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Board Recruitment for Non-profit Organizations

9/21/2016 A Board Recruitment Process

Recruiting Board Directors can often be a challenge for non-profit

organizations. The Board Recruitment Package outlines a

process for recruiting and orientating volunteers and also provides

a variety of templates that can be adapted to suit your

organization’s specific needs.


Board Recruitment for Non-profit OrganizationsA B O A R D R E C R U I T M E N T P R O C E SS

INTRODUCTION:In order for your organization to thrive, it must be governed by a strong Board of Directors that is dedicated to govern, lead, and work towards the fulfillment of the organization’s mission. Board recruitment is not about simply filling seats, but is instead about finding skilled leaders to guide your organization now and in the future – after all, these volunteers play a crucial leadership role in the ongoing success and sustainability of the non-profit organization.

In order to recruit effectively and with as minimal disruption as possible, Board recruitment should be considered a continual process, not just as a once per year project. This will help the Board be prepared as turnover of Board Directors occurs and this will feed into the development of a Board Succession Plan.

This package contains a variety of useful resources including:

◊ A Board recruitment process – step by step.◊ Board recruitment package examples.◊ A variety of templates and samples.◊ Board Director role descriptions.

*This package is intended to assist and guide non-profits in the development and/or enhancement of their own Board recruitment process.

BOARD RECRUITMENT PROCESS:There’s an opening or openings on your Board – now what?

Before beginning the process of recruiting new Directors to the Board, you must ensure that you first have a number of items in place, also referred to by BoardSource as “laying the foundation”. . Hopefully your organization has already begun to ‘lay this foundation’; if it hasn’t, it’s time to start.

If you’re wondering what is meant by ‘laying the foundation’, this can include:

NOTE: It is up to each individual organization to ensure that the organization’s bylaws have been referred and are being adhered to throughout the recruitment process.


◊ Ensuring that there are current Board Director role descriptions already developed (discussed below).

◊ Having policies and foundational documents in place (i.e. conflicts of interest, confidentiality, a Code of Ethics/Conduct, etc.) for new Directors to reference.

◊ Developing an organized recruitment process (which this resource will help you do).◊ Building your organization’s reputation. Remember, it is fundamental for your

organization to be known in the community that it operates in as people are more likely to consider volunteering on an organization’s Board if they already have an idea of the great work that it does.

For our purposes, let’s assume that you have already laid the ground work and you’re now ready to begin the formal recruiting process, where do you begin?

Consider the following steps when beginning your Board Director recruitment process and remember to take these recommendations and customize to suit your organization’s needs:

STEP 1: Establish a Recruitment/Nominating or Board Development Committee In order for the Board recruitment process to be successful, an organization must have a method in place to direct the process. This includes the establishment/continuation of a Recruitment/Nominating or Board Development Committee which functions as a standing committee. Because this is such an essential committee which works year-round, many Boards are now beginning to combine the committees and refer to this committee simply as the Board Development Committee.

As a result, this committee is responsible for not only the nomination of individuals, but is also involved in the:

◊ Recruiting,

STEP 1:Establish a

Recruitment/ Nominating

or Board Development Committee

STEP 2:Define the

Organization's Needs

STEP 3:Actively Recruit

Potential Board

Directors

STEP 4:Screen, Select, and Orientate

New Board Directors


◊ Orientating,◊ Supporting,◊ Training, ◊ Evaluating of the organization’s Board of Directors, and◊ Board Succession Planning.

When a Board Development Committee is struck, it should develop its Terms of Reference or the operating rules for the committee at its first meeting.

A typical terms of reference will include:

Once the committee’s terms of reference is in place and the committee has a clear idea of what its duties are, it is now time to take a closer look at what the organization needs, in terms of new Board recruits. Consider using a calendar/action plan to guide your work and to ensure all steps to the process are completed by the designated deadline. Please refer to Appendix I – Board Development Committee Calendar.

Terms of Reference

The committee's purpose - Why does the committee exist?

The expected outcomes - What is the committee trying to achieve?

Reporting - Who does the committee report to?

Composition - How many Directors? Who?

Meeting details - How often? Where? When? Etc.

Resources needed - What is needed? Financial resources? Etc.

