NACCDO Cancer Hospital Board of Volunteers Onboarding Engagement - Hilsheimer


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  • Thursday, April 24th 11:30 – 12:45 pm Cancer Hospital Board of Volunteers: The Onboarding, Engagement, and Exit ExperienceWelcome Statement Summary:The appointment, productive utilization and governance of volunteers requires a planned and organized effort. Cindy Hilsheimer, Managing Principal of BeecherHill, and Chair of the James Foundation Board, will discuss how to enrich volunteer boards through the fundamental institution and enhancements in structure, recruitment, expectations, engagement, and evaluation. Cindy will explain how this exercise can help make a board and its volunteer’s experience more rewarding and meaningful, while simultaneously build fundraising support and awareness for the cancer program at The James.
  • Introduction Managing Principal @ BeecherHill, a retained executive search firmServing second term as Chair of the James Foundation Board (term is a 2 year appointment)Member of the James Foundation Board for 14 years (appointment December 2002)[Brief summary of experience on JFB and membership on other volunteer boards]Chair following the footsteps of some great leaders
  • [CLICK – all bullet points appear]The objective today is to share how the James Foundation Board has and continually strives to strategically appoint, optimally engage, and appropriately govern its members to maximize our support of the James. Over the past 3-4 years, our board has implemented meaningful change to enhance our structure and purpose in order to take our board to the next level. The motivation to do this came when we were requested to increase our campaign goal from $250 million to $500 million. An collaborative effort between our board and the James staff complemented by countless meetings, conversation and a board retreat resulted in our strategic action plan; that is, our road map to raise $500M by end of fiscal year 2016 (June 30, 2016). This action plan focuses in four areas:Growing the prospect and donor baseContinual enhancement of the boardImproving staffing needs and resourcesIdentifying and strengthening the fundraising theme and messagingIt is well known that volunteers play a key role in the success of a non-profit, therefore the action plan of “enhancing the board” was, and continues to be, of utmost importance in order to ensure growth, prosperity, and preservation of the James Foundation Board, ANDto build fundraising support and awareness for the cancer program at The James.Today, I will cover these objectives throughout the presentation:Alignment and volunteer board structure for The JamesExpectations of membersGovernance and nominatingGrowth prosperity and preservation of the boardThe exit process
  • Think of The Ohio State University as anumbrella organization. Being one of THE largest universities in America, OSU is comprised of 18 Colleges and has the most comprehensive health sciences campus in the country, with a Med School, Vet School, Colleges of Pharmacy, Nursing, Optometry, Dentistry, College of Public Health, Psychology, Allied Professionals and Ecology or Human Nutrition all on a single campus. All of these distinct entities, plus more, fit under the shield the OSU umbrella; working as partners, supporting shared values, and committing to institution-wide goals for the betterment of Ohio State and its future success. [“ONE UNVERSITY”]The Ohio State University Wexner Medical Center is one such entity - it is one of the largest and most diverse academic medical centers in the country and the only academic medical center in central Ohio. In addition, The Ohio State University Foundation – a 501(c)3 organization - is the university’s primary fundraising and gift-receiving organization. It was founded in 1985 as a non-profit, tax exempt organization that advances the mission of Ohio State by pursuing and securing private support to benefit Ohio State students, faculty, programs, and/or facilities. Furthermore, The Ohio State University Comprehensive Cancer Center–Arthur G. James Cancer Hospital and Richard J. Solove Research Institute (OSUCCC–James)is the only cancer program in the country that features a National Cancer Institute (NCI)-designated comprehensive cancer center aligned with a nationally ranked academic medical center and a freestanding cancer hospital on the campus of one of the nation's largest public universities. The James Foundation – a 501(c)3 organization- maintains a close relationship with the OSU Foundation because it supports the mission of Ohio State through private support - specifically for the cancer program at the OSUCCC-James. [History of JFB to be explained on next slide][501(c)3 meaning OSU Foundation and James Foundation have been approved by the IRS as a tax-exempt, charitable organization]The James Foundation Board is a product of The James Foundation, serving as a development/fundraising board with many community leaders serving as board members who play a major role in developing new sources of gift support for The James. And Development Staff support the various entities across campus, including the OSU Wexner Medical Center and The James, with central departments and programs (such as Human Resources, Prospect Research, and Development Records) housed within the OSU Foundation.
