- Frame board orientations around the mission and lay out specific expectations of how board members will help achieve the mission; encourage board chair to frame all board discussions around the mission; consider a board retreat with a specific mission focus; provide each board member with a position description developed within the context of mission achievement.
- All board members should sign a Conflict of Interest statement, which should be updated on an annual basis to reflect any new affiliations and potential points of conflict.
- All board members should be aware of the organization’s Conflict of Interest Policy, and understand the appropriate procedure to disclose a conflict.
- Review the organization’s process for recruiting and screening potential board members. Develop a “script” of topics to cover during an initial meeting, including the ethics and values of the organization. Provide information on the organization’s values and ethics in a written format (i.e. board manual).
- Continually strive for diversity on your board to bring in fresh perspectives and alternative approaches to achieving your mission.
- Establish term limits for board members. Staggered terms should maintain at least a 50% incumbency rate to maintain continuity and organizational identity.
- Establish a transition plan to prepare for an immediate change in executive director: develop a process to select an interim executive and establish a strategy and timeline for posting the position, recruiting, screening, selecting and orienting the new executive.
- The board should develop a strategy for annual evaluation of the executive. Determine the criteria for evaluation (progress toward mission achievement through what measures?); from whom feedback will be sought and in what format; and how the feedback will be compiled and presented.
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