Decision making process - Consensus? Quorum? Etc.

Authority limits - What decisions can the committee make?

Communication - How will the committee communicate with the Board?

Completion date - When will certain tasks be completed?

It is important to note however, that the Board as a whole is responsible for the recruitment of Board Directors by actively looking for new Directors and passing that information onto the committee. The Executive Director can also play a role by forwarding on potential candidates’ names, but he/she should not be involved in the process past that.


STEP 2: Define the Organization’s Needs To begin the recruitment process, it is first essential to define who you are recruiting for – what skills and expertise would the Board benefit from? What gaps currently exist? In order to determine what the organization needs in terms of Board Directors, the committee should begin by reviewing the:

◊ Organization’s Bylaws – the bylaws will outline who is eligible to serve on the Board, how vacancies must be filled, length of terms, and specific requirements regarding the composition of the Board, etc.

◊ Current Composition of the Board – it is now time to take stock of who is already on your Board, in terms of skills, expertise, and diversity. Also be sure to identify who will be leaving the Board over the next year and how many positions will be vacant. There are a number of questions to consider including:

✧ What skills/experience/expertise are required? Are there skills sets that are currently missing from the Board?

✧ In addition to the skills/experience/expertise required, what are the personal characteristics that are important for Board Directors to have (i.e. passion for the organization, ability to meet time commitments, team player, results oriented, decision maker, strategic thinker, etc.)?

✧ Has the organization’s diversity goals been met – is the organization’s Board representative of the clients/stakeholders served and the organization it operates in?

✧ Who needs to be added to the Board to make it a stronger and more vibrant Board?

Consider using a Board skill set assessment or composition matrix to get a clear picture of the current Board of Directors and to give you an idea of where there may be some ‘gaps’ currently on your Board. If interested, go online to find a variety of sample assessments that can be used to develop one to suit your organization’s specific needs.

◊ Board Director Role Descriptions – it is critical to have detailed, up-to-date role descriptions for each position on the Board of Directors before the recruitment process begins. After all, how can a person commit to serving on your Board, if he/she doesn’t know what he/she is committing to! Please refer to Appendix II – Board Director Role Descriptions.

◊ Organization’s Strategic Plan – the committee needs to determine how the organization’s strategic plan impacts who is needed on the Board Directors. The committee should consider the organization’s priorities and the skills/expertise the Board needs to achieve them. For instance, if one of your organization’s strategic goals is to undertake a significant fundraising campaign, the Board would obviously then benefit from a Director(s) who has extensive experience in raising funds.


Now that the committee has taken stock of the current Board, has ensured all role descriptions are up-to-date, and is aware of the positions that need filling, it is now time to actively begin the recruitment process.

STEP 3: Actively Recruit Potential Board Directors As mentioned earlier, it is the responsibility of the Board as a whole to be involved in actively looking for new Board Directors. The Executive Director and senior staff can also play a role by forwarding on potential candidates’ names, but they should not be involved in the process beyond that. Hopefully, this means that you already have a list of potential Board candidates; however, if this is not the case, you may be wondering how to go about finding potential candidates?

Consider the following suggestions when recruiting new Directors:

◊ Ask current Board Directors and the Executive Director and senior staff to forward the names of any individuals they feel would be an excellent fit with the CBO.

◊ Consider providing a ‘finder’s fee’ to current Directors/Executive Directors, etc. who provide the names of interested individuals, who then agree to serve as Directors on the Board.

◊ Promote the fact that your CBO has a Board opening(s) in the community by:✧ Posting the opening(s) on the organization’s website – “Great Board Director(s)

Wanted...”.✧ Word of mouth – talk to Board Directors, friends, colleagues, community

businesses, supporters of the organization, service clubs, etc. and ask for names of potential candidates. Talk to those individuals whose names have been brought up.

✧ Promote from within – consider talking to any active volunteers that are already helping in your organization; they may make great Board Directors and they are already knowledgeable of the organization.

✧ Use a variety of Social Media options – twitter, Facebook, LinkedIn, etc.

✧ Get Creative – Develop and post a promotional poster on community bulletin boards in high traffic areas (community centers, sporting events, etc.).

