he or she had any interest in serving. Every attempt was made to see if the individual was interested in working on one of the small committees or helping with a project. This indicated their interest.

Second, we had an expectation that board members contribute a certain amount of money to the organization. If not money, then in-kind contributions. This was spelled out in a job description of sorts. If candidates were interested, they were invited to a nominations committee consisting of the executive director, board chair, and nominations chair and interviewed, given a tour of the organization, and their names went before the full board as nominees.

Board members served three-year rotations. They were invited to join again if they had good attendance and helped the organization. We did not make the CEO of an organization go through hoops, but we did clarify expectations. The chair of the nominations committee would keep the board informed of skills and talents that we were seeking, as did other board members, so most knew what kinds of board members we needed.

[Fred Balding]

Hello Melissa:

Since your initial inquiry was made well over a year ago, I hope that the issues RE your Board have either been resolved or have come a long way toward positive resolutions.    You have received some solid advice and
(I expect) good encouragement from the preceding respondents.  

In 1996, our Board was much like your Board as you have described it.  Then, seven years ago at its first-ever Board Retreat, our Board began
a reformation from the mode of micromanagement to one of broad policy-making leadership.  We, too, are developing under the Carver Policy Governance model.  It continues to be a "watershed" development in the history of our organization.

It can be done, if you have:

1.) An "outside" facilitator-motivator well versed in Board Policy-Governance Models who can introduce teach this to your Board for
a retreat or similar setting.  

2.) A CEO who is a visionary with "follow-through" mentality, who
totally buys into this type of Board Development, and

3.) 1 - 2 current Board members not only willing-- but eager -- to spearhead this and stick with it for as long as it takes to make
this change happen.


About recruitment:  one thing you might consider doing is developing "Board Internships." Interested prospects (chosen by your criteria) agree to serve a non-binding, one-year "Internship."  As a "Board Intern" they receive all Board reports and communication, and commit to attend all Board meetings (in a non-voting capacity.)  A mutually non-binding Board Internship gives you and the prospect enough time for an evaluation process; at the end of a year, either party can end the process... or continue it by electing for full Board membership.

Best wishes,


Fred D. Balding, M.Div.
Director of Advancement
The Ministries of Christian Children's Home of Ohio

[Dr. Rezaee]

At Camp Fire USA, we welcome the greater Bay Area volunteers on our board. We provide clubs, camps and outreach programs to promote leadership and community service among children and youth. We will be very much interested in having you on our board.

Regards,
Mojdeh Rezaee
Executive director
Camp Fire USA - Greater Bay Area Council
(408) 941-9411, extension 12