  • [CLICK - Picture of JFB will fly in]History:Initially created as the Ohio Cancer Foundation in 1977 after OSU was designated a Comprehensive Cancer Hospital from the NCI. The Ohio Cancer Foundation was to provide Dr. Arthur G. James with the economic and political influence to build a free-standing cancer hospital in Columbus. In 1981, financial support from the Ohio General Assembly and The Ohio State University helped build a cancer hospital on the OSU campus. In 1987, at the dedication, the cornerstone was set and the hospital was named after Dr. James. In honor of Richard Solove’s $20M donation in 1999, the institution was renamed and the Ohio Cancer Foundation is designated as “The Arthur G. James Cancer Hospital and Richard J. Solove Research Institute Foundation.”James Foundation Board Mission:To provide financial assistance to benefit The Ohio State University’s Comprehensive Cancer Center – Arthur G. James Cancer Hospital and Richard J. Solove Research Institute and its related activitiesComposition: Currently, 36 members (including 1 serving in an ex-officio seat – Dr. Michael Caligiuri). Per code of regulations, board is to be not less than 16 members and up to 3 can be designated. A service term of board members is 3 years and all members have the right to vote and are counted as part of the quorum. The amount of terms a member can serve is unlimited. The James Foundation Board has 1 active emeritus member (Cheryl Krueger) and a legal liaison (Dustin Frazier).Sub-Committees: Committees help maximize the board’s productivity in several waysHelping the board handle complex issuesMatching board members with particular expertise to appropriate areasEngaging with issues more deeply and consistently than the board as a whole couldAttracting and involving newcomersServing as a training ground for new board membersFor the James Foundation Board, we currently have three working committees, including….Executive Committee - members who serve as officers of the board; officers have and may exercise all of the powers and authority in the management of the business and affairs of the James Foundation Board. Governance & Nominating Committee – board members who formulate and recommend governance principles and policies, asses and enhance the quality of the nominees to the board, make recommendations regarding board’s composition, ensure integrity of the nomination process, and oversee compliance to the code of regulations (bylaws) and membership expectations and evaluation. James Ambassadors Society - premier advocacy group for The James (more detail later in presentation); society holds a double barreled purpose – cultivate potential new board members and steward former board members – a vehicle to communicate, educate, and engage.
  • [CLICK – all bullet points appear]A key ingredient to increasing a non profit organization’s impact in the community it serves and beyond is having the right people on the team. For The James Foundation Board, these team players fit a profile of qualifications that are instrumental in helping achieve the strategic and philanthropic goals for The James. I will touch base on recruitment shortly, but when recruiting new board members, our governance and nominating committee places emphasis on these qualifications so that we can build and sustain a best-in-class board that inhales and exhales an array of knowledge, skills, attributes, and experiences. The qualifications we look for include credentials of time, talent, and treasure, such as: A Personal Connection and Passion for the Cancer CauseA Commitment to The James and its Mission Diversity (race, ethnicity,gender, age, profession, geographic balance, experience, and skills) to enhance the boardEmbrace Community Philanthropy & VolunteerismLeadershipDedication & DriveCapacity to Support (annual fund, campaign, and special event – tangibly and financially)ConnectionsThe value of a board member is not only what’s in their head,but also the networks and the reputational capital they bring that allow them to contribute deeply to our organization.
