Are You Bored With Your Board?

For example, a development committee is the cornerstone of your board. Recruit development committee members who are talented at identifying, rating, screening, soliciting and engaging prospects. Some individuals might have aptitude for storytelling, and others might be interested in determining institutional priorities in cooperation with staff. Strive to maximize the best use of your volunteers.

Some foundation board models include committees for development, finance, nominating, PR/marketing, clinical (if health care), education, research, programs, etc. Others have committees for annual gifts, major gifts, planned gifts and research/support services. To see what works for you, start with a basic committee structure and expand over time. Have board members report financial results at meetings so they develop ownership for results. If your organization has several staff members, assign each one responsibility for a specific committee.

As a coach, wouldn't you want to recruit the best players? As a nonprofit leader, you need to recruit the best board members in the community for financial and nonfinancial reasons. Look at business, government and nonprofit leaders. Determine what individuals can offer in time, talent and treasure. Try to balance diversity in all aspects of recruitment, and encourage representation by all constituencies of the organization, including those that benefit from its services. Do not forget young volunteers! They can tell the organizational story in unique ways.

To keep board members fresh, recruit with purpose. Make sure board members focus on their roles and responsibilities, which include dedication to the organization. Note their social and business relationships, which can expand over time. Allow board members to make important decisions, recruit others to serve and understand the organization’s case for support for fundraising.

These individuals should attend and participate in meetings, serve on committees enthusiastically, and embrace their roles as key ambassadors for the organization. To minimize burnout, have the board make a personal commitment to serve for a specific period of time, not forever.