When the bad outweighs the good, the late Simone Joyaux, who has worked as a consultant with boards of directors for the past 27 years, said nonprofits can’t be afraid to remove ineffective nonprofit board members, especially when they are ineffective.

Removing Ineffective Nonprofit Board Members

“The whole point is to never have to fire a lousy nonprofit board member,” Joyaux said. “We just have to have done everything correctly in the first place.”

She said this means laying out expectations prior to nonprofit board members prior to them joining the board, establishing an orientation program and mentorship. In addition, she said the board chair should have regular communication and provide feedback to each nonprofit board member.

Giving Feedback to Nonprofit Board Members

Through the expectations and discussions, each nonprofit board member should always know how their performance stacks up. If they are not meeting the minimum standards, use those regular channels of communications to inform them that you want what is best for both them and the organization.

“You are giving them feedback so they know that you’ve been watching and that you actually care,” Joyaux said.

If after addressing shortfalls in performance you’re still experiencing difficulties, it might be time to remove the underperforming nonprofit board members. Your organization should have procedures to deal with these situations. If you do not yet, here are some options as outlined in a post on Blue Avocado by Jan Masaoka.

Options for Removing Nonprofit Board Members

Resignation

When nonprofit board members aren’t performing up to expectations, the board chair needs to have a frank discussion with them. This discussion can touch on what is going on in their life outside of their involvement on the board. Hopefully, if the chair is in regular communication with the member, none of these discussions should be a surprise.

Rather than taking a more extreme route and forcing the nonprofit board member out, always give them the option to leave on their own terms. This will save them face in the long run and leave the door open for future involvement, should their situation change.

Leave of Absence

This is an alternative to resignation if the issues are temporary (i.e. health issues, professional reasons like a new job or family issues). This will allow a nonprofit board member to step away to settle other parts of their lives. These should be a short-term fix for a situation, so make sure you put a time frame on the leave. That way it doesn’t leave the board in limbo. If more than a year is needed to resolve those issues, a full resignation might be a better option.

While granting a leave is a viable option, your board should have a clear policy on how to treat these absences. What powers and abilities will they have while they are on leave? How will the board treat them in relation to quorum numbers? Before granting a leave, have these discussions with both the board and nonprofit board member.

Term Limits

One way to remove nonprofit board members is to have a limit to their time on the board before they even start. It can provide an easy out for people who aren’t keeping up their end of the bargain to leave the board automatically.

Depending on how long your individual terms are (usually 2-4 years), you can set the limits as two or three consecutive terms. Limiting a nonprofit board member to only a couple of terms will allow them the time to figure out what they are doing on the board, but give your organization an out should you need to go in a different direction.

Some people don’t like term limits because it removes institutional memory built up and it could also remove effective board members. However, Rick Meyers wrote in the Chronicle of Philanthropy that limits have many benefits including helping with recruitment, forcing the organization to develop new leaders, keeping fundraising fresh and leading to healthier boards.

Impeachment

When all else fails, you can take formal action to remove a board member by vote. This route should be taken seriously and used as a last resort.

“One of the things you have to decide is: Is this person being lousy because they don’t know any better,” Joyaux said. “Or is this person lousy and a bully and no matter what we do they will still be a bully and they are making the rest of the board and remove them?”

Your operating bylaws should have a procedure outlined on how to remove a board member. Make sure the steps are in there now, and before you run into any problems down the road. The board should keep documentation on why the board member is being removed and the steps they take.

Being a board director is not an appointment for life. It’s important to remember that removing members is a sometimes necessary part of serving on a board of directors. By keeping communication open and have several options included in your bylaws, it can make the removal process significantly easier to navigate.

The post How to Remove a Nonprofit Board Member appeared first on Nonprofit Hub.

Nonprofit organizations face unique challenges when it comes to board management. These challenges include limited resources, complex regulations and legal requirements, and the need for transparency and accountability among board members. In recent years, board management software has emerged as a solution to these challenges, helping nonprofit boards streamline administrative tasks, improve communication and collaboration, and increase transparency and accountability.

One of the most significant benefits of board management software is its ability to save time and effort for board members. Administrative tasks such as scheduling meetings, sending reminders, and sharing documents can be time-consuming and tedious, taking up valuable time that could be better spent on strategic discussions and decisions. Board management software automates these tasks, freeing up time for board members to focus on more important matters.

