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CAA Board Recruitment and Development
Organizational Standards Center of ExcellenceMarch 25, 2019
© 2018 CAPLAW & Community Action Partnership
Jarle CrockerDirector, Training and Technical Assistance
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Today’s Agenda
• Recruitment and development of CAA board members
• Key resources
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Key Resources: CAPLAW Board Training and Orientation Toolkit
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Key Resources: Partnership and ANCRT ROMA for Boards Series
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Strategically Recruiting and Selecting Board Members
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Elements of Effective Recruitment
Needs
Attributes
Mission, values, interests
Expectations
Commitment
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Key Skills for Board Members• Finance: CPAs, CFOs, business process, grants
management
• Law: JDs, paralegals
• Fundraising: fundraising/development professionals, individuals with business connections, event planners
• Administration: CEOs/EDs, CAOs, HR Directors
• Research: PhDs, MDs, program evaluation, performance measurement/quality improvement
• Advocacy/outreach: Communications, community organizing/engagement
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Board SourceBoard Member Recruitment Matrix
https://boardsource.org/board-recruitment-matrix/
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http://www.caplaw.org/resources/SelfAssessmentDocuments/CAPLAW_BoardComposition%20Matrix_April2012.xls
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Board Selection Procedure
Follow selection procedures
Require applications
Recruit smartly & strategically
Use board committee
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Governance/Board Development Committee
• Oversees processes for selecting board members and filling vacancies
• Standing Committee
– Meets throughout the year (not just before board elections)
• Works with ED to ensure board functions well
• Coordinates board orientation and training
• Implements board self-assessment process
• Coordinates periodic review of governing docs
Other Tasks
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A Note on Bylaws
• Ensure bylaws give board maximum flexibility in recruiting and selecting board members– Amend them if necessary
• Follow procedures outlined in bylaws
• Check that bylaws reflect grant requirements (CSBG, Head Start, etc.) for board composition and selection, as well as state nonprofit corporation law (nonprofit CAAs)
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Bylaws/Governing Documents
• Org’s bylaws have been reviewed by an attorney within the past 5 years (not applicable to public CAA).
Standard 5.3: Nonprofit
• Org/dept. documents that each board member has received a copy of the bylaws within the past 2 years.
Standard 5.4: Nonprofit/Public
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Recruitment Strategies/Succession Planning
• Encourage staff and board members to identify clients who may be able and willing to serve
– Develop recruitment materials for front line staff to distribute
• Invite prospective board members to serve in an advisory capacity to the board and/or committee
• Build connections to other public, nonprofit, and private service providers
• Identify other advisory bodies, committees, and commissions to engage
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Recruitment Strategies/Succession Planning
• Participate in or hold a community forum
• Offer leadership and community organizing training for clients and neighborhood residents
• Develop/manage a social media strategy for publicizing opportunities
• Recruit from natural constituencies (e.g. Head Start parents, school districts, neighborhood associations)
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Recruitment Strategies/Succession Planning
• Use standing Board Development Committee to actively, continuously oversee recruitment:
– Anticipates vacancies through succession planning
– Maintains a pipeline of potential board members
– Stays on top of board needs
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Tripartite BoardsComposition and Selection
1/3: Elected public
officials
Remainder: Private Sector
At least 1/3: Low-
income sector
• The org.’s governing board/advisory body is structured in compliance with the federal CSBG Act
Standard 5.1: Nonprofit/Public
• Governing board/advisory body fills board vacancies as set out in its bylaws
Standard 5.5: Nonprofit/Public
– 42 U.S.C. § 9910
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Low-Income SectorNonprofit CAAs
• Must be democratically selected to assure representative of low-income people in service area
• If chosen to represent a particular neighborhood, must live there
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Low-Income SectorPublic CAAs
• Must be representative of low-income individuals and families in service area
• Must live in service area
• Must be able to participate actively in development, planning, implementation and evaluation of CSBG programs
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Low-Income Sector
• Should represent current low-income residents, but don’t need to be low-income themselves
• Have at least some, if not all, low-income board members who are low-income themselves
Recommendation
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Low-Income Sector
Democratic selection options:
General election
Public forum
*PTA
*Policy council
*Faith-based group
*Tenants association
*Community health center
board
Micro-democratic election procedure:Group predominately made up of low-income individuals may elect someone from w/in the group to serve as the low-income rep.