  • [Click – all bullet points appear]Board members not only need to meet qualifications, but they also need to meet a list of expectations that serve as responsibilities. Expectations are necessary and need to be realistic. In 2011,the entire James Foundation Board was actively involved in the creation, development, adoption, and execution of our own list of expectations for board membership. We achieved 100% participation and buy-in on this process. Remember this phrase: Give AND Get. Our expectations are designed for board members to contribute AND help with the fundraising. Its not either/or. [Give time and money  Get time and money]The James Foundation Board concentrates and operates on 6 top expectations: Make a financial contribution (annual gift of $10K+ to The James and $100K commitment during the campaign to The James. Gift can be a personal contribution or can be satisfied by the board member’s employer).Actively participate. We expect our board members to attend and contributeto 75% of board and relevant committee meetings, along with monthly communication with the development team. We want their expertise – that is why they were ask to join the board. Share networks and open doors. We ask our board members to share their list of contacts, helping identify and cultivate new friends/prospects for The James. (Goal is 10 new prospects a year, either corporate, individual, or sources of grants).Invite others to contribute and/or get involved. Fundraise by asking others (friends, family, colleagues, etc.) to make a gift or attend a specific event. We want board members to be involved in the fundraising lifecycle. Be a good advocate. We want board members to talk about The James with anyone who is interested, sharing their passion and exerting their influence in order to help build new or sustain old relationships. Say thank you. We ask board members to write thank you notes, make thank you calls, and even accept checks and serve as a representative of The James. All James Foundation Board members are to be held accountable for these tasks and annually evaluated against them. Implementing these formal expectations makes it easier to identify and recruit board members who are willing and able to help with fundraising.
  • Background Information The James Foundation Board is governed by a code of regulations. The Governance & Nominating Committee oversees compliance to the code of regulations and membership expectations. The committee also invests its time in at least four areas:Understanding the needs of the organization and the board going forwardCommunicating to the members the process for identifying and electing the most qualified candidates in a transparent, timely, and comprehensive mannerCarefully evaluating and screening the prospective candidates to prepare the slate with the most qualified candidatesEnsuring that the pipeline for potential candidates is as wide and accessible as possibleThe integrity of the New Member Appointment Process (including identification and strategic recruitment) helps ensure adequate infusion of new ideas and diverse perspectives. Most importantly, thisrigorous process of candidate identification, nomination, screening, and selection results in the emergence of the best candidates for nomination and official appointment.[CLICK twice – for “identification” bullet points to appear]Identification ProcessCandidate is referred (internally, externally, or self-identification) Candidate is researched (does he/she meet the profile of qualifications? does the candidate fill a void in terms of diversity for the board? can the proposed candidate fulfill the expectations? does the candidate have the influence/reputational capital and new social networks to bring to the board?)Governance & Nominating Committee assess and review the applicant’s information (if mutual desire to proceed with the candidate, then the strategic recruitment process begins)If all signs look promising, the G&N committee determines whether nomination should be presented to board and a formal ask is made for candidate to joinCandidate is presented and recommended for approval and board voteThis identification process helps us target the right candidates, build an ongoing pipeline, and requires a standard of due diligence before moving a prospective candidate into the recruitment and engagement phases. [CLICK twice – for “strategic recruitment” bullet points to appear]Strategic RecruitmentStrategic Recruitment is a team effort – it stems from the strategic directions and needs of our organization. Once a board candidate has been through the identification process (and meets the qualifications and can adhere to the expectations), the next step in recruiting new board members is identify who (individual or team) will be part of the recruiting process. Initially, it is best to be clear on exactly what the board needs – what is missing? The James Foundation Board recently started drafting a board profile grid – whichis a tool that maps out the composition of the present board and helps reveal any missing ingredients. The grid/mapping allows the board to focus its search in the right direction. [For example, James Foundation Board is currently focusing on obtaining a younger age range of members and finding women in leadership positions]. The goal is to find a balanced composition that is strengthened by differences among members. Engage and InviteFurthermore, it is imperative to conduct due diligence, especially during the engagement phase for potential nominees. The individual or team responsible for the recruitment of new board members must be clear about the board expectations/responsibilities and make sure that the candidate truly understands them before any commitment is made. Some of the best engagement practices we perform include:Peer to Peer InterviewsIntroduction and Education about Organization Dialogue to determine fitIdentify any Conflicts of InterestAnswer Candidate’s QuestionsConfirm Commitment (time, talent, treasure)Explain next steps (recommendation to JFB and vote for approval)The development team is also helpful in determining what would be the best fit to further engage a nominee – take a lab tour, attend a community partner event, join the James Ambassadors Society receptions, attend a major fundraising event or prospect cultivation event, etc. Nominate and AppointFinally, it is important to determine who, how, and when the ask to join the board is made. Just as in asking for a fundraising gift, the ask to join the board should not come as a surprise. For the James Foundation Board, we typically have the request to join come from our leader, Dr. Michael Caligiuri. [Feel free to share personal example of recent recruitment stories, i.e. Nick Coe, Dennis Welch, Sarah Benson, Diane Nye, or Kent Bowen]To note, board recruitment is an ongoing process and requires a well thought out plan for each individual nominee – we always have a candidate pool (log of suggested nominees)where individuals move through various stages of cultivation, so that when an opening occurs, it is easier to rekindle communications than start from scratch.
