It’s time to beef up the board

Like most nonprofit organizations, Hands of Hope Clinic has its hands full these days. On the campus of the Henry Medical Center in Stockbridge, the clinic provides free medical and dental care to uninsured and underserved residents of Henry County.

“We know that the demand far outstrips the services we can offer,” said Tom Shanahan, chairman of the board. “We needed to grow, but wanted to do it in a sustainable way.”

Fortunately, the organization was able to secure a grant through the Georgia Free Clinic Network for management consulting services.

“We’ve been working with Terri Theisen of Theisen Consulting LLC since December, and she has accelerated us years ahead in the development curve by helping us focus on the right issues,” Shanahan said.

“She’s given us the nuts and bolts needed to solidify our systems and establish a good working framework for the organization,” he said.

“One of the things we do as a company is help nonprofits recruit, retain and organize their boards so that they can be more effective,” Theisen said. Too many nonprofits approach board recruitment by the “warm body method,” of asking people they know to serve without knowing whether they would be qualified or interested. A more focused approach allows groups to cast a wider net and find people with the right skills and level of commitment to serve.

“We start by helping organizations strategically think about their missions, where they are headed and how they can get there,” Theisen said. She uses a matrix to help them identify the skills, attributes and talents needed, such as accounting, marketing, legal, fund-raising, grant writing or information technology.

Theisen recommended that Hands of Hope move to a larger board, which would allow it to recruit a greater diversity of skills and spread the work out. “There’s a myth that small boards are more effective, but a 2008 American Society of Association Executives survey found no correlation in board size and effectiveness. Effectiveness comes from how boards are recruited, engaged, managed and appreciated.” Key is having enough staff to engage and manage board members.

Knowing who is needed, a board nominating committee can approach local large and small employers, academic institutions and other community groups to locate the necessary talent.

“The committee would review candidates and resumes and then interview those who seem to fit best,” she said. “A staff and board member would talk with candidates about their level of interest, what they would like to do and how their contribution would make a difference.”

“Our candidates were impressed that we had a clear, professional process and were able to tell them up front what we expected,” Shanahan said. That’s very valuable for any board member to know.”

Once the committee has elected a slate of candidates, Theisen advises an orientation for new members, which would include:

> A brief overview of organization history and traditions.

> The organization’s strategy for the future.

> What problems the group needs to solve.

> Expectations for serving on the board.

> A discussion of the division of labor (committees or task forces).

> New board members signing up for a committee.

> An annual board meeting and committee meeting schedule.

To promote cohesiveness and collegiality, she recommends that non-profits create a one-page “Board Member Expectations” document. In it, board members will agree to attend an agreed-on percentage of meetings (50 percent to 75 percent is average). “Obviously, if people aren’t present, you can’t get any work done, so presence is key,” Theisen said.

Members also agree to serve on a committee, make a monetary contribution to the organization commensurate with their means and perform other necessary obligations, such as volunteering or assisting with fund-raising efforts.

“The list should contain no more than six or seven things, because you want them to remember what they’ve agreed to. Both new and old board members should be asked to sign and date it each year. That simple act has some real power,” Theisen said.

A deliberate strategy for recruiting and orienting board members has multiple benefits.

“You do away with the learning curve. Board members are ready to work and make a contribution from Day One, and if they are recruited directly to a committee, they don’t get disenchanted because they don’t know what to do,” Theisen said. They’re more excited and engaged, already know other board members, and have a stake in the success of the organization.

“Most important, the board has a full complement of skills and personalities to do its work,” Theisen said.

“That makes for a more robust conversation and diversity of thought when making decisions.”