✧ Post the opportunity online using kijiji, local college/university websites, or on volunteer databases (i.e. United Way’s database).

✧ Advertise/write an article in your organization’s newsletter or other community publications and distribute widely; be sure to include a picture of the Board.

✧ Ask the local newspaper to do a ‘special interest’ story on the CBO. If that doesn’t work, ask them to post an ad in the community (and surrounding area) newspaper at a discounted rate, or as a donation.


✧ If your community has a volunteer center or Chamber of Commerce, contact them.

✧ Read the newspaper for retirement announcements – that individual may be looking for ways to fill his/her time!

✧ Consider contacting your local radio station and ask them to promote your Board opening as part of their free community updates/bulletin.

✧ Have a ‘hook’ and focus on what might motivate someone to want to join your Board. For instance, add to “Great Board Director(s) Wanted...” with “Build your leadership skills and professional network while working to improve the lives of individuals within the community”.

✧ Focus on targeted recruitment – if you want a specific skill set/profession on the Board (i.e. Accountant), plan/host an event targeting that particular group.

◊ Provide additional incentives for individuals to join the Board – perhaps a ‘signing bonus’ in the form of a gift card or tickets to a community event.

◊ Recognize Directors for their dedication to the Board (i.e. after serving on the Board for 100 hours, the Director receives a small gift).

◊ Develop a simple Board Application Form and ask all interested candidates to complete. This form will give you a better idea of what each candidate can bring to the Board – specific skills he/she may possess, relevant experience, etc. The application form will help gather relevant information that will then be used by the Board Development Committee in the screening/selection process. Please refer to Appendix III – Sample Board Application Form.

◊ Develop a ‘Board Recruitment Package’ to be given to all interested candidates.

So what can an organization do if they’re having difficulty recruiting Board Directors?

While we recognize that there may be instances when you’ve tried everything and you’re still struggling to find Board Directors, consider:

◊ Inviting interested and knowledgeable community Directors to serve on individual Board committees. While they may not be ready to fully commit to serving on the Board, this is a great way to get them through the door and interested in the organization. It also brings new vitality and creativity to an organization whose volunteers may be feeling stretched thinly.

◊ Cultivating relationships with young people – university students, young professionals, etc., who may be looking for leadership opportunities and experiences, and a way to be more involved in their community.

◊ Organizing a ‘Board Director Swap’ – have current Board Directors contact and meet with leaders (i.e. Board Chairperson) from four or five local community-based organizations. Over coffee, Board Directors can then suggest that the two organizations recommend ‘retiring’ Board Directors to one another. This is a great way to build the pool of potential Board candidates, as well as strengthen and build community ties.


Develop a Board Recruitment Package:It is recommended that all perspective Board candidates be given a Board Recruitment Package. This package will contain essential organizational information so candidates can see what is expected of them and make an informed decision about whether or not they want to serve on the Board.

The Board Recruitment Package should contain:

◊ A personalized cover letter informing the potential candidate of the Board’s interest, including a brief summary of the process and next steps.

◊ A brief description of your organization including its mission and vision statements.◊ A one-page summary of the organization’s Strategic Plan and/or future goals.◊ Board Director role descriptions.◊ A Board Application form.◊ A copy of the previous year’s Annual Report.◊ A copy of the Board calendar for the upcoming year (schedule of meeting dates, AGM

date, Board retreats and/or training, etc.).◊ A sample copy of the organization’s Code of Ethics/Conduct.◊ A sample copy of a typical Board Meeting agenda.◊ A contact name and number that an interested candidate can contact if he/she has any

questions about the Board or the organization.

STEP 4: Screen, Select, and Orientate New Board Directors The Board has done its due diligence and because of its active recruitment of candidates, the Board has received several applications from interested candidates – now what? What process will the Board Development Committee use to screen these potential candidates? Consider the following process:

A. Review Board

Applications and Short-list

B. Interview Short-listed Candidates

C. Choose Best

Candidate(s) for the Board

D. Orientate New Board Directors


A.Review Board Applications and Short-list: Ideally, your organization will have received more applications than there are positions open. If that is the case, it is now time to review or screen all applications and short-list those candidates you wish to interview. Consider screening applications based on:

◊ Experience serving on a Board.◊ Volunteer experience in general.◊ Identified skill sets needed on the Board (i.e. financial skills).◊ The organization’s diversity goals, etc.