  • [Click on each loop and key word – 6 clicks total]Our goal is make a board member’s experience rewarding and meaningful, and further deepen the relationship and connection to The James. We have found the following objectives to be successful: [CLICK 2x] First we mustEDUCATE and MOTIVATE! Some board members are very new to the world of fundraising and therefore it is imperative to offer some techniques to the board members so that they too view raising money as important. Assigning board mentors/buddies is just one best practice. Relationships between and among board members are key – we like to try and develop a “community” with our board members – they truly are a part of something special (something essential to mankind). We hope that the mentors and mentees can meet together socially to answer questions, serve as a resource, make the new member feel special, to clearly identify their skills and role(s), and to motive them to “hit the ground running.” The new board member also needs to fully understand and value the impact this board and this organization make in the community (state/nation/world).[CLICK 2x] Second, we must INSTRUCT and ENGAGE!At this point, instruction and involvement only adds more value to the overall experience of board members. The Annual Briefing (board manual) is fundamental component – it is full of information (organizational history and overview, policies and procedures, financials, strategic plans, contact information, calendar, governance). In addition, effective communication plays a role (weekly emails, monthly committee meetings, quarterly visits with development officers, invitations to fundraising and cultivation events).These efforts are small steps in training a board member how to fundraise and ensuring the mission is front and center. [CLICK 2x] Lastly, we must INTEGRATE and APPRECIATE! This practice is performed at meetings and gatherings. Essentially, the board meetings are show time! Members pull it all together, focus, and think strategically about their overall purpose. How can they best leverage what they have learned into helping raise money for the cause. Another avenue is for board members to use their skills and experience to develop strategic plans (for individual donors or “big picture” ideas) at any stage within the fundraising lifecycle. Furthermore, ask the question, “where best can the development staff utilize volunteers in different roles?” In addition, in order to keep our valued volunteers actively involved, recognition and appreciation is key! Byinvesting in our volunteers, we have witnessed a higher retention rate amongst the board – the same thing goes for the development staff. By the board investing in development, the retention rate of our development staff – and the success of our fundraising has increased.
  • Board Member Onboarding and Education
  • [CLICK twice – all bullet points appear]The Onboarding ProcessBoard members are the activators of our organization, the building blocks to our success. Without strong leaders on the board, our organization won’t rise.As the crucial ingredient to our lasting success, board members need a thoughtfully prepared onboarding plan – from both the development office and members of the board. Without one, new board members will be left struggling to understand their new role—and the inner workings of our organization—on their own. We cannot afford to let that happen. When onboarding new members, we offer an information toolkit (Annual Briefing Book) that offers insight into the workings of the board, history of The James cancer program, calendar of events, names/biographies/contact information of all board members, development staff, and hospital leadership.Within our onboarding process, we also aim to help each new board member become the leader that The James needs.The development office creates a plan for the first 90 days on the board, including making the right introductions, scheduling meetings with hospital leaders/physicians, taking tours of the hospital space and labs, assigning a seasoned volunteer to serve as a mentor/buddy, and assigning a development officer to “manage” the new board member. The development officer relationship is key – not only does the development officer work to help progress the new board member’s personal experience within the fundraising lifecycle, but the new board member must also work with the development officer and be a part of the fundraising lifecycle for future prospects and donors. Remember it is the Give AND Get (give the time and money: get the time and money).
