Kim McKelvey, J.D., CFREExecutive Director

ALPS Foundation Services

Board Participation: Governance and Expectations

Changing board culture is NOT fast.

It’s not even walking pace.

It’s glacial.

Remember, the tortoise won in the end…

AssumptionsYou already have a

boardYou’d like a better-

behaved boardYou’re hoping setting

rules and expectations for your new board members will get you there

The realityRecruitment and orientation are important

puzzle pieces in changing board culture.

BUT, assuming some current board members are never leaving (or not soon enough), the hardest work will be done with your existing board.

Even the most passionate new recruits will wither on a dying vine.

It starts with a GREAT leader …

Inspire passionProvide clear instructionsDevelop policiesCajole, harass, appreciate

Inspire passionMissionVisionStrategic planningMission momentsStorytellingEncourage dialogue/questioning

Encourage reflectionIndividual and group board member assessment

Mission assessmentOrganizational assessmentPlanning and evaluationPersonnelInterest and needs

(See “Assessment”)

Inspire a culture of philanthropyUse passionate leadership to make

philanthropy central to the organizationPhilanthropy v. fundraisingAvenues to create a culture of philanthropy

(See “Menu”)

Inspire performanceA commitment to the work of the organization and

to the people servedA willingness to represent the organization to the

public and to speak in support of the organizationAn ability and a commitment to participate in

meetings, events, and other board-related activitiesCommon sense and the ability to exercise good

judgment

From The Best of Board Café

Board governance

What is board governance?Bottom line: the board (not the ED) is

responsible for ensuring the board functions in such a way as maximize the impact of the foundation’s mission.

Board governance requires that a small group of the board undertake the tasks necessary to guarantee the board functions at a high level.

Board governance components

StructureRecruitmentNominatingOrientationTrainingParticipationCommitteesMeetingsImpact on mission

Start with recruitmentEstablishing a sound recruitment policy and

procedure sets the stage for recruiting outstanding board members.

Board members with skillsets matched to the work of the foundation

Diverse board

Recruits know duties of board members before agreeing to serve

Recruitment logisticsGetting your ducks in a row…

Bar Foundation job descriptionBoard member applicationBoard skillsetRecruitment policy, process and timeline

Board member job descriptionWhy is it important?Because it clearly defines Board members’

roles and responsibilities Duties relating to planning,

organization, operations, finances, philanthropy, etc.

Duties related to staff

Board member job descriptionPosition titleFunctionDuties

PlanningOrganizationOperationsFinance and auditNumber of meetings and participation requirementsFundraising and giving responsibilitiesCommittee responsibilitiesTraining and orientation schedule

(See “Bar Foundation Job Description”)

Board member applicationAllows for skillset analysis, including other

board work

Identifies potential conflicts of interest

Creates talking points for recruitment meetings

(See “Board application”)

SkillsetDeveloping a skillset helps create a list of potential

candidate to recruit for board membership and ask to meet with

themDevelop and disseminate yearly a skills assessment of

board members. Coordinate scheduling of skills assessment with board

recruitment policy, by-laws and/or strategic planBoard (through committee) and executive director

identify specific skills

(See “Board skills assessment worksheet”)

Recruitment Process1. Meeting2. Invitation3. The ask

Recruitment ProcessInitial meeting with prospective board

member:Board chair and executive director attendProvide an overview of the organization –

mission, vision, objectivesProvide relevant organizational materials

describing the foundation’s workReview the board member job description

and application formIdentify potential conflicts of interest with the

candidate

Recruitment ProcessInvite prospective member to a board

meeting:Notify current board members that a

potential new member will be attendingName tags and introductionsExplain acronymsAsk the potential new member if they have

any questions – provide names and contact info of other board members

MentorThank them for coming

Recruitment processThe Ask:

Mentor calls shortly after board meeting

Solicit their complete board member application and provide all applications to the board for their review and election/approval

Notify new members and invite them to subsequent board meetings and the board orientation

We recruited them, now what?Contract?Orientation / mentoringOngoing trainingAppointed to a committee Self evaluation to assess if they’re meeting

the Board member job description

OrientationToo often avoided or lostA manual is very helpfulVital for laying groundwork

What is a bar foundation? Why is it different from other nonprofits?

What are a grantmaking organization’s primary responsibilities?

To whom does the organization make grants? How much? Why? What is the basic procedure?

How should the board member interpret the organization’s financial statements

What else?

Thank you.

ALPS Foundation Serviceswww.foundationservices.com