On-Boarding

Board development is a key area of interest and discussion at MindBridge. Over the life of our blog no doubt we’ll cover a lot of ground on board governance and management, but we’ll start by talking about new member orientation, one of the key components of board effectiveness.

Inevitably, new board members (even the most business and board savvy) will face a learning curve: some will be new to the unique operations and realities of the organization; some will need information about the process of board governance; and some will be new to the voluntary sector as a whole. By having even a basic orientation program in place, organizations can demonstrate a pro-active approach to board development and engage board members right out of the gate.

One of the most comprehensive resources we’ve found (and our personal recommendation as a “must have” in your board orientation materials) is Industry Canada’s “Primer for Directors of Not-For-Profit Corporations” which can be found at http://www.ic.gc.ca/eic/site/cilp-pdci.nsf/eng/h_cl00688.html. This is an extensive reference document that covers director duties, liabilities, rights and powers, risk protection, and taxation. In addition to the primer, we also recommend that your new member orientation package include:

1. A brief organization backgrounder and key messaging document (it’s important that all people representing the organization use consistent messaging that accurately reinforces its mission and brand);

2. The organization’s constitution and by-laws (and Terms of Reference, if applicable);

3. The most recent annual budget and audited financial statements;

4. A summary of board liability insurance coverage;

5. The most recent strategic documents (including, but not limited to, current strategic plan, fundraising plan, communications/marketing plan, program development plans);

6. An outline of any board member expectations that are specific to your particular organization (e.g. board fundraising expectations, meeting attendance expectations, sub-committee participation expectations, etc.).

As soon as a candidate has been ratified as a board member, s/he assumes the responsibility and liability that comes with board governance and should, therefore, have fingertip access to at least this fundamental information. Of course, this can be supplemented with additional information (newsletters, annual reports, etc.), a tour of the organization’s facilities, and other activities that both engage new members and equip them to effectively contribute to the work of the organization. We’re big advocates of the idea that information and engagement are critical components of optimally-functioning boards, which is why new member orientation sets an important precedent and plays a fundamental role.