Automating administrative tasks can also help reduce errors and improve efficiency. For example, scheduling software can automatically send out reminders to board members and provide real-time updates on changes to meeting schedules. Document management software can automatically store and organize documents, making it easier for board members to find what they need quickly.

Improved communication and collaboration is another key benefit of board management software. With its ability to share documents, collaborate on projects, and communicate more effectively, board management software can help improve decision-making and make board meetings more efficient. Better communication and collaboration can lead to more efficient board meetings, which can ultimately save the organization time and resources. Enhanced communication and collaboration between nonprofit leaders can also help build trust and foster a sense of community. With board management software, board members can easily communicate with each other, share ideas, and provide feedback. This can help build relationships and strengthen the board’s overall effectiveness.

Board management software can also help ensure better transparency and accountability. By storing and accessing financial information, meeting minutes, and other necessary documents, board management software makes it easier to compile the information needed for annual filings such as Form 990. Additionally, the software can track attendance and board member compensation, which are necessary for reporting on Form 990. By automating administrative tasks and keeping all relevant information in one place, board management software can help ensure that nonprofit boards are more transparent and accountable.

Board management software can also help ensure that all board members are up to date with the latest information, promoting accountability and better decision-making. With the ability to access documents and information from anywhere, board members can stay informed and make informed decisions, even if they are unable to attend meetings in person. This can help ensure that the board is making decisions based on the best available information, rather than relying on incomplete or outdated information.

The software can also improve the security of sensitive information and reduce the risk of data breaches. By ensuring that information is secure and accessible only to authorized personnel, board management software can help protect the organization’s reputation and prevent potential legal issues. Board management software can help ensure that sensitive information such as financial data and personal information is stored securely and that access to this information is closely monitored and controlled.

When selecting board management software, there are several key features to consider. A user-friendly interface is essential for board members with varying technical abilities. The software should be intuitive and easy to use, requiring minimal training for board members of all technical levels. A user-friendly interface can make it easier for board members to access the information they need and perform tasks without requiring extensive training or customer support.

Innovative features are another critical consideration when selecting board management software. The software should include features such as scheduling meetings, sending reminders, virtual board meetings, sharing documents, tracking attendance, and creating custom groups. Having robust features can make it easier to manage board-related tasks and ensure that board members have access to the information they need to make informed decisions. The more comprehensive the features, the more useful the software is for the organization. You shouldn’t need multiple softwares to manage board governance. If your current board management software requires additional software like Zoom or Teams, it may be time to rethink your tech stack.

Customizable options are also essential when selecting board management software. The software should be customizable to meet the unique needs of each organization, committee, and team. This usually looks like private workspaces, drag and drop meeting agendas and cloud storage integrations. Having customizable options can make it easier to adapt the software to meet the specific needs of your nonprofit. This flexibility can help the organization manage its operations more efficiently and effectively. For example, the software may allow you to create custom groups for committees or working groups, or to set up different access levels for different board members depending on their roles.

Affordable pricing is also critical when selecting board management software. The software should offer pricing plans that are accessible to nonprofits of all sizes and budgets. There are even free options out there! Affordable pricing can help ensure that nonprofits can access the software they need to manage their operations effectively without straining their budget. Many board management software providers offer pricing plans based on the number of users or the number of features included, so it’s important to choose a plan that meets your organization’s needs without overspending.

It’s also important to consider the level of support and training provided by the software provider. Board members often need assistance with using the software, and it’s important to have a reliable and responsive support team to help with any issues that arise. Many board management software providers offer training materials, online resources, and customer support to help organizations get started and use the software effectively. It is best practices to find a solution that offers 24/7 (real-life) customer support.

Board management software can also help nonprofit organizations manage their resources more effectively. According to a report from the National Council of Nonprofits, “Board management software can help nonprofits to be more efficient, effective, and accountable in their governance practices, including budgeting, resource management, and oversight of compliance with laws and regulations.” By tracking attendance and board member compensation, the software can help ensure that the organization is staying within budget and meeting its financial obligations. Furthermore, the software can also help improve the productivity of meetings by ensuring that board members are using their time effectively. As noted by a report from TechSoup, “Using board management software, you can ensure that each board member comes to the meeting with a clear understanding of the topics to be discussed and can use their time effectively. This increases the likelihood of productive meetings that are focused and results-driven.”

