Since 2002, the City of Longmont, Volunteer Connection, Boulder County AIDS Project, Parenting Place and community members have been meeting to maintain a community-wide strategic plan to establish cultural diversity within the local nonprofit sector. The mission of the Diversity Task Force is to prepare local nonprofits to have successful long-term connections with the Latino community, with the main goal to provide the needed tools to help nonprofits in the recruitment of Latinos to their boards of directors or commissions.

Based on surveys collected from local nonprofits and the Diversity Task Force's knowledge of cultural diversity the following guidelines for board development, recruitment and management are provided.

Diversity Task Force - Development/Recruitment/Management

Size of Board

Determine the right size: small enough to be effective or large enough to achieve desired diversity in point of view.

Board Structure

The basic structure should be clearly outlined in the bylaws of the organization and included in an organization chart. Basic information describing diversity should include:
- Age Requirements
- Cultural Diversity
- Gender
- Scope of Service
- Advisory Board
- Working Board
- Honorary

Note: Bylaws should be changed whenever a majority of board members feel there is a more productive means of managing the board’s work.

Demographic Profile

- Age diversity
- Gender diversity
- Cultural diversity (traditions and customs)
- Geographic
- Ethnicity
- White, Asian, African American, Hispanic/Latino, Native American
- Education
- Socio-economic

Board Assessment

Mission of the organization
Periodically revisiting and/or revising your mission helps you focus on your goals.

Benefits of Diversity for Your Organization

- Possess better understanding of your clients, staff and volunteers
- Diversity increases public awareness of your organization
- Diversity fosters innovation
- Decisions are based in reality because more perspectives are represented
- Goals and values receive community-wide support
- Understanding of your and other organizations’ cultures during collaborations and mergers
- Reduction in conflict between the board, clients, staff and volunteers
- Learn from others
- Meets funding requirements

Recruiting

1 Establish a nominating committee within the board, if not already in place.
2 Create a “dream list.” What skills, expertise, and professions do you want       represented? Identify names of potential members.
3 Share the list with current board members and any under represented category       you need or want (see demographic profile above). Have them call you in private       regarding conflicts of interest about a potential candidate.
4 Avoid recruiting yours and other board members’ relatives.
5 Resources: Don’t discount any resources.
      - Board banks and volunteer centers
      - Community organizations and service clubs
      - Faith community representatives
      - Major donors
      - Local businesses
      - Your organization’s financial institution
      - Clients
      - Professional organizations
      - Educational institutions
      - Neighborhood associations

Commitment

Develop a commitment letter or description sheets to include the following:
      - Financial objectives:a recommended donation range should be established.
      - Meeting requirements: times, dates and places of meetings. The percentage of           attendees expected at all meetings (board and committee), with a requirement           of at least 80% attendance.
      - Committee requirements: board members need to serve on one or more           committees.
      - Committee expectations: establish goals and timelines for how committee           recommendations are formulated to the larger board.
      - Special event participation: outline special event activities in which board           members are required to participate.

Send new board members two copies of the agreement to serve with a letter, requiring that one signed copy be returned to the board within a specified time period. (See agreement sample)

Board Guidelines

- New members learn about the organization to tell the vision, mission and goals.
- They create their own story and take ownership of the agency’s cause.
- Hold orientation with a group, an individual or in a board retreat. (See sample     agenda)
- Site visits should be made to the organization to introduce new members to staff     and show them the day-to-day operation.
- Mentors are encouraged, pairing new board members with existing ones for a     specified period of time.

Boards and Volunteers

Volunteers are a legitimate subject of concern to a board of directors because:
   - It is the board’s decision to discuss how central volunteers should be to the        service delivery of your organization.
   - As contributors, volunteers should be seen as part of any resource development        strategy.
   - Volunteers have potential in public relations, public education, fundraising,        legislative advocacy and other roles in community outreach.
   - Volunteers are a valuable source for planning and evaluation purposes, when you        ask for their opinions.

Some basic information your board may want to know about your volunteer management program:
   - Where do volunteers work in our organization? Where do they not work? Why?
   - What activities do volunteers perform?
   - How many volunteers are active at any given period in each area of service?
   - Are there difficulties recruiting volunteers? Why?
   - What is the demographic profile of our volunteer corps: gender, race, age,        education, and geography? Was this profile actively sought or did it evolve on its       own? Is there enough diversity? Is it what we want?
   - What trends and/or issues affect volunteer involvement?
   - How much staff time is devoted to volunteer management?
   - Are volunteer services being evaluated? Are volunteers evaluating our services or        providing suggestions for improvement? What are these findings?

Note: If it seems hard to answer these queries, consider it a red flag. If no one knows, maybe it’s not being done or no one is paying attention.

Five Ways Boards Supervise the Executive Director

1 Measurable goals and objectives
2 Current and accurate job description
3 Positive and productive relationships
4 Written reports from the Executive Director
5 Annual performance review

Seven Considerations For Building Stronger Boards

1 Promote a power-sharing relationship between the Executive Director and the Board.
2 Board members and Executive Directors need orientation and training.
3 The Board’s job is governance.
4 Informed Boards make informed decisions.
5 No surprises.
6 Resist micromanaging your Executive Director.
7 The Executive Director should resist micromanaging the Board.

(Name of Organization) Board Agreement

I hereby agree to serve on the (Name of Organization) (Board of Directors) (Advisory Board) for the period of time outlined in the Board Requirements and to abide by the requirements including serving on committees, attendance at meetings, attendance at organization events and other duties as necessary.

Signed ______________________________

Date ______________________________