A Diverse and Inclusive Board Where everyone feels valued, valuable and authentically engaged © 2017, Judith Sulsona. This work is made available under the terms of the Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License, https://creativecommons.org/licenses/by-nc-sa/4.0/

Workshop Objectives Learn how to create a board environment that engages all board members as deeply committed leaders of the organization. Learn practices for identifying, attracting and retaining board members with a wide diversity of experiences.  

AGENDA Welcome and Introductions Building A Diverse and Inclusive Board Definitions, Values and Commitment Working Toward Inclusiveness Leadership and Practices Productive and Engaging Meetings Process and Resources Next Steps Take in it All Back Home

Preparing to Build a Diverse and Inclusive Board

Basic Roles And Responsibilities Of The Board Define, protect and advance the Mission Safeguard the resources and integrity of the organization Select and support the Executive Director Make sure that the organization has the resources to carry out its mission Be ambassadors on behalf of the organization Governance: The board is strong and does its job well.

Governance Identify and recruit members that bring the experience and skills needed by the board Create a board that is diverse in its members and inclusive its practices Orient new board members to their responsibilities and support the education of all members Evaluate the work of the board and identify areas to be improved.

Definitions Diversity: the condition of having or being composed of differing elements the inclusion of different types of people (as people of different races or cultures) in a group or organization Inclusion: Valuing the perspectives and contributions of all people, and incorporating the needs, assets, and perspectives of all communities into the organization, its leadership, practices and programs. 

Community Your

Why Inclusion How does your board define inclusion? How does inclusion relate to or will impact your board’s ability to fulfill your organization’s mission? Why is it important? For inclusion to flourish, it must find fertile ground in your organization – Which of your organizational values support inclusion?

Inclusive Board Environment Shared Respect Shared Leadership Inclusive Practices

Inclusion Assessment Survey Assess whether your Board practices support or may hinder the full and authentic participation of new leaders.

Working Toward Inclusion

Assumptions Changing the culture of a Board through greater diversity will often require a change in the way things are done, but these changes often result in benefits to the entire board. In building a diverse and inclusive board, the organization is not just looking for a diverse board member, but for a board member who is deeply connected to the community and also meets the board’s recruitment criteria: Deeply interested in the mission Willing to advocate for the organization in the community Willing to work to bring resources to the organization according to his/her capacity and relationships in the community, etc.

Champions Board Leadership Create a team to lead inclusion efforts or assign the task to an existing committee. Include on the team board members or candidates that bring diverse voices to the Board.

Tasks for Team Assess the Board: Review the current board recruitment, orientation and education procedures and board practices Survey current and some past board members Formulate improvement recommendations Advise the board on how to best identify, recruit, cultivate, welcome, educate and engage new members, particularly those who bring diverse voices Assign experienced board members as mentors to new members; support mentors Consider what other changes should be made to the Board to support the engagement of all members.

Defining Your Commitment Diversity and Inclusion Statement A public declaration of commitment to welcome board members who — regardless of their background — help make the organization more effective in meeting its goals. It includes: A values statement about the organization’s commitment to issues of diversity and equity A brief statement of the added value that implementing this policy will bring to the work of the organization A set of actions that the board plans to implement.

How are Board Members Selected? The board has clear vision for the organization and its leadership needs The board identifies the skills, characteristics and community representation needed The Board Recruitment Committee analyzes characteristics represented and missing on the board, and creates a list of skills and voices that are priorities for recruitment Board members or partners recommend candidates Candidates are invited to apply and Recruitment Committee members interview them Candidates are nominated to the board and the board votes to elect them.

Tips for Identifying Candidates Constantly deepen your knowledge of the communities served and build relationships with their leaders Build strong collaborative relationships with organizations, and people with a wide range of life experiences Develop an effective process to identify and consult with people in the community who can help you find diverse board candidates (e.g., brainstorming lunches, etc.) Share Pipeline ask how they recruit now

Tips for Identifying Candidates Recruitment is constant: meaningful cultivation of board candidates is based on building relationships and it requires time Organize your process: build a pipeline; create recruitment packets; let others know you are recruiting.

Board Profile Worksheet A tool used by an organization to assess its current board composition and plan for the future. An organization will look for different skills and strengths from its board members depending on its stage of development, issues facing the organization, long-term strategic direction and other circumstances. Include forms applications, etc. - Review Worksheet with them

Board Recruitment Pipeline A tool for organizing your recruitment in a systematic way and for the long term Recruitment is not a once a year event

Engaging and Retaining Assumptions: An individual’s perceived value of membership on a board is directly proportional to his or her level of engagement. All board members want board service to be personally satisfying. New board members may leave prematurely if they don’t feel fully and intentionally engaged, supported, valued and utilized productively.

Starts with Your First Conversation with Candidates Stories Connect People Tell us about you! What excites you about serving on our board? What would you personally like to bring to board service? How would you like to contribute? How do you think you could best share your experiences as a community member with the board? What questions do you have?

How Are Board Members Engaged and Retained? Inclusive Board Culture: Board practices create a welcoming environment for board members with a wide diversity of experiences, regardless of their background and personal circumstances; members feel valued, valuable and authentically engaged. Honesty and Transparency: During and after recruitment, clear expectations, challenges faced by the organization, and level of work required of all members are communicated openly to candidate.

How Are Board Members Engaged and Retained? Sustain Commitment to Mission: Orientation and education enable members to become productive and deeply committed leaders of the organization and advocates for the community you serve Skills and interests are assessed and tasks assigned accordingly Meaningful Relationships among Members: Camaraderie and respect Teamwork Opportunities to interact socially Peer mentorship Accountability Recognition & Celebration

Introducing New Members Conduct an orientation before their first Board meeting Create opportunities for a social welcome Assign a board mentor / learning partner Provide Board Handbook / Manual Resource for new board members to familiarize and orient themselves with information needed to perform their duties and exercise their responsibilities. A reference and working tool throughout a board member’s term on the board. Assess Learning Needs Develop an Annual Board Education Plan Include TOC for Board Handbook

Orientation Agenda WELCOME AND INTRODUCTIONS YOUR ORGANIZATION Mission, community served Overview of past and present PROGRAMS / SITE VISITS FINANCIAL INFORMATION / ORIENTATION FUNDRAISING/ DEVELOPMENT Plans Board of Directors Role & Opportunities Special Events BOARD GOVERNANCE Board Responsibilities/Expectations Inclusion Statement Board Meetings / Logistics Committee Structure/Where would they like to serve PLANS FOR THE FUTURE

Board Peer Mentors/Learning Partners Consider these criteria when selecting experienced board members to become mentors: Minimum of one year on the board Good knowledge of governance Experience in leadership roles Willing and able to give their time Commitment to increasing diversity on the board Understanding of challenges faced by new board members

Inclusive Board Meetings Language and format of agenda and materials Time and location; time for team building Pace and decision-making process Peer mentors for new board members Pre-board meeting sessions where the board agenda is discussed, particularly action items that will be brought for a vote, and other material essential for the full participation of all board members. Facilitation of these sessions could be rotated among the mentors.

Remember to Ask Often How are you feeling about serving on the board? What other information and support would you like as you serve as board member? What else would you like to learn? Other training? See assessment

Remember to Acknowledge and Celebrate