Non-profit organizational success hinges on having a “major league” trustee board. That means having in place: the right board size; clear board membership criteria; a well-defined trustee recruitment and orientation plan; access to needed trustee skill sets and expertise; succession planning for trustee term renewals and unexpected resignations; appointment of trustees to committees fitting their expertise and interests; empowering trustees to contribute to decision-making; and a well-run and well-connected governance committee.
It is also critical to build a reserve of potential qualified trustees to fill current (sometimes emergent) and future board slots. It’s a delicate process. Potential trustees may not be well-known by existing trustees. There may be few or no trustee openings. Otherwise interested candidates may have time, financial giving, conflict of interest or other constraints.
Fortunately, there are several ways to build a “farm team” of engaged trustee candidates.
Board Committees: Committees are often a good proving ground. But, avoid appointing prospects to committees which have decision making authority (e.g., an executive committee authorized to act between board meetings); have responsibility for board recruitment (e.g., governance committee); or deal with sensitive information (e.g., finance and audit committee).
Advisory/Auxiliary Groups: Some non-profits convene volunteer advisory or program alumni groups for fundraising and/or other purposes. It’s important to charter these organizations carefully so their roles support the organization without ceding authority which runs counter to the board’s responsibilities.
Community Volunteers: In this model, a small number of qualified, well-vetted people from the community are recruited for a year to attend and participate in committee and board meetings and community programs sponsored by the organization.
Single Event Participation: Volunteer leadership of annual fundraising, advocacy or social events gives prospects the opportunity to contribute in a way which can be managed around other time commitments.
Ambassadors/Reviewers: Grant-making non-profits recruit knowledgeable, well-trained volunteers as representatives to community programs they sponsor and/or to perform interim, on-site reviews to see how effectively grantees are using grant money.
Ad Hoc Studies: Some organizations ask outside volunteers with subject matter expertise to join ad hoc groups convened to make recommendations to the board on specific issues that cut across board committee roles.
Pro Bono: Professionals with specialized marketing, development, financial, legal and other expertise may be recruited to help on a pro bono basis subject to ethical and other professional constraints.
These constructs should not be initiated unless they fit the non-profit’s game plan in a way which the board concludes will add value. And, you will need a ready, willing and able “coaching” staff to manage the farm team volunteers, including:
Prospects should be screened appropriately before being asked to join;
Their positions should be meaningful (A-level prospects won’t volunteer unless they believe they add important value to the recipient organization);
Expectations need to be carefully managed (be open with prospects about whether or not an eventual board position is in the offing); and
Use the opportunity to test their expertise and commitment and get to know them better.
A good game plan, well-executed and with good coaching, should position the board to call up its best prospects to the “Majors” when the time is right.