As the leader of your organization, the Board of Directors is, by far, your most important group of volunteers. When your board is functioning well, members understand the mission and programs, attend board meetings, serve on a committee, share the incredible work your organization is doing with their colleagues and friends, and they may even enlist them as donors or volunteers! Everyone’s dream board, right? If this is your experience, you may just need a bit of tweaking to get your board functioning at full steam. No matter where your board is along its developmental lifecycle, hopefully the ideas below will contribute to keeping your board strong or providing some food for thought to build a stronger and more engaged board.

Tool for Measuring Progress on Board Engagement

First, you need to clearly understand what your board brings to the table. One of the best ways to do this is by developing a board matrix. In a table format, list your board members across the top and the areas of expertise down the left side (i.e. Human Resources, Finance, Fund Development, Legal Expertise, Strategic Planning, etc.). You may already have this type of information from data that you gathered when individuals joined your board. If you don’t have such information, create an electronic, privacy protected form that is easy for board members to complete and provides (in addition to their personal contact information), areas of expertise related to their board service, demographics (age, gender, ethnicity, etc.), outside interests, hobbies, other board memberships, and other organizations where they serve as volunteers.

There is so much that could be a part of such a form so make sure you are careful about only collecting things that support improved board engagement. It’s a balance but you DO want them to complete the form! Such information laid out in a matrix helps your Board Development Committee determine, at a glance, the various areas of expertise already on your board and where you need more (or less!) representation. Gather this information every year from all board members, making it easy for current board members to update and add to previous information they have already provided. Enter the information in an easily searchable database and you will have a tool to support board recruitment, evaluation and engagement. Here is a link to some examples of a board matrix.

The Magic of Site Visits

One of my all-time favorite things to do as a previous nonprofit executive and now as a board member or volunteer is to plan and participate in program site visits. More so than through the written or spoken word, site visits tell your organization’s story through the eyes and experiences of your partners, your clients and your program staff. Whether you serve children, teenagers, adults, senior citizens, or all the above, providing the opportunity for board members and funders to actually see your program in action, allows them to “get” what you do quickly and memorably. While some organizations lend themselves to this type of experience more so than others, planning intentional conversations between board members and with those who you serve will immediately become the experience that your board members share when asked about why they serve on your organization’s board. Here are few things to remember, from the staff point of view:

• Remember the importance of maintaining client confidentiality and upholding the dignity and privacy of clients, which can be reinforced with signed confidentiality statements (if these are not already in place).

• Planning such visits on a regular basis, say quarterly, gives your staff time to plan for and prepare for such sessions. When they become routine, clients and program staff begin to enjoy getting to know your board and other special guests -- a win-win for both groups.

• Make site visits interactive to the extent possible. Volunteers enjoy rolling up their sleeves -- packing food at the food bank, reading with or playing a game with children, or visiting a work site for a home building program. Safety and signed release of liability statements should be required. 

• This type of experience may not be possible for all nonprofits, especially those that provide highly confidential services (domestic violence program, counseling services, for example). Organizations with such services can explore the possibility of inviting clients who have benefited from the program to share their experience, possibly through a virtual format.   

Committee Meetings – Where it Happens!

In an earlier newsletter, I shared some ideas on how to improve board meetings. But really, it’s in committees where the most important discussions are held and decisions are made. Maybe it’s because members, over time, become very familiar with the more granular content dealt with in committees or maybe it’s because smaller groups are more conducive to asking the important questions. Regardless, they end up being more transformative and less transactional. Most importantly, committees are where you can educate/develop volunteers who you hope to grow into future committee chairs, board members and/or board officers, giving them a chance to learn more about your organization and opportunities to demonstrate their leadership skills. Here are a few takeaways from both my executive and board experiences:

• Provide an orientation for committee chairs on good meeting process, building an agenda, and the role of the board members and the staff members in meetings. 

• When setting meeting dates for the coming year, decide which meetings need to be in person and which could be done virtually. 

• Build committees with people you already see as prospective board members and leaders.  

• Maintain the same level of professionalism with committees as with the board, in the way they are planned, led and held accountable by assigning action items to staff or board members, starting the next meeting with reports on action items.

• Share significant committee recommendations with the board, providing a written rationale for each recommendation. If you need or desire board input and approval of the recommendation, assuming it represents a major change from the organization’s previous process, draft the motion that you would like to present to the board. All of this can be accomplished in a one-pager, with three sections on the page: (1) What is being recommended, (2) Background, rationale for recommendation, (3) Motion to seek approval for recommendation. Of course, the board is always able to amend the motion but having a draft provides an understanding of what is being requested. I’m happy to share an example of this if it would be helpful!     

I welcome your input on tips that you think have been helpful to you in building board engagement, especially during and post-pandemic! 

CONTACT US

Let us help you with building a stronger and more engaged board! Go to our website and complete the "contact us" information and Carol will follow up with you OR reach out to Carol at carol@cshattuckconsulting.com.