Board management software can help streamline board meetings and make them more productive. With features like automated agenda creation, real-time note-taking, and action item tracking, board members can stay on track during meetings and ensure that they are making progress on important initiatives. The software can also help ensure that board meetings are inclusive and accessible, with features like video conferencing and remote access allowing board members to participate from anywhere in the world. By making board meetings more efficient and effective, board management software can help nonprofit organizations achieve their goals more quickly and with less frustration.

Board management software can also help improve the onboarding process for new board members. With features like a digital orientation portal and access to historical meeting minutes and other documents, new board members can quickly get up to speed on the organization’s history, goals, and current initiatives. This can help new board members become productive more quickly, contributing their skills and expertise to the organization more effectively. By providing a comprehensive onboarding experience, board management software can help ensure that the board is functioning at its highest level from the start.

Another benefit of board management software is that it can help nonprofit organizations manage their committees and working groups more effectively. With features like customizable groups and access levels, board management software can help ensure that the right people have access to the right information and can collaborate on initiatives efficiently. The software can also help track the progress of committee and working group initiatives, providing a centralized location for all members to stay up to date on progress and deadlines. By improving the management of committees and working groups, board management software can help nonprofit organizations achieve their goals more effectively and efficiently.

In conclusion, board management software is a valuable tool for nonprofit organizations looking to improve their effectiveness and efficiency. As noted by a report from the Stanford Social Innovation Review, “By investing in board management software, nonprofit organizations can streamline governance processes and improve communication, which can lead to stronger organizational performance and better social outcomes.” When selecting board management software, it’s important to consider factors such as user-friendliness, robust features, customizable options, affordable pricing, and level of support and training provided by the software provider. With the right board management software in place, nonprofit boards can save time, increase efficiency, and make more informed decisions. As noted by a report from the National Council of Nonprofits, “Effective board management software can help a nonprofit organization operate more effectively and efficiently, freeing up staff and board time to focus on the organization’s mission.”

The post Streamlining Nonprofit Board Management: How Board Management Software Improves Efficiency and Effectiveness appeared first on Nonprofit Hub.

The first problem is that despite fundraising being an obvious responsibility for board members to engage in, the majority of board members aren’t doing it. The second problem is that despite their importance, many people view the board of director meetings as drab and high-level mumbo jumbo. However, with some planning and foresight, you can make these meetings more lively and engaging, plus build a successful fundraising board.

Here are 7 tips to more productive meetings. They will help make your board of director meetings more productive, exciting, and worthwhile.

The Meeting Starts Before the Meeting

Fun fact: a board of directors meeting doesn’t start when everyone sits around a table and the meeting is called to order. Your work starts long before then. Before the meeting, you need to take care of the logistics to make the time run smoothly. It helps to collect and send out all of the regular reports including the financials, director reports, and any other business filings that need to be reviewed prior to the meeting. Check out this guide if you need help deciding what reports your board should see. Management reports differ from traditional financial reports because they help leaders make data-driven decisions. They provide the actionable information you need to further your mission and increase outcomes.

If you send it out to the directors early, they have time to take notes, prepare questions and become more familiar with the information. Aim for at least seven days in advance.

It also helps to keep surprises to a minimum at board meetings (unless it is a birthday party). If you have any significant proposals or controversial items, it’s beneficial to give board members a heads up before the meeting. You don’t want to catch anyone off guard. This can also help you argue the merits of the proposals prior to the meeting, and it gives each of the directors time to carefully weigh the benefits of each item. Again, taking some of the thinking and digesting of ideas from the board meeting will help them run more smoothly.

Leverage Technology for Maximum Efficiency

There’s plenty of technology out there. Make sure that you pursue a technology designed for you, the nonprofit organization. Board management software has taken off. Here are a couple of options for nonprofits.

1. Easy Board. Since 2012, Easy Board has helped hundreds of organizations, including Nonprofit Hub, improve their technology to boost productivity, are easy to use, and help people spend more time doing the things they love. Easily keep your board up to date by posting meetings, documents, video conference links, etc., in one central place. All your board members will automatically be notified by email.
2. BoardEffect. BoardEffect is a board management solution for nonprofit, community healthcare, and higher education organizations delivering an easy-to-use platform equipped with tools to help board members collaborate and make informed decisions. Our board portal platform simplifies complex board management processes and empowers governance leaders to effectively plan and execute board management cycles through transparent and secure collaboration.