  • [Click – all bullet points appear]During that first 90 days on the board, an orientation meeting is held between the new board member, the development officer, the board mentor, and the board liaison. Information is further reviewed and communicated:Overview of The James Foundation Board and its History Our Philosophy and ValuesOSU’s Volunteer PoliciesBoard/Committee Structure and ResourcesJob Description and ExpectationsCommunicationsAnnual Briefing (board manual)Clarification of role, partnership with development offices, and areas to further engage participation (fundraising events and meetings)Fundraising Overview “Philanthropy 101” (explains the fundraising lifecycle and how board members can play a role in the cycle with other prospects and donors)Calendar of Events
  • [Click – all bullet points appear]Maintaining effective, frequent, and relevant volunteer communication is essential to the success of every nonprofit organization. To keep volunteers energized and engaged in their work, it's important to let them know what the organizations needs are, express appreciation for their efforts, and make sure they understand how important their contributions really are. Our communication to board members come in a variety of tools and methods, including:Weekly Emails (provide announcements, information on upcoming events, new gift activity reports – to thank donors, and links to videos or articles that pertain to The James)Publications (ImpactCancer)Videos to share with family, friends, colleagues, and social media sites (“Toward a Cancer-Free World” – in conjunction with WBNS 10TV News – and “A Cancer Free World Begins Here”)RecognitionDevelopment Officer Outreach for individualized contact with volunteers, either face to face or via telephoneMeeting Follow Up
  • The Engagement ProcessTop volunteers want to be engaged in productive activities and want to understand and value the impact they make within the organization and community. Volunteer engagement requires strategic investments of time, staffing, and infrastructure, a solid plan from which to operate, and resources—including a dedicated point-person—sufficient to complete the job. Theengagement process must be built on the abilities and interests of the volunteer as they align with the overriding mission and goals of The James and the James Foundation Board. The engagement component taps into the nearly unlimited potential of volunteers.
  • [Click – all bullet points appear]When facilitating our James Foundation Board meetings, we follow a specific formula, or “rules of engagement” to further emphasize our sense of community with one another. By creating a strategic agendas, we are able to better guide our quarterly meetings and ensure that we make the best use of our volunteer’s time with relevant information. We also place emphasis on the meeting location. We take into account who is attending, from how far, and how many plan to attend. Our venues range from on campus sites (as it serves as a central location) to the board rooms of our board members (example: Diane Nye and Tween Brands; Don Casey and Cardinal Health). When board members host board meetings, it allows them to showcase their business and the work that is performed in their worlds. This tactic is another way for us to engage and build a sense of community within our board. Meeting materials are sent a week in advance for all to review – we ask board members to read the packet of materials as they will be asked to vote on previous meeting minutes, treasurer’s report, and newly nominated board candidates. We also want them to review the agenda and speaker biographies so that they can come prepared to ask questions of the meeting’s topics. All speakers are prepped with the who, what, where, when, and why questions of the meeting so that their presentations are informative and educational for board members and are interactive in the sense that the information spurs conversation and brainstorming on ways that to increase fundraising for The James (because fundraising is the topic on all of our minds for the two hours that we are together). We also take a moment at each board meeting to give recognition (sometimes it is as simple acknowledging one’s birthday or retirement, thanking for recent gifts made and time spent, and congratulating for awards given). After each meeting, board members who did not attend receive a follow up letter outlining the meeting’s discussion and approvals made. Development Officers also touch base with their assigned board members to receive feedback and answer any outstanding questions.
  • [CLICK – for each individual bullet point]An agenda is the framework that helps meetings run effectively and efficiently. In the months leading into a board meeting, the executive committee gathers to craft a strategic agenda and step-by-step outline of the topics to be covered during the meeting. At the essence, our agendas tell a story : where we were, where we are, and where we are going. Every aspect of the agenda is constructed to help answer these questions. Every meeting first starts and ends with social interaction – allowing for a harmonious juncture of the minds. Once the call to order is made, our agenda is structured to include companionship along with mental stimulation so that board members leave feeling energized, productive, and inspired. The agenda informs members of accomplishments and priorities within The James (cancer program update and campaign update)It ensures adequate consideration of all issues, events and projects (allfocused around fundraising)It keeps the discussion focused and on trackIt makes effective use of participants' time (time allotment made for each topic within the agenda)It ends with a specific call-to-action that wraps up the story we want to tell so that we can get to where we want to beFeedback and Evaluation is conducted after each meeting as well – the feedback in particular is essential in helping us ensure that our meetings are as productive as possible. Often times, we go back to the drawing board so that we can better express the story we want to tell.