‒ OCS IM 82
*
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Low-income Sector
CAPLAW Democratic Selection Procedures Case Studies, http://caplaw.org/resources/PublicationDocuments/raisingthelowincomevoice.html
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Developing Effective Board Orientation and Training
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Board Development Committee
• Works with ED to ensure board functions well
• Coordinates board orientation and training
• Implements board self-assessment process
Other Tasks
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Board Orientation/Training
• Org./Dept. has a process to provide a structured orientation for governing/ advisory board members within 6 months of being seated.
Standard 5.7: Nonprofit/Public
• Board members have been provided with training on their duties and responsibilities within the past 2 years.
Standard 5.8: Nonprofit/Public
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Orientation (and Training) Topics
1. Mission
2. History
3. Programs
4. Strategic direction
5. Financial oversight
6. Organizational structure
7. Board composition
8. Board roles & responsibilities
9. Board operations
Consider providing an annotated bibliography of reference resources
*
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Orientation (and Training)2. History
Resources
• Fact sheets
• Brief written history
• Board chair or other officers
• Brochures
• Newsletters
See Chapter Two, page 32 for history of Community Action
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Orientation (and Training)4. Strategic direction
Resources/Topics
• Strategic plan
• Board planning committee
• Recent news articles about programs/activities
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Orientation (and Training)5. Financial oversight
Resources/Topics
• CFO
• Treasurer
• Finance Committee
• Form 990
• Annual reports
• Financial Statements
• Audits
See Sections 2, 3 & 4 – Addressing audits, financial statements &
agency-wide budgets
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Orientation (and Training)6. Organizational Structure
Resources/Topics
• Org chart
• Key staff bios
• Board/staff relationships
Chart from Montgomery County Community Action
Agency, Maryland
Board of Directors
Executive Director
Org.Depart./Staff
Org.Depart./Staff
Org.Depart./Staff
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Orientation (and Training)7. Composition
Resources/Topics
• Board chair/officers
• Governance committee
• Current board member bios
• Bylaws
• Governance policies and procedures
See Chapter Two, page 40 for tripartite board composition
and selection
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Orientation (and Training)8. Roles and responsibilities
Resources/Topics
• Job description
• Expectations
• Fiduciary Duties
• D&O Insurance
• OCS IMs 82 Tripartite Boards and 138 CSBG Organizational Standards
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Orientation (and Training)9. Operations
See page 21 in Section 1 – Tip: Use minutes as board orientation tool!
Resources/Topics
• Bylaws
• Board manual, if exists
• Committee structure & schedules
• Attend meeting before seated
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Orientation and Training Methods
• Webinars
• Training modules
• Handbooks
• Mentoring
• Conferences
• Retreats
• One-on-One meetings
• Committee participation
• On-site tours
• Staff presentations
• Volunteering
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Board Training
• Regular board training
– Establish an advisory committee as a training ground for potential new members
– Require all board members to attend
– Consider ongoing concise training incorporated into meetings, especially on topics such as financial statements and audits
36
Board Self-Training Tool
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Community Action Partnership YouTube Channel-Board Videos
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Building Capacity for New Board Members
• Connect new board members with a mentor from your board
• Help new board members identify specific areas of interest and associated committee assignment
• Ensure new board members connect with the mission of the CAA and Community Action
• Conduct a personal site visit to the CAA• Connect with the ED/CEO• Prioritize new board members for attendance at
conferences and other trainings