If you haven’t received more applications than positions, it is still essential for the Board Development Committee to review all applications and interview potential candidates. Not only does this demonstrate due diligence, but it also provides consistency to the process and will assist your organization in reducing the risk of potential issues.

B. Interview Short-listed Candidates: If you are lucky enough to have more applications than available positions, or even if you’ve received only one application, it is important to interview those candidates that the organization is interested in having on the Board. This is your opportunity to confirm, clarify, and build on the information that a candidate has included on his/her application. Meeting with an individual is also a great way to determine if he/she is a good fit for the organization.

When preparing for the interview(s), consider developing a standard set of questions to ask each candidate. Questions may include:

◊ What do you know about our organization and the people we serve?◊ Why are you interested in serving on our Board of Directors?◊ Have you ever served on a non-profit Board of Directors before? If yes, in what

capacity?◊ What qualities and characteristics do you think makes a great Board Director?◊ What skills, experiences, and expertise would you bring to the Board?

◊ What kind of a time commitment are you able to make?◊ What role would you like to play on the Board? ◊ Do you have any questions about our organization?

C. Choose the Best Candidate(s) for the Board: Remember, you want to choose the best person(s) for the Board – you don’t just want to fill a chair with a body. The final selection of a Board Director should be based on who best meets the needs of the organization, based on pre-determined criteria (Step 2), and who is a good fit with the Board in terms of values, attitude, and personality.

Once the best candidate(s) have been selected, be sure to notify him/her by phone and officially invite him/her to join the Board. Once an individual has agreed to join the Board, it is now time to formally orientate him/her.


D.Orientate New Board Directors: Orientation of a new Board Director includes a formal training process to ensure he/she is ready to take on the new role. A thorough Board orientation is beneficial for many reasons including:

◊ It initiates an individual into Board service which involves an introduction to the organization, its mission, and programs; clarification of future time requirements; an opportunity to get to know other team members; and a chance to form an educated foundation for the coming years on the Board.

◊ It is a chance to speed up the learning curve of new Directors and get them quickly engaged in the Board’s activities. It ensures that every Director is functioning within the same framework and with the same instructions. Orientation benefits the Board as a team by providing an official launch for new partnerships and relationships.

Who should participate in the orientation?

◊ Naturally, the primary recipient of orientation education is the new Board Director. All new Directors should participate.

◊ The orientation should be completed by the Executive Director and the Board Chairperson and should take place prior to the new Board Director’s first Board meeting.

◊ The Board Chairperson plays a key role in the success of the orientation. He/she provides information on the Board’s role in the organization, reinforces key areas of Board and Board Director responsibility, brings a personal perspective on why he/she enjoys being on the Board, etc.

◊ The Executive Director also plays a key role in the orientation. The Executive Director is the person most knowledgeable about the organization and thus the perfect person to share this information with new Board Directors. The Executive Director usually guides the staff to organize the meeting logistics.

What information should be included in the orientation?

The orientation will include, but is not limited to:

a. History of the organization.b. Roles and responsibilities of Board Directors.c. Vision and mission of the organization.d. Strategic priorities, goals, and objectives.e. Immediate projects/initiatives the Board is directly involved in.f. Current challenges and opportunities the organization is facing.g. Key partnerships (in the community, donors, funders, etc.).h. Programs offered by the organization.i. Contractual obligations.j. Tour of the organization’s facility/facilities.


Conducting a thorough Board orientation encourages new Directors to become quickly engaged in Board activities and helps ensure that all Directors are functioning within the same framework and with the same information. Consider using Appendix IV – Sample Board Orientation Checklist to help confirm that all pertinent information is covered.

An organization may also want to consider providing new Board Directors with specific development opportunities to enhance their skills and the Board experience. This could include regular Board planning sessions, attending conferences aimed at Board development, or participating in professional development programs such as SARC’s online Board leadership program – ELEVATE.

SummaryA strong and knowledgeable Board of Directors is fundamental to the effectiveness and success of any non-profit organization. Having a planned and thorough recruitment and orientation process in place helps to ensure that your organization’s Board is comprised of skilled individuals who can effectively lead the organization now and into the future.

