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Should we have an advisory board in addition to a board of trustees?

The first step in answering this question is to decide whether an advisory group will help you achieve your mission. On the positive side, these groups can raise your credibility and visibility if properly handled. They can each bring special expertise, as well as new contacts and networks. Sometimes, they bring new contributions. On the flip side, advisory groups require a time commitment from the CEO that might not be realistic. Some advisory group members may not be universally seen as a positive association for your organization. And some strong advisory group members may try to compete with your board in setting policy.

If you decide to proceed with an advisory group, the following steps may help ensure that it is effective:

  • Make sure you are adding an advisory for the right reasons. More often than not, advisory groups are added to compensate for a board’s ineffectiveness at fundraising. Do not form an advisory group with the hopes they will “write big checks”. Effective development begins with effective board-level fundraising. Fix fundraising issues on your board rather than foisting them on an advisory group. 
  • Choose an appropriate name. Using terms like “board” or “committee” may lead constituents to confuse the advisory group with the governing board and its committees. Think about using the term advisory council to distinguish this group from the governing entity. 
  • Describe the group’s role. Create a written job description. Make it clear that the group does not make decisions for the organization; it is advisory.
  • Establish terms of service. We recommend one-year renewable terms. Thank everyone at the end of the year, and only invite members who have been particularly helpful to continue. In most instances, the composition of the group should be determined by the board of trustees. 
  • Provide for formal leadership. Volunteers often respond better when one of their own chairs the advisory group. This additional leadership role is often substantively and politically helpful to the board chair and CEO. 
  • Plan for staff assistance. Advisory groups add work for staff members, so consider the additional burden before establishing them. Like board committees, they need a staff liaison.  
  • Budget for expenses. Think about any expenses this group may incur, and be sure to factor it into your budget.

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