You can leverage several other technologies to help streamline the entire board meeting process, make sure it covers the nonprofit board meeting checkboxes. Apps like Asana and Trello make it easy for team members to check off tasks or provide updates on fundraising efforts. To-do lists, task tracking, and status updates can take minutes when done via digital means instead of communication over email or other messaging platforms, which can get bogged down in clutter due to back-and-forth conversations. Additionally, digital whiteboards make it possible to schedule upcoming tasks quickly and digitally share them with team members.

Set an Agenda and Stick to It

A meeting without an agenda is a recipe for disaster — no one has a clear understanding of what should be accomplished, so the conversation quickly falls away from any plan and wanders off track. Set a detailed agenda before the meeting begins and make sure everyone knows the purpose and expected outcomes of each item. Share this agenda with members well in advance, so they can come prepared with questions or feedback to contribute.

Each meeting has several regular business items that need to be covered, such as reviewing previous meeting minutes, and reports and discussing new and old business—but how you set up the meeting can dictate its effectiveness.

Darian Rodriguez argues that the consent agenda is one of the greatest things to ever happen for board meetings. Consent agendas typically contain the prior meeting’s minutes, ED reports, and routine financials that can be previewed in advance and simply accepted (or not) within the first five minutes of the board of director’s meeting.

If you are scheduled to have a long, mentally draining discussion about a future program, following it up with an in-depth review of the next year’s budget might not lead to a productive use of your time. Keep the meeting snappy, mix in breaks and don’t let the conversations get too heavy. Keep the energy up! By thinking ahead and balancing the agenda, you can create a meeting that allows you to tackle several serious topics but doesn’t drag. The other half of this comes in during the meeting. Once you set the agenda, stick to it to make sure you get everything done that you’ve planned.

Keep the Meeting on Track With Time Limits & Meeting Minutes

To ensure your meetings stay on track, set a time limit for each agenda item. This way, you and your team are always aware of how much time is left and when it’s time to move onto the next item. Additionally, take detailed minutes at each meeting so that everyone can review what was discussed at a later date. You should also make sure someone is cleary assiged to taking notes on the meeting, whether it is you, the board’s secretary or someone else. The minutes should include a summary of points being made, actions steps, motions and other official actions. Taking detailed, thorough minutes during the meeting can help eliminate headaches later. Clear communication will keep your board members focused on one goal — the advancement of your cause through successful fundraising efforts.

It can be easy to get caught up in the discussion and focus on the direction of the conversation. If running short on time starts to be a problem, consider longer or more frequent touch bases with your members. Make sure they are a part of that conversation if the new meeting structure differs from what they originally committed to.

Team Building

The board of directors that plays together stays together, right? Mostly, yes. You don’t have to play together, but you should care about the people you are working with and the board members should have an investment in what you’re doing. You should encourage sharing of personal stories and successes (during appropriate times) between board members so they get to know each other. You can also spend time at meetings doing team building activities, but make sure these aren’t forced or make anyone feel uncomfortable. The goal is the build a team and not to find new players for your rec league basketball team.

Listen and Ask for Opinions

Every member of your board is important. You can make them feel more engaged by making sure everyone has the chance to contribute. Sometimes board members can be quiet because they’re overshadowed by other members, but other times they are thinking the matter over in their heads and still formulating their thoughts. It’s one thing to ask them to talk, but you should also listen to what they are saying and fit it into the context of the meeting. Allow everyone the opportunity to speak and make sure the entire board has their attention.

Recognize and Thank

The members of your board of directors aren’t robots, unless you are reading this in the year 2102 and humans have been overtaken by our computer overlords. But for now, they are people and they should be recognized for their contributions both to your organization and in their everyday life. When all your hard work comes to fruition, make sure you take the time to recognize and thank your board for their efforts. Acknowledging members’ accomplishments during or after the meeting is a great way to show gratitude and keep morale high.

While this might not be tied directly to meetings, making sure that your directors know that you appreciate their work can help you have more effective meetings. If they feel appreciated, they will likely be more engaged and want to participate—you don’t have to spend money to do so either. While you can provide them with dinner or gifts, a thank-you note or a special gift unique to your nonprofit can also be just as effective. Small token gifts such as flowers or a gift card can show appreciation for members who went above and beyond in their fundraising efforts. Celebrating successes as a team can also foster engagement and excitement in future events.

