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Strategic Board Recruitment
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David Livingston Styers, Director, Consulting Services & Senior Board Governance Consultant.The Center for Volunteer and Nonprofit Leadership …

David Livingston Styers, Director, Consulting Services & Senior Board Governance Consultant.The Center for Volunteer and Nonprofit Leadership
Do you need new board members or more diverse board members? This lively, interactive workshop will cover the basics of effective board recruitment, and is designed for board members and ED's. David's session will cover practical tips for needs assessment, candidate profile development, interviewing, and recruiting.

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  • 1. 9/30/2013 Strategic Board Recruitment October 10, 2013 David Livingston Styers Director, Consulting Services Senior Board Governance Consultant © 2013. Not to be distributed or reproduced without the express permission of the Center for Volunteer and Nonprofit Leadership. Center for Volunteer and Nonprofit Leadership • Advances nonprofits and volunteerism by strengthening leadership, encouraging innovation and empowering individuals to develop a vital and engaged community • Training workshops and intensive leadership development • Transition services and board governance consulting • Volunteer Matching, Flexible Volunteer Program, BoardMatch David Livingston Styers • Director, Consulting Services / Senior Board Governance Consultant at Center for Volunteer and Nonprofit Leadership • Senior Governance Consultant and Certified Governance Trainer for BoardSource • Former Senior Director and Program Manager for National Federated Nonprofits • International, National, and Local Board Member, Officer, and Chair Experience 1
  • 2. 9/30/2013 It won’t take much time We just need your name We can talk about fundraising later Step 1: IDENTIFY Board Needs • Skills, knowledge, perspectives, and connections, etc., needed to implement strategic plan. • Board needs assessment • What expertise do you have? • What is missing? • Identify sources of board members with the desired characteristics. Board Needs Current Members Prospective Members 1 2 3 4 5 6 A B C D E F Age 19-34 35-50 51+ Race/Ethnicity/Disability African American/Black Asian/Pacific Islander Caucasian Hispanic/Latino Community Connections Religious organizations Corporate Media Political Areas of Expertise Financial Fundraising Marketing Program focus 2
  • 3. 9/30/2013 Board Diversity Mental Maps Take action Mental Map / Deeply Held Belief Reach conclusions Interpret data Select data Pool of all possible data 3
  • 4. 9/30/2013 Board Composition • Ethnic Representation • 82% are Caucasian • 8% African American/Black • 3% Hispanic, Latino, or Spanish • 2.6% Asian • 0.6% American Indian or Alaska Native • 0.9% Two or more races • 0.2% Native Hawaiian or Pacific Islander Source: BoardSource Nonprofit Governance Index 2012 Projected Population Change in the United States From 2000-2050 250 Asian, 212.9% Other, 217.1% Hispanic, 187.9% 200 150 Black Asian Black, 71.3% Other 100 White, 7.4% 50 Hispanic White 0 Board Composition by Age Source: BoardSource Nonprofit Governance Index 2012 4
  • 5. 9/30/2013 Avoid Tokenism • No board member wants to fill a quota • Identifying needs will help focus skills, knowledge, and representation • No one is able to represent an entire subsection of the population • Treat each board member equally and expect the same from everyone A Typology of Inclusion Functional Inclusion INSTRUMENTAL INCLUSION TRANSFORMATIONAL INCLUSION → for the accomplishment of a desired outcome → for functional and social embeddedness enhancing competencies and capabilities RELATIONAL INCLUSION DISENGAGEMENT → through diversity neither being sought nor recognized → for cohesive interpersonal relationships resulting from equality in social standing Social Inclusion Source: Nonprofit Quarterly, “Inclusive Nonprofit Boardroom” Three Strategies for Building an Inclusive Board 1. Communicate Facilitate Discussions Appoint a Task Force Develop Your Case Statement 2. Assess Organizational & Board Culture Board Needs 3. Commit Assign Roles & Responsibilities Measure Results 5
  • 6. 9/30/2013 Step 2: CULTIVATE Potential Leaders • Ask current board members, senior staff, and others to suggest potential candidates with needed characteristics. • Find ways to connect with those candidates. • Get them interested in your organization, and keep them informed of your progress. Trajectory of Volunteers Projects / Campaign Donors / Volunteers Events / Episodic Volunteers On-going Volunteers Governance Volunteers Founder / Volunteers Not every person needs or wants to be a board member Interests Working Style Motivation Expectations Constraints What else? 6
  • 7. 9/30/2013 Step 3: RECRUIT Prospects • Describe why a prospective board member is wanted and needed. • Explain expectations and responsibilities of board members, and don’t minimize requirements. • Invite questions, elicit their interest, and find out of if they would be prepared to serve. • Recruit a diverse board • Remember not all individuals are right for the board 7
  • 8. 9/30/2013 Tools Needed to Effectively Recruit Board Members 1. Do you have a job description for board members 2. What are the benefits of serving on your board 3. What are you going to do to support them as board members SAMPLE Board Member Agreement • Fiscal responsibilities • Legal responsibilities • Moral responsibilities • Financial responsibilities • Fundraising responsibilities • Ambassadorial responsibilities • Meetings responsibilities SAMPLE Benefits for Board Members • Using skills to improve nonprofit, effect change, and have an impact • Feeling good by doing good • Collaborating with interesting people • Learning new skills • Enjoying being recognized for their efforts • Wanting to give back to the community • Having fun 8
  • 9. 9/30/2013 SAMPLE Commitment to Board Members • Provide timely information • Make best possible use of assets • Ensure best meeting management practices • Respond to questions and concerns • Encourage feedback and criticism • Do utmost to be an organization of which you can be extremely proud Governance Committee • Promotes and provides education about the organization, field, and governance • Assesses the organization’s governance needs • Identifies, nominates, and orients new members • Conducts board self-assessment • Organizes the annual board retreat Nominating vs. Governance Committee Nominating • Short-term • Narrow focus • Elections • Officers • Self-contained Governance • Ongoing • Holistic focus • Composition • Policies and Practices • Involves others 9
  • 10. 9/30/2013 Questions Questions All Boards Should be Asking • Do we have the right leaders in place to lead us into tomorrow? • Do we have a governance structure in place that allows the board to function effectively? • Are we talking about the right things/the issues of greatest importance? • Do we have a culture in our boardroom that welcomes diversity and new perspectives? “The main point is to first get the right people on the bus (and the wrong people off the bus) before you figure out where to drive it.” Jim Collins, Good to Great 10
  • 11. 9/30/2013 It was great… Thanks! Thank you… Let us know how the Center can help you! 555 Northgate Drive, Suite 200, San Rafael, CA 94903 Phone: 415-479-5710 Fax: 415-479-9878 www.cvnl.org 11