  • [Clicktwice – all bullet points appear]The ways in which The James Foundation Board outlines engagement is through these best practices:InvolveIntroduction to new prospectsAttend fundraising events/sponsor tables and invite social networkAccept checks from community partner events Host small dinner or larger cultivation eventsBeing a part of the solicitation of donors
  • Board Member Appreciation
  • [Click – all bullet points appear]For The James Foundation Board, fulfilling the expectations is essentially the core to engagement and retention. Through personal investment of time, talent, and treasure, board members become good advocates and representatives for the cause. We count on our board members to spread the word about The James, use their connections to gain access to potential donors, actively participate in fundraising campaigns, and make their own donations. Whether a board member is more comfortable working behind the scenes or asking for money directly, there should be a way for the whole board to get involved.Accountability…..
  • [Click – for each individual bullet points]At the end of every fiscal year, we take a step back to review our collective performance as a board. We want to know if board members are fulfilling their expectations and further recognize any skills and strengths of our volunteers that can be leveraged, therefore we have developed an annual “Engagement Summary” that reflects the expectations of board membership. This Engagement Summary gives us the opportunity to showcase the many contributions our board members make to the cause; provide suggestions and inspire action for further contributions; and, candidly, evaluate our performance as Board members.This process is not just focused on the individual, it serves as a means to improve the overall board. The summary helps us identify additional components (strengths, opportunities, weaknesses, threats), like areas of improvement for board meetings, committee performance, and organizational performance. To note, this process was unanimously accepted by members of the James Foundation Board in 2011. It is also communicated to potential board members so that they are not surprised when a scorecard of their performance is delivered. 
  • This slide shows a sample of page 1 of the “Engagement Summary.” Basically, it answers the questions of “did you complete the expectations?”At the end of each fiscal year, this summary along with the listing of expectations is mailed out to the volunteers. We acknowledge that it is just a draft since the records may not be 100% accurate. Board members are to review, follow up with their development officer if any discrepancies arise, and then sign and return. Following the return of the summary, the board chair and/or the governance & nominating chair meet individually with each board member. This peer-to-peer meeting is effective – it helps us find out how each person is feeling about the organization, how much time they have to contribute, and what they want to learn and do with their time. Its an informal interview and serves as a means to obtain feedback about the individuals’ experience on the board. The ultimate goal is to improve the overall experience of board members so that the board can function as effectively and efficiently as possible. Through this dialogue, it is easy to determine if perhaps a seat on the board is not a good fit at this time.
  • The Exit ProcessExiting the James Foundation Board is a personal decision made by each board member. Either he/she decides to not renew his/her membership after the three-year term, or based upon results from the engagement summary, he/she agrees that expectations are not getting fulfilled and that their seat can be better utilized by more active individuals. We have developed an exit process for two reasons: To best recognize the effortsof board members during their time of service andTo best preserve the relationship after their volunteer service concludes
  • [CLICK– for each individual bullet points]As mentioned, during the “engagement summary” process and discussion with myself or the G&N chair, board member’s have this time to either renew their 3 year term (if expired) or exit the board. The last board meeting of the year, typically held in December, is the moment when the full board votes to approve renewed members and/or thank retiring members for their service. [Feel free to explain how conversations go when having to ask board members to step down when unable to meet expectations]The experience of a board member comes full circle once a term ends – remember, our CEO, Dr. Michael Caligiuri, is typically the chosen one to make the formal ask for individuals to join the board. Once a term has concluded, Dr. Caligiuri holds a stewardship lunch or breakfast with the former board member plus his/her spouse – the purpose is to:Share organizational successesConnect successes to board workHighlight individual accomplishmentsGive proper recognition at term’s end [Hope Statue framing and plaque]Stay connected
