Board Stiff - SpiritBank's Forum for Nonprofits
(Oklahoma City, Okla.) -- According to a survey by Urban Institute, mid-sized nonprofits showed disappointment in their board members’ performance and fundraising.
What’s more, nearly 62 percent of the non-profit leaders say their boards do a “fair” or “poor” job helping to raise revenue and self-examination.
This is why experts say it is paramount to the success of an organization to generate beneficial board members from the get-go.
“Comparing midsize nonprofits with their larger counterparts, we find that their boards are less engaged in many basic stewardship responsibilities. Midsize nonprofits’ boards also have greater difficulty attracting new members,” said Francie Ostrower, author, in the report “Boards of Midsize Nonprofits: Their Needs and Challenges.”
Midsized and smaller non-profits face the greatest difficulties in not only attracting quality board members, but also in having those members fully invested in the organization’s mission.
“So, who should you find as a board member?” asked John Wilguess of the Alliance Resource Group of Oklahoma City. “What are their responsibilities?”
Who should be a member?
In a seminar presented by SpiritBank’s Oklahoma City Business Resource Center – “Non-Profit Board Games: How to Upgrade Non-Profit Development and Fundraising Efforts by Effectively Utilizing Your Board Members” – Wilguess said board members should fit a list of criteria.
A local consultant on development and fundraising, he said potential board members must be wooed and investigated by current board members. The CEO of any organization should not be the sole recruiter.
“The board should constantly be looking for people to replace themselves and the leaders of the organization,” Wilguess said. “Boards should be grooming others to take their place.”
According to Wilguess, potential board members must:
• Be able to provide financial support;
• Be an engaged partner;
• Be a passionate advocate;
• Be an autonomous leader;
• Be a recognizable supporter;
• Be connected with the board; and
• Be a recruiter to replace leaders.
“When I say financial support, I don’t just mean contributing themselves, though they certainly should,” said Wilguess. “They should be able to talk to their company and colleagues to see if there is a matching gift program at the company and encourage others to utilize this.”
Board members must also be engaged by attending meetings, giving input and providing accountability. What’s more, they must be able to garner support in the community.
“You want someone who will talk about your mission with passion,” he said.