Strategies and Tactics For Building A ‘Resource Board’

By Tom Colligan, Vice President
Jeffrey Byrne & Associates

When Jeffrey Byrne & Associates, Inc., is retained to conduct a Community Readiness AssessmentSM – or fundraising feasibility study – the organization has typically already determined that time is of the essence in raising significant capital funds. So during the study the consultant tests the strength of the board with the primary objective of devising a strategy for a successful campaign using the board that is already in place.

On occasion, Jeffrey Byrne & Associates, Inc., consultants must deliver the message to a board that it simply does not have the right make up to conduct a successful campaign. Since several members of our consulting team have been CEOs of large, complex nonprofits, we are able to lead the client through the dynamic process of repositioning their board to become a “resource board.”

A resource board is one that requires each person who serves on the board to bring a minimum level of financial resources either personally or through the direct connections, and often times both. Other qualities will always be required but a candidate for the board must first meet the “resource” qualification to serve.
This building process takes at least two years and requires 12 to 15 consulting days per year. But there is no other single process in the nonprofit organization that is more important to or potent for success. Consider these:

You should find the following steps helpful in building a high performing board:

Step 1: BUILD THE BOARD DEVELOPMENT COMMITTEE
Establishing any committee requires a committee “charge” or “commission” and selection and recruitment of the right leadership to get the job done well. But how many organizations rotate their chair every year or so, preventing continuity of the board development process?

Do not wait to commission and charge your board development committee until three months before your annual meeting. A strong board development committee is comprised of current board members, past leaders and community leadership and works year-round on identifying needs and cultivating and recruiting the right leaders to fill your organization’s needs. Also consider longer leadership terms or “step up” positions so a vice president or vice chair can learn and train under a current president to provide greater continuity in transitioning your leadership.

Step 2: ASSESS THE CURRENT MAKEUP OF YOUR BOARD AND IDENTIFY NEEDS
Building a resource board that also supports your organization’s strategic plan must become an uncompromising mission for the board development committee. A skilled consultant can greatly increase your effectiveness of evaluating the current board and help you minimize the natural bias of "haloing."

Step 3: DEVELOP A PLAN INCLUDING ANNUAL GOALS AND SCHEDULE FOR COMMITTEE ACTIVITIES
To involve the highest level community leaders in the nominating process requires sharp focus and clear targets. Your annual plan, with clear and measurable organizational goals, will demonstrate the professionalism of your organization. Community leaders want to be associated with the best run and most effective organizations and tight planning is the clearest demonstration of potential success.

Step 4: CREATE A CUMULATIVE LIST OF PROSPECTIVE MEMBERS
Maintaining an up-to-date list of individuals you would like to serve on the board takes discipline. However, this step is essential so you can develop prospect research and build an individualized recruitment strategy for each prospect.

Step 5: CULTIVATE AND RECRUIT NEW BOARD MEMBERS
If you are recruiting the right caliber of board member, you will be asking for something much more valuable than their money when you ask for their TIME to become a board member. Appropriate cultivation and the “recruitment ask” should be as thoroughly planned as any major gift ask.

Step 6: ORIENTING NEW BOARD MEMBERS
Striking a balance between respecting time limitations and providing enough information for a new board member to feel comfortable is tricky. By using technology, site visits, and other time-efficient approaches, the right information can be delivered to new and existing board members in progression to make understanding easy, at a time and in a medium that meets individual needs.

Step 7: MAKING BOARD MEETINGS PRODUCTIVE AND VALUABLE
So what is it exactly that boards should do to meet their legal obligations, keep members interested and engaged, and yet provide the operation and staff with what is required to maintain the organization’s success? Boards make policy, appraise the President or CEO, approve and monitor budgets, produce a vision for the future through the strategic plan, serve on committees and do all this with a limited time commitment. This is where boards often break down and lines of responsibility and authority become blurred. Organizations can avoid these binds by using formalized Chairperson transition plans, coaching for CEOs, and other successful techniques offered by consultants.

Step 8: INVOLVE AND ACKNOWLEDGE MEMBERS
Board involvement can be kept strong by continually reaching out to board members to ensure their satisfaction through regular phone conversations and annual face-to-face meeting. Institute a board recognition plan to acknowledge board members’ service and celebrate specific contributions. From personal notes to an annual social gathering, board members require the same care and feeding as major donors.

In coming months, we will offer more detail on the specific steps you can take to build your board. Feel free to call on us at Jeffrey Byrne & Associates, Inc., to help you build a better board to position your organization for your next campaign. You can reach us on the web at www.jeffreybyrneandassociates.com or at 1-800-222-9233.