  • [Click – all bullet points appear]In addition, we have developed a best practice as a means to maintain and preserve relationships with former board members. First of all, each year, I – as the chair of the James Foundation Board – hold a holiday party in my home. I invite current and former board members (plus spouses), as well as the development staff and hospital leadership. It is a simple way to express thanks, celebrate success, and bring people together to increase morale and engagement. Board members need to feel like a small community of like-minded people bonded in their sense of purpose for the organization they represent. Get- togethers, like my annual holiday party, help this process of “community building.” Second, remember that board members are not only volunteers, but they are also donors to the institution and require continued stewardship from the development office. Lastly, three years ago – through the action planning process conducted by all board members – we created the James Ambassadors Society. [Next Slide]
  • James Ambassadors Society
  • [Click – all bullet points appear]The James Ambassadors Society – the premier advocacy group for The James and a subcommittee of The James Foundation Board. The purpose of the society is to advance the initiatives for The James and the James Foundation Board by assisting in raising awareness and support for cancer education, research, and treatment; and enhance community awareness and involvement.It was initially created to serve as holding ground, inviting all former board members to reunite annually and to stay engaged and educated about great things happening at The James. Over the last three years, the society has received great response and turnout! We have expanded the James Ambassadors Society to also include individuals in our pipeline that we are cultivating to become future leaders on the board. Furthermore, the society has grown to include major donors, key community partners, strong and consistent supports, and major gift prospects.The semi-annual receptions held in the Spring and Fall offer a soft approach and introduction to The James – they also create familiarity and confidence in the work being done at The James. At each reception, we take time to share and recognize the efforts our ambassadors are doing in the community to advocate for The James (i.e. Kevin Daniel, singer and songwriter raising funds through his song on iTunes; Olivia Barr, a 10 year old with a mission to defeat cancer by raising funds for her nonprofit “Kids Involved in Cancer Research”).The role of an ambassador is simple: we ask ambassadors to apply their growing knowledge of programs at the OSUCCC – James in conversations with family and friends to help expand awareness of the hospital and its medical, scientific, and philanthropic goals and achievements. We feel strongly that education and awareness about the research, quality patient care, and programs at The James can someday reduce the suffering caused by cancer. Essentially,knowledge gives us the power to make a difference.
  • [CLICK through photos]James Ambassadors Society – Reception PhotosJack Hanna (Inaugural Spring 2012 Reception)PGA Golfers (Inaugural Spring 2012 Reception)Jack Nicholas with Dr. Bill Farrar and David and Carole Schuller (Inaugural Spring 2012 Reception)Kevin Daniel Band (Fall 2012 Reception)Dr. Michael Caligiuri (Fall 2012 Reception)Olivia Barr (Spring 2013 Reception)November 2013 Reception @ OSU Faculty Club2014 Spring Reception Invite
  • As you can see, the lifecycle of a board member is a planned, organized, individually specialized, and never-ending effort. Once an individual joins the board, he/she is more than just a supporter or board member, he/she is a long-valued friend and becomes a part of The James’ family. I’d now like to open the floor up to any questions.
  • NACCDO Cancer Hospital Board of Volunteers Onboarding Engagement - Hilsheimer

    1. 1. TheOhio StateUniversity ComprehensiveCancer Center – Arthur G. James Cancer Hospital and Richard J. Solove Research Institute Board of Volunteers: The Onboarding, Engagement, and Exit Experience April 24, 2014
    2. 2. The Privileges of the Chair  Advocate for The James  Facilitate the Design of a Sustainable Plan & Strategy  Convene & Lead Effective Meetings  Remove Barriers & Build Bridges  Raise Money  Engage & Appreciate Board Members, Staff & Stakeholders  Continuously Improve & Share Practices 2 Cindy Hilsheimer Managing Principal BeecherHill James Foundation Board | Chair