Maintain Accountability with Follow-Ups After Each Meeting

This is simple and straightforward, but you should review action steps for the next meeting twice, if not three times. First, at the end of each meeting review the tasks assigned to board members and the timeline for each item. Then after the meeting, send an email out to the board members with another reminder of the action items. Maintaining accountability among your members will show them that their input is valued and encourages engagement in fundraising discussions. Follow-up emails after each meeting can also be helpful reminders of what needs to be done. Additionally, quarterly emails can help set goals, update the team on progress, and get members excited about future events. With these easy tips your team will stay enthusiastic and committed to their event all season long!

When you send out the notice of the next upcoming meeting, you can also send out another reminder of the action steps. Like we talked about in the first point, meetings don’t just happen when everyone is together. If your directors keep moving the work forward between the meetings it can help the actual meetings more productive.

As with anything, leading a board meeting takes skill. It takes leadership, organization and clear expectations. If you follow these 7 tips to more productive meetings, you’ll be off to a good start to make your board of director meetings more efficient—but also make your own adjustments based on your specific board. Before you know it, your board will be pumping like a strong, healthy heart, raising more money for your organization.

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If ethics were cut and dry, there wouldn’t be ethical dilemmas; we wouldn’t have to use our moral compasses. Unfortunately, life is a little more complicated than that. In the nonprofit sector in particular, there are various ethical and moral dilemmas that could creep in and bog down your goal to do more good.

At the AFP Mid-America Conference on Fundraising, Robbe Healey spoke to seven ethical dilemmas nonprofits will face. Healey is a member of the Association of Fundraising Professionals Ethics Committee, Vice President for Philanthropy for Simpson Senior Services and Founding Member of Aurora Philanthropic Consulting. Healey has worked in philanthropic fundraising and nonprofit management for more than 35 years.

The number one reason donors said they don’t give is because they don’t trust the sector. Choosing the right path could help change that perception. Let’s take back the trust that good organizations deserve by brushing up on the top ethical dilemmas facing the sector.

1. Tainted Money

A nonprofit can’t turn away money, right? After all, any gift helps you get one step closer to your mission. But the truth is that not all gifts are created equal. It’s a difficult situation when somebody is trying to offer money that may have a conflict of interest.

For example, you wouldn’t accept money that has been stolen or embezzled. You might think twice before accepting money if it were coming from somebody who goes against everything your mission stands for. Always consider where the money is coming from and whether there would be a conflict of interest because of your mission.

2. Compensation

Never, and we mean never, connect the amount of funds raised to compensation. The motivation for fundraisers should be to help further the mission, not to make more money. Instead, the focus should be on building and nurturing relationships with current and prospective donors. Don’t make personal gain the driving force.

3. Privacy

Privacy is important. Only keep the information that is necessary for your donors. Never get more than you need or use it for anything other than what you told donors you’d use it for. Be especially mindful of lists that you collect for email marketing pieces and more. Make sure the opt-in option is clear and that unsubscribe options are accessible. A small number of unsubscribers won’t hurt as much as mistrust from your entire audience.

Furthermore, make sure your information is stored safely and securely. If your nonprofit uses the Google Suite, make sure personal and sensitive information is housed somewhere else. Having an understanding of basic cybersecurity best practices will help you avoid potential dilemmas.

4. Appearance of Impropriety

Sure, it’s not illegal; but that doesn’t make it right. There are various activities you’ll need to be aware of that could come across to your constituents as shady even if they aren’t considered illegal. For example, AFP lists the example of a fundraiser directly benefiting from a benefactor’s estate gift. While not illegal, the sector would look down upon ethical dilemmas like this type of behavior. Be wary of certain situations that might be perceived in the wrong way.

5. Stewardship

Donors want to know that you’re using the funds for what you said you’d use them for. Don’t promise donors one thing and then turn around and use the funds for something else. If you must change the usage of your funds, check with the donor first and abide by their wishes. Sometimes donors have certain requests for estate gifts following their passing, in which case it’s critical to use the gift appropriately. When you do what you say, your supporters will appreciate the honesty and be more likely to continue giving.