APPENDICES


Appendix I - Board Development Committee Calendar(Calendar of events based on an organization with a June Annual General Meeting)

When What

July/August Orientation of new Board Directors, together with the appropriate staff of the organization.

July-September Define the organization’s needs:◊ Review bylaws – ensure recruitment practices are

being followed and don’t contradict the bylaws.◊ Sort out current Board Director terms of office and

current and upcoming vacancies.◊ Writing or updating Board Director role

descriptions.◊ Conduct a gap analysis.◊ Review the organization’s strategic plan – how it

impacts who is needed on the Board.

October – February Actively recruit potential Board Directors:◊ Create list of potential candidates.◊ Develop a Board Recruitment package.

January – April Screen, Select, and Orientate new Board Directors:◊ Review Board applications and short-list.◊ Develop interview questions.◊ Interview short-listed candidates.◊ Select the best candidate(s) for the Board.

May Prepare the Board’s slate of candidates and respondto candidates not chosen for the Board’s slate.

May – July Develop/update the Board orientation package.


Appendix II - Board Director Role Descriptions:Just as it is essential to have clear job descriptions for all staff positions within an organization, it is just as vital to have role descriptions for individual Board Director positions as well. Having a comprehensive description for each Board position ensures that each Board Director is well informed and knowledgeable of the commitment, duties, and responsibilities associated with the Board position that he/she has accepted or is considering.

These role descriptions can prove to be very useful when trying to recruit and/or orientate new Board Directors. Role descriptions demonstrate why the position is important and valuable and can be used to:

◊ Determine boundaries.◊ Outline expectations.◊ Identify priorities.◊ Measure success.

Consider (and customize) the following Board Director role descriptions for the positions of:

◊ Board Chairperson/President.◊ Board Vice-Chairperson/President.◊ Board Treasurer.◊ Board Secretary.◊ Board Director.◊ Committee Chairperson.


Board Director Role DescriptionTITLE: BOARD CHAIRPERSON/PRESIDENT

Required Time Commitment:

Approximately <10 -12 hours per month>, depending on circumstances, committee involvement, and/or special events.

Attendance Requirements:

As per Board policy <i.e. should not miss more than three meetings in a year>.

Term:

As per Board policy <i.e. Two year term with a maximum of two consecutive terms served>.

Duties, Responsibilities, and Expectations:

◊ Leadership:✧ Oversees the effective governing action of the Board. ✧ Helps guide and mediate Board actions – with respect to organizational

policies and governance concerns.✧ Oversees Board affairs.✧ Ensures Board recruitment and orientation occurs.✧ Ensures effective transition of Board Directors.

◊ Meetings:✧ Chairs Board meetings according to Robert’s Rules of Order, or

something similar. ✧ Ensures preparation and distribution of pre-meeting materials.✧ Ensures annual review of organization policies and regular, ongoing

review of the Strategic Plan.◊ Committees:

◊ Ensures appointment of Committee Chairpersons.


◊ Seeks volunteers for Committees, in partnership with Board Directors.◊ Serves as an ex-officio Director of all Committees. ◊ Stays in touch with all Committee Chairpersons. ◊ Identifies Committee recommendations so Board decisions can be made.

◊ Managing the ‘one’ employee:✧ Establishes a Search/Selection Committee for hiring an Executive Director.✧ Conveys information from the Board to the Executive Director.✧ Ensures a yearly work plan is created.✧ Ensures completion of a yearly performance evaluation.✧ Discusses and reviews issues with Executive Director.

◊ Other:✧ Ensures the Board conducts a yearly evaluation of itself.✧ Acts as media/community spokesperson (as well as the Executive

Director).✧ Performs other responsibilities assigned by the Board.

Date of Last Review of Role Description:

<Date>. (Any recommended changes need to be presented to the Board for approval).

Date of Next Review of Role Description:

<Date>.


Board Director Role DescriptionTITLE: BOARD VICE CHAIRPERSON/PRESIDENT


Approximately <8-10 hours per month>, depending on circumstances, committee involvement, and/or special events.

Attendance Requirements:As per Board policy <i.e. should not miss more than three meetings in a year>.