    3. 3.  The “Big” Picture  Board Purpose & Structure  Member Qualifications, Responsibilities & Appointment  Onboarding & Education  Engagement  Ongoing Stewardship Thru Exit  Next Best Practice 3 Outline of Today’s Conversation
    4. 4. OSU | The Big Picture The Ohio State University OSU Wexner Medical CenterOSU Foundation 501(c)3 OSUCCC - James The James Foundation 501(c)3 James Foundation Board Development Staff
    5. 5.  History  Mission  Composition  Committees o Executive o Governance & Nominating o James Ambassadors Society 5 James Foundation Board | Purpose & Structure
    6. 6. Board Member Qualifications Responsibilities Appointment 6
    7. 7.  Passion for the Cancer Cause  Commitment to Mission & Vision  Complement to Board Diversity  Embrace Philanthropy & Volunteerism  Leadership  Dedication & Drive  Capacity to Support  Connections 7 James Foundation Board | Member Qualifications
    8. 8.  Generous Financial Support  Active Engagement  Prospect Cultivation  Fundraising  Advocacy and Influence  Donor Stewardship 8 James Foundation Board | Member Responsibilities
    9. 9.  Identification  Referrals  Targeting  Ongoing pipeline  Due diligence  Strategic Recruitment  Engagement  Invitation  Nomination  Appointment 9 James Foundation Board | Member Appointment
    10. 10. 10 James Foundation Board | Success Lifecycle Educate Engage Appreciate
    11. 11. Board Member Education 11
    12. 12. Onboarding Process  Information Toolkit  Frequent & Relevant Communication  Quarterly Meetings  Facility Tours  Leadership Relationships  Development Officer Liaison 12 James Foundation Board | Member Education
    13. 13. New Member Onboarding Program  Welcome & Introductions  Peer Mentor  Orientation  OSU’s Volunteer Policies  Structure & Protocol  Role, Partnership, and Expectations  Board Manual  Philanthropy 101  Calendar of Events 13 James Foundation Board | Member Education
    14. 14. Frequent & Relevant Communication  Weekly Updates  Publications  Videos  Recognition  Development Officer Outreach  Meeting Follow-up 14 James Foundation Board | Member Education
    15. 15. Board Member Engagement 15
    16. 16. Board Meetings  Strategic Agenda  Quarterly & Timely  Select Venues  Advance Materials  Speaker Preparation  Informative & Interactive  Recognition  Follow Up & Through 16 James Foundation Board | Member Engagement
    17. 17. Strategic Meeting Agenda  Social Interaction  Inspiration  Business  Cancer Program Update  Campaign Update  Fundraising Focus  Call to Action  Feedback & Evaluation 17 James Foundation Board | Member Engagement
    18. 18. Meaningful Involvement  Development Officer Quarterly Meetings  Partnership in the Fundraising Lifecycle  Signature Fundraising Events  Community Partner Events  Cultivation Events  Stewardship Events  Event Host 18 James Foundation Board | Member Engagement
    19. 19. Board Member Appreciation 19
    20. 20. Recognizing Achievement of Expectations!  Financial Contributions  Meeting Attendance & Participation  Development Officer Engagement  Prospect Introduction & Cultivation  Fundraising  Advocacy and Influence  Donor Stewardship 20 James Foundation Board | Member Appreciation
    21. 21. Annual Engagement Summary  Inventory of Expectations  Showcases Contributions, Collectively  Recognizing Achievement Annual Peer-to-Peer Stewardship Meeting  Expression of Gratitude  Critical Conversation if Appropriate  Solicit Feedback for Improvement  Inspire Continued Tenure 21 James Foundation Board | Member Appreciation
    22. 22. The Exit Process 23
    23. 23. Membership Tenure: Renewal?  Yes = Continue Engagement  No = Recognition & Appreciation Recognize & Appreciation Tenure Conclusion Share organizational successes Connect successes to board work Highlight individual accomplishments Present gift Stay connected 24 James Foundation Board | Exit Process
    24. 24. Preserving an Important Friendship, Forever  Annual Holiday Gathering  Continued Stewardship  Development Officer Liaison  Publications  James Ambassadors Society 25 James Foundation Board | Exit Process
    25. 25. James Ambassadors Society 26
    26. 26. 27  Premier advocacy group for The James  Subcommittee of The James Foundation Board  Purpose:  Advance the initiatives for The James & the James Foundation Board by assisting in raising awareness and support for cancer education, research, &treatment  Enhance community awareness & involvement  Composition  Role James Foundation Board | Ambassadors Society
    27. 27. 28
    28. 28. Questions? 29
    29. 29. Thank You To learn more about Ohio State’s cancer program, please visit or connect with us in social media: 30