| Many nonprofit organizations contain term limits in their | | | | compile a list of their Board positions as if they were |
| by-laws for members of their Boards of Trustees. | | | | applying for a job. Make sure your candidate has a |
| Some of the Boards on which I have served have | | | | proven record in supporting the purpose of your |
| different provisions. One provided for three year terms, | | | | nonprofit. |
| with no more than three consecutive terms before the | | | | 5. You must decide on whether you want to have a |
| member was required to take at least one year off | | | | "rubber stamp" Board, or one that thrives on acrimony. |
| the Board. Another provided for annual terms, with no | | | | There are places for both, and one is not necessarily |
| more than five years on the Board. Another allowed a | | | | preferable over the other. It is a matter of evaluating |
| Board member to serve for no more than a total of | | | | the strength of your Executive Director, and deciding |
| three terms of two years each. | | | | whether you want to provide support for their policies, |
| There are a number of good reasons for these | | | | or give them the benefit of contending with alternate |
| provisions. They encourage new points of view, | | | | points of view. |
| different mixes of ideas at the table, and expose the | | | | 6. There are some good arguments for selecting |
| organization to more individuals within the community. | | | | people who will likely become or are significant financial |
| However, there are also challenges that must be | | | | contributors to the organization. However, selection on |
| addressed when there are term limits, most having to | | | | the basis of honoring their support is no substitute for |
| do with the ongoing process of nominating qualified | | | | evaluating their potential contributions to the |
| people to the Board. If nonprofits use the checklist | | | | decision-making process. |
| below, they will make the job of replacing Board | | | | 7. There should always be an "A" list and a "B" list. The |
| members more efficient and more beneficial to fulfilling | | | | "B" list should be arranged in order of preference. It is |
| the mission of the organization. | | | | used to provide alternates in case any of the |
| 1. Form a nominating committee. When there are too | | | | invitations to the "A" list are not accepted. |
| many people contributing to the selection, the process | | | | 8. Institute an orientation program for new Board |
| becomes encumbered. It is much more efficient to | | | | trustees. It is a daunting task for someone to acclimate |
| select three Board members to prepare a list of | | | | themselves to the culture of your Board, and giving |
| candidates to the entire Board for their selection. | | | | them the opportunity to become familiar with your |
| 2. Look for talents that are missing on the Board. Think | | | | history, your facilities, your staff, and your current |
| about selecting an attorney, or an accountant, for | | | | issues, will be very beneficial for them and make them |
| example, to be able to have their expertise as part of | | | | productive in shorter time. |
| the Board decision-making process. | | | | 9. When inviting a person to come on your Board, be |
| 3. Look for diversity. Every nonprofit Board must | | | | very clear that yours, like most nonprofits, consider |
| account for the makeup of its constituency, and | | | | fundraising an essential function of each Board |
| provide adequate representation on the Board. Select | | | | member. |
| on the basis of fulfilling gaps in gender, race, age, | | | | If you adhere to these nine points, you will fulfill your |
| economic circumstances, and geographic location. | | | | nonprofit fiduciary obligations, as well as keeping your |
| 4. Find people who are truly committed to the success | | | | Board vital, active, and effective. |
| of your organization. There are a lot of people who | | | | |