Term:


Duties, Responsibilities, and Expectations:◊ Performs Chairperson’s responsibilities when not available.◊ Reports to, and works closely with, the Board Chairperson.◊ Assists Chairperson with the effective transition of Board Directors.◊ Learns from the Board Chairperson in preparation for possible succession into the

role upon current Board Chairperson’s exit.◊ Performs other responsibilities as assigned by the Board.◊ Must be willing to sit on various Board Committees (ad hoc and standing).




<Date>.


Board Director Role DescriptionTITLE: BOARD TREASURER




Term:


Duties, Responsibilities, and Expectations:◊ Ensures a system is in place that meets accepted financial procedures.◊ Reviews and reports on financial activities of the organization.◊ Monitors compliance with financial reporting requirements.◊ Chairs Finance Committee.◊ Reviews annual budget and presents for Board approval.◊ Ensures development and review of financial policies/procedures.◊ Must be willing to sit on various Board Committees (ad hoc and standing).




<Date>.


Board Director Role DescriptionTITLE: BOARD SECRETARY




Term:


Duties, Responsibilities, and Expectations:◊ Ensures a system is in place for effective management of the organization’s

records.◊ Ensures minutes are distributed to Board Directors shortly after each meeting.◊ Is sufficiently familiar with legal documents (articles, bylaws, etc.) to note

applicability during meetings.◊ Must be willing to sit on various Board Committees (ad hoc and standing).




<Date>.


Board Director Role DescriptionTITLE: BOARD DIRECTOR




Term:


Duties, Responsibilities, and Expectations:◊ Needs to stay informed about:

✧ Board and Committee matters.✧ Current sector issues and trends.✧ Service delivery.

◊ Gets to know other Board and Committee Directors.◊ Participates actively in evaluation and planning efforts.◊ May participate in fundraising activities.◊ Must be willing to sit on various Board Committees (ad hoc and standing).





<Date>.

Board Director Role DescriptionTITLE: COMMITTEE CHAIRPERSON


Approximately <4-5 hours per month>, depending on circumstances and/or special events.

Attendance Requirements:

As per Board policy <i.e. should not miss more than three meetings in a year>.

Term:

Individual Committee Chairs generally serve for a one-year term, (determined by each individual committee).

Duties, Responsibilities, and Expectations:◊ Provides leadership for Committee work.◊ Ensures Committee Members have information needed to do their jobs.◊ Oversees activities of the Committee.◊ Reviews meeting materials and ensures required information is present.◊ Presents committee recommendations to the full Board for approval.



<April 1, 2015>. (Any recommended changes need to be presented to the Board for approval).

Date of Next Review of Role Description:<April 1, 2016>.

Appendix III - Sample Board Application FormMISSION: <Organization’s mission here>

Date _____________________ Nominator (if any) _________________________________

Name __________________________________________ Phone _____________________

E-mail address _______________________________________________________________

Home address _______________________________________________________________

Describe past experience or positions held that would assist you as a <Organization name here> Board Director: _________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Why do you want to be a Director of <Organization name here>’s Board of Directors?

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________

Outline strengths, abilities, and talents that you would bring to <Organization name here>’s Board (i.e. education or experience with strategic planning, corporate governance, communications, financial management, etc.).

_________________________________________________________________________________________________________________________________________________________________________________________________________________________________

I have read and agree with the Mission and Vision of <Organization name>

Yes No

I have read and agree with the Board Director Role Description and Yes No


the Board Director Oath (if applicable)

<Organization name here>’s Annual Report can be found on our website at ______________________

Signature of Candidate: _________________________________ Date: ______________

Thank you for completing this application for Board Directorship. We will be in touch with you shortly.

Appendix IV - Sample Board Orientation ChecklistHere are some items to consider in developing an orientation session for new Board Directors. Much of this information will be covered in the Board Manual, but should be reviewed with new Board Directors to ensure they are comfortable with their knowledge of the information.

Provide General Information Check when Complete

◊ History of the organization

◊ Organizational/Board/Staff structure

◊ Vision and mission of the organization

◊ Strategic priorities, goals, and objectives

◊ Immediate projects/initiatives the Board is directly involved in

◊ Current challenges and opportunities the organization is facing

◊ Key partnerships (in the community, donors, funders, etc.)