6. Honesty

Remember what you learned as a kid—honesty involves telling the whole truth. That means leaving out specific details will inevitably blow up in your face (we’ve all been there). Tell the whole truth to your staff, donors and constituents, and nothing but the truth. Honesty goes a long way.

7. Conflicts of Interest

A conflict of interest could arise from multiple aspects of your organization. It could involve financials or the interests of members on your board. Be aware of situations where someone has more at stake than the best intentions of the organization. Do what you can to avoid conflicts of interest and maintain a credible reputation for your organization.

Remember, ethics require always listening to your moral compass; not just when it’s convenient for your organization. Not all ethical dilemmas will be apparent and some will be harder than ever. If you have ethical dilemmas you aren’t sure how to handle, seek outside guidance from somebody who can give an unbiased opinion. Also, check out the Code of Ethical Standards from AFP.

*Originally published May 2016

The post 7 Ethical Dilemmas Facing Nonprofit Organizations [Updated] appeared first on Nonprofit Hub.

Myth #1 Board Members Can’t be Fired

Last year, shortly after the news broke that Florida GOP Rep. Ted Yoho had a highly inappropriate exchange with Democratic Rep. Alexandria Ocasio-Cortez, there came a second headline: Ted Yoho Resigns from the Board of Bread for the World. The organization sought Yoho’s resignation claiming his actions and words were “not reflective of the ethical standard expected of our Board of Directors.”

In the nonprofit world, this caused a bit of a stir. A board member fired? How does that happen? The Yoho case is an extreme one, where actions were in clear violation of ethical guidelines. But what about the less extreme bad board behavior so many nonprofits deal with, e.g., no-shows for meetings, requests for personal favors, lack of engagement.

There are a plethora of resources to determine when and how to let a poorly performing employee go, but the board seat is often deemed a safety zone. Once there, you can’t be touched. Not only is this a myth, but it’s also a dangerous myth. Board members are fiduciaries of the nonprofit they serve, but they are also volunteers. While understanding your governance structure and bylaws is crucial to even investigating how to remove or discipline board members, it is not an impossibility. As with employee matters, the more documentation you have – both of expectations and behavior – the less dramatic a parting of ways will be.

Myth #2 Roberts Rules is the Law

It may be in your bylaws to follow Robert’s Rules of Order, but there is no legal requirement to do so. The popular tome has been in use since the mid-1800s and, in the sector, has become the norm for the governance and structuring of boards and meetings. The thing is…these rules do not fit every board. Perhaps your board is more casual and reaches consensus or majority decisions through a more conversational style. Perhaps your agenda doesn’t follow the customary order of reporting. It’s ok … you can make your own rules. The thing is, you do need to have rules (parliamentary procedure) for your meetings. We’ve all found ourselves in unwieldy committee meetings where no procedure model was in place. As cumbersome as the rules seem at times, they prevent even more inconvenient outcomes like…

• Misinterpretation of decisions
• Lack of records
• “Who’s the Boss” scenarios in the board room
• Lots of discussion with no decision

If your board is on board with it, consider small changes to make your meetings flow and be more dynamic, i.e., a modified agenda, alternating who leads meetings, or even having a custom protocol for dissenting opinions.

Myth #3 Board Members Can’t Profit from Their Work for the Organization

U.S. charities are primarily volunteer-led and therefore they don’t pay salaries or wages to board members. A common assumption then becomes that a board member can’t be paid for services to the organization outside their board duties. This is false.

Unless prohibited by an organization’s bylaws (and in few cases, state law) a board member can enter into contracts or provide paid services or goods to organizations where they serve. There is a need to throw an abundance of caution toward these situations, however. This appears less than proprietary to outsiders, and there is also a risk to the parties involved (see a scary legal synopsis here and some equally scary IRS penalties here). It also becomes a stewardship issue if not carefully managed. Consider these examples:

A board member is an attorney and becomes the go-to for legal filings and counsel. Over time, your organization ceases “shopping” for the best rate and subsequently overpays.

1. A board member provides copywriting services to your organization for payment. Over time, they miss deadlines and provide poorly prepared pieces. Since they are a director, the ED is nervous to hold them accountable and no board members wish to confront the situation.
2. Your organization budgets $10,000 for a venue rental for an upcoming gala. A board member who is part owner in a venue proposed the organization use his/her space. Conveniently, the venue’s fee is $10,000. The board and director will wonder if the fee was based on the budgeted amount or the normally charged rental fee.

