BOARD DEVELOPMENT COURSE 3 SESSIONS | WEDNESDAY AUG. 27, SEPTEMBER 3 & 17 |10 – 11:30AM INSTRUCTOR ANNE ACKERSON This program is made possible with support from American Express Foundation and the New York State Council on the Arts, a State Agency
Leading by Design : Building Your Board’s Human Capital
The Cycle of Board Recruitment and Management
The Board Development Committee
Orientation and Engagement
Evaluation and Rotation
Board Recruitment and Management Cycle 2
Board Development Committee
What is its role?
What are its specific tasks?
Who needs to be on it?
How often will it meet?
Vision-Values Discussion: Vision and Mission Statements, Strategic or Long Range Plan
Skills/Experience Inventory of Current Board
Identifying Your Organization’s Board Current Strengths and Future Leadership Needs 4
Skills/Experience Inventory of Current Board 5 Board Member Name Diversity M/F Ethnic/Racial Age Profession/ Avocation Areas of Expertise Active with our organization in the following ways… Has ability to help our organization do…
Matching needs to potential candidates
Characteristics to think about: forward-looking, optimistic, comfortable with risk or uncertainty
Using existing and new networks to identify potential candidates
www.managerfactory.com “ I recently challenged my board to think more creatively about the nominating process by cultivating individuals who are interested in things that may not seem immediately relevant to our museum mission. This included people interested in preserving open space, fair trade enterprise and micro loans to poor people who want to start a business, the growing interest in "simple living" or "green lifestyles," character education for children, encouraging public/private partnerships, etc.” Starlyn D’Angelo, Director, Shaker Heritage Society How can you identify new and different board members for your organization? 6
A process that may require several interactions over varying lengths of time
Tailored to an individual – Could Include:
Multiple Conversations by phone and in person
A tour of the facilities and meeting of staff
Sitting in on board meeting
Meeting board members
Attending an event
Museum of Modern Art 7
Based on the Needs Assessment and Identification exercise, describe why a prospect is wanted and needed.
Explain expectations and responsibilities – this is where a board member job description comes in handy
Is the prospect interested and ready to serve?
Does the prospect need more cultivation?
What if the prospect says “no”?
Orientation & Engagement
Make orientation of new board members (or prospects) a formal activity
Orientation should include:
Overview of the organization – its history, programs, pressing issues, finances, facilities, strategic or long-range plan
Overview of the board and staff – committees, board member responsibilities, bylaws, organizational chart, board and staff lists; resumes of key staff
Board Member Handbook – a handy reference for new and veteran board members
Pair up new and veteran board members to lessen the learning curve
Involve all board members in committees or task forces; hold them accountable and thank them often
Check List of Items to Include in a Board Member’s Orientation Packet/Handbook 10
Training is your opportunity to align the board around the organization’s culture and purpose
Conferences, seminars or workshops
In-house speakers (staff or outside expertise you bring in to board or committee meetings)
Field trips – tours of your own facilities or of others to examine an issue in depth or to benchmark
Joint meetings with boards of other cultural organizations around a common topic
Set aside 10-15 minutes at every board meeting for a short “tutorial” in some aspect of the organization
Distribute mission/issue-related articles for board members to read at their leisure; follow up with a
post-board meeting discussion at the local watering hole
Offer drop-in opportunities to observe programming
Devote a section of your website to board member only news and information; keep it updated
Who and What Needs to be Evaluated?
The board as a whole – for its effectiveness as leaders, stewards and decision-makers
Committees – for their ability to carry out their charge
Individual board members – for their ability to meet the organization’s expectations
What are the tools?
Strategic or Long-range Plan
Board member job description
Two Words about Board Member Rotation 14
NYS ARTS BLOG www.nysarts.typepad.com
Webinars on the BLOG!
Explore new ideas
Next Session Wednesday September 3rd
“ Maintaining Momentum with Training”
On to the Blog!
“ I recently challenged my board to think more creatively about the nominating process by cultivating individuals who are interested in things that may not seem immediately relevant to our museum mission. This included people interested in preserving open space, fair trade enterprise and micro loans to poor people who want to start a business, the growing interest in "simple living" or "green lifestyles," character education for children, encouraging public/private partnerships, etc.”
What in your organization’s vision or mission statements could jumpstart a totally new conversation about talent identification, cultivation and recruitment?
What do you see as the one or two steps you’d like to take immediately to make change in how you attract or engage new board talent?