◊ Summary of programs and services

◊ Summary of contractual obligations

Roles and Responsibilities

◊ Review Board Director’s role

◊ Review Executive’s / Officers’ role

◊ Review staff roles

◊ Review committees and their roles


◊ Discuss expectations for and of new Board Directors

Policies and Procedures

◊ Provide new Directors with Board policies and procedures

◊ Review Board policies and procedures with new Board Directors

Financial Management

◊ Discuss budget process

◊ Provide current year’s budget

◊ Provide a copy of up-to-date audited financial statements

◊ Provide a copy of most recent annual report

Other Information

◊ Provide copies of minutes from previous Board meetings

◊ Provide copy of constitution and bylaws

◊ Provide list of Board Directors / staff and their contact information

◊ Give tour of facilities and offices

◊ Provide brochures and other promotional materials

◊ Have new Board Directors sign required paperwork (i.e. Board Oath, Confidentiality, Conflict of Interest, etc.)


BIBLIOGRAPHY1. Wild Apricot. Developing a Board Recruitment Process.

http://www.wildapricot.com/Directorship-articles/developing-a-board-recruitment-process . Accessed January 2015.

2. Paula J. MacLean. Great Boards Plain & Simple. A Guidebook for Non-Profit Managers & Board Directors. 2003.

3. BoardSource. https://www.boardsource.org/eweb/DynamicPage.aspx?Site=bds2012&WebKey=c8d3565e-d97c-4d9b-b6b3-49c43b02ade2 . Accessed February 2015

4. Developing a Board recruitment Plan. https://www.ffa.org/documents/alum_adc_DevelopingBoardRecruitmentPlan.pdf. Accessed February 2015.

5. The Bridgespan Group. Recruiting and Vetting Non-profit Board Directors. http://www.bridgespan.org/Publications-and-Tools/Hiring-Non-profit-Leaders/Recruiting-Board-Directors/Recruiting-and-Vetting-Non-profit-Board-Directors.aspx. Accessed February 2015.

6. Non-Profit Sector Leadership Program, Dalhousie University. A Guide to Successful Board Recruitment. 2006.

7. CompassPoint Non-profit Services. Five Ways to Recruit New Board Directors. https://www.compasspoint.org/board-cafe/five-fast-ways-recruit-new-board-Directors. Accessed March 2015.

8. Create The Future. Developing a Board Recruitment Plan. http://www.createthefuture.com/developing.htm. Accessed March 2015.

9. Stone Soup: A Non-profit Blog: 25 Fun and Creative Ways to Recruit Great Board Directors. https://ascendnon-profits.wordpress.com/2013/04/13/25-fun-creative-ways-to-recruit-great-board-Directors/. Accessed July 2015.

https://ascendnonprofits.wordpress.com/2013/04/13/25-fun-creative-ways-to-recruit-great-board-members/

https://ascendnonprofits.wordpress.com/2013/04/13/25-fun-creative-ways-to-recruit-great-board-members/

http://www.createthefuture.com/developing.htm.%20Accessed%20March%202015

https://www.compasspoint.org/board-cafe/five-fast-ways-recruit-new-board-members

https://www.compasspoint.org/board-cafe/five-fast-ways-recruit-new-board-members

http://www.bridgespan.org/Publications-and-Tools/Hiring-Nonprofit-Leaders/Recruiting-Board-Members/Recruiting-and-Vetting-Nonprofit-Board-Members.aspx.%20Accessed%20February%202015



https://www.ffa.org/documents/alum_adc_DevelopingBoardRecruitmentPlan.pdf

https://www.boardsource.org/eweb/DynamicPage.aspx?Site=bds2012&WebKey=c8d3565e-d97c-4d9b-b6b3-49c43b02ade2

https://www.boardsource.org/eweb/DynamicPage.aspx?Site=bds2012&WebKey=c8d3565e-d97c-4d9b-b6b3-49c43b02ade2

http://www.wildapricot.com/membership-articles/developing-a-board-recruitment-process

http://www.wildapricot.com/membership-articles/developing-a-board-recruitment-process

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