Things to look out for

Documenting these situations in conflict-of-interest statements that accompany a charity’s Form 990 is done for a reason. They represent a conflict between the interest of the organization (best stewardship of funds for maximum benefit) and the interest of a business/businessperson (maximized profit).

If a board member is capable of providing a service or product, they are probably just as likely to oversee a non-conflicted company or individual, and that may be the best way for them to use their gifts and experience to benefit a mission they serve.

If your organization does desire to conduct paid business with a board member, consider these precautionary measures:

1. Take a vote. Make sure everyone is on board and that your board discusses all potential conflicts.
2. Ask the member to recuse themselves from discussion and votes related to the matter in which they serve. See example #3 above. If the board member didn’t know the amount budgeted for the venue, the conflict would be diminished.
3. Invite impartial review. Consider asking an attorney or non-governing sub-committee to oversee the board member’s work and contract.

For more information on how to get your board motivated, check out this blog post.

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One of the best ways to increase your impact is to expand your donor base. But I know it’s easier said than done. Here are some tips that might help you branch out from your current base and create some new buzz about your organization. As the new year inches closer, keep these tips in mind.

Finding new donors requires creating a new market.

Think of your nonprofit as a brand. Each brand has a target audience. So how can you shape your brand to appeal to a new target audience while still keeping your current donors? If you target your marketing efforts, it can be easier to appeal to a wider audience. This means choosing your channels and messages wisely.

Strategize your messages.

Different types of people use different channels of media. So start building a profile of your potential new target and think about where they consume their media. Social media is a great start to get the word out and forge new connections. I would recommend Facebook more than anything. If you’re targeting seasoned nonprofit supporters, direct most of your attention there. Ninety-one percent of nonprofit professionals use Facebook to distribute content. 

But to reach out to other, newer audiences, consider the types of people who regularly use each platform and plan accordingly. Maybe to appeal to a younger generation, focus more on Instagram instead. From there, go all-in. Have your current staff, board members, and supporters act like cheerleaders for your organization. Have them share your page, retweet your content and comment on your posts. 

You should also keep an eye on your competitors. Snoop on their social media pages and pay attention to their messaging trends. Look to see how they’re reaching out to donors. What works? What doesn’t? What can you learn from them?

Start from your circle.

 In general, there are three major types of sales:

1. Buying a refill, something you’ve already purchased before.
2. Switching to a new model/brand/style.
3. Buying something for the first time (this one is very rare).

In the long run, it’s much more beneficial to target a person who is already interested in or familiar with your organization than to reach out to someone completely new. The majority of people don’t buy something unless they know it’ll be worth it. That means having some semblance of prior knowledge about the brand or product. People are more likely to donate to something that someone in their circle already supports than to go out on a limb and find a new organization.

A good tactic to get new donors is to start with your current ones. Ask your board members or dedicated supporters to create a map of their personal circles to find people who would potentially be interested. Start asking them to reach out to these like-minded people. 

From there, you could simply add them to your mailing list and hope they like what they read. Or you could host a dialogue event. Have donors, old and new, come to an event that celebrates your organization. Talk about your mission, programs, ways to get involved, impact and success stories. Eat, drink and be merry. Then come in with the kicker: “we need you.” Make sure to follow up with everyone who attended to get feedback on the effectiveness of the event. If it was a hit, you’ve got them hooked.

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There are a million reasons why any one particular nonprofit board member may stall out. Maybe they got promoted at their day job and their responsibilities grew. Or maybe their family grew, and they’re knee-deep in diapers and onesies. Maybe they’re on several boards, and their focus waxes and wanes. Or maybe—just maybe—they’ve lost that loving feeling. Hey, it happens, and it’s probably not you, it’s them. Regardless, sometimes board members just grow cold. Or lose interest. Or get bored. (Last time for that “bored board” thing, I promise.)

But you don’t have to say “thank you, next” at the first sign of a restless tribe member. If you have a board member or two who could use a little motivation and inspiration to kick it into gear for your organization, try these:

Get ‘em excited with a guest speaker.

Board meetings don’t have to be, well, you know… boring. Invite someone in to talk about why they’re passionate about your cause, whether it’s a longtime volunteer or someone who’s been helped by your organization. Let your board members hear firsthand what’s happening on the front lines and how your nonprofit is making an impact on the community. Maybe they’ve lost sight of that–or never even knew. And speaking of board meetings…

Plan something that’s not a snooze-fest.

Two-and-a-half hours of 15–20 people discussing issue after issue: Is that your idea of fun? It’s probably not your board’s either. If your board meets monthly, think strategically about what you want them to accomplish and how their meeting can be a win/win for both your board members and your org. A few tips: Feed them. Not a fancy steak dinner, but snacks or small appetizers will do. Start and end the meeting on time—90 minutes max. And have a written agenda. You might not be able to accomplish everything under the sun in 90 minutes, but if you get through the items on your agenda, mission accomplished.

Make communication easy.

If possible, create a password-protected portal on your website just for board members so they can easily catch up on notes from a previously missed meeting. Send out a monthly enewsletter. Be sure they’re on your mailing list for all other communications so they stay in the loop of what your organization is doing. Create a Facebook group just for your board where you can post about upcoming events, meetings, share photos—whatever you think will motivate and inspire them. Keep them in the know and foster communication between them, is what I’m saying. Don’t let them drift into the Abyss of No Information, which can lead them to the Dark Void of Apathy.

An inspired board is a happier board—and a much more motivated and productive board, going so far as (dare I say it?) helping to fundraise. In fact, I have a bunch of ideas about that too!

For some great tips and insights into how to turn your board members into legit fundraisers, you can access a free video of my Firespring webinar, “Get Your Board to Help You Fundraise

(Even if They Don’t Wanna!).” You’ll learn how to get your board on board with your fundraising initiatives and turn them into people who aren’t afraid to make the ask. Check it out whenever and wherever it works according to your schedule.

Link for Firespring

Link for password-protected portal text

Link to video page

The post How to Motivate a Bored Board — Light a Fire appeared first on Nonprofit Hub.

Hiring any full-time staff member, especially an executive director, isn’t a decision you should take lightly. Before your board even begins the search, you need to make sure your organization is in a place to support such a hire—both financially and with your personnel. Assuming you don’t have the resources to hire a nonprofit executive search firm (if you do, that’s great—they’ll be able to guide you through most of the process), your board and staff need to work in tandem to be as comprehensive as possible. There are a few ways to do that.

Form a search committee

To establish your list of potential candidates, form a search committee comprised of dedicated board members. Preferably, these committee members are well-versed in nonprofit management and governance. You can include staff members in the committee as well, but tread lightly—it might not be best to have current staff members essentially choosing their next boss.

If you’re replacing a sitting executive director, it’s imperative that you don’t include them in the search committee. Even if they’re in good standing and leaving on their own terms, you never want a director or CEO picking their successor. To maintain objectivity, try to keep your search committee small (between five and seven members) and made up of committed, experienced board members.

Make sure they can write

An often underplayed job duty of the executive director is writing—a lot. They write emails to potential donors and volunteers, newsletters, press releases, intra-organizational communications and so much more. Before you even begin interviewing your candidates, read something they’ve written about an organization they care about. Could you feel their passion and their excitement? If they’re unable to capture those emotions in writing, it’s not likely that they’ll be able to do it face-to-face either. Your executive director needs to be your organization’s champion, both on the page and off.

Your next ED could be right in front of your eyes

It’s not likely that someone who wants to run a nonprofit organization—specifically your nonprofit organization—has never donated, volunteered or attended any of your events. So, more often than not, your candidates are already in your database. No, I’m not telling you to assemble a list of your most loyal donors and start from there; I’m merely saying that your next executive director might very well be a supporter already.

Consider an interim executive director

Many nonprofits are reluctant to hire interim executive directors, but they shouldn’t be. They can provide support in a number of ways. Not only can they help keep an organization afloat in times of distress, but they can also help lead your organization while your board focuses on finding a full-time hire. Executive director searches can take months, and having someone in place to ensure the day-to-day operations are taken care of can alleviate a lot of stress.

If you think it might be time to hire an executive director, keep these things in mind. It could be the most important decision your organization makes (no pressure), so be exhaustive and always use your mission as a guiding light.

The post Is It Time to Hire an Executive Director? appeared first on Nonprofit Hub.