As you might have seen firsthand, recruiting is only half the challenge.
Once you’ve snagged those stellar trustees, it takes strong onboarding to ensure they’re as engaged and productive as you need.
Orientation actually starts with recruiting.
In the recruiting stage, a prospective board member will receive important orientation materials about your board and your organization.
Information about serving on your board will include a list of expectations of a board member: the meetings schedule, committee assignments, board term lengths, and estimated time commitment.
Information about your organization should include your charter application, financial data, relevant information about the educational program, and any other pertinent background information.
Host an orientation session for each new board member
An orientation session will be conducted by the board chair, the CEO, and the chair of the committee to which the new member would be potentially added.
The session will be held before the board meeting following the member’s election to the board and will last for approximately one hour.
During the session, the new trustee will be provided with information that will help him or her address the major decisions and policy questions facing the organization. This should include:
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A comprehensive review of the mission, vision and values of the organization, the history of the board and founding of the organization, roles and responsibilities of the board and the CEO, the administrative calendar with the board meeting schedule and other major activities of the board, an organizational chart that includes the list of current and planned committees, how the board conducts meetings, including relevant actions from Roberts' Rules of Order.
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A broader discussion about the external environment the organization operates within (information about political, economic, demographic, legislative, competitive trends and changes that have significant impact on the organization and the children it serves), financial information, and detailed information about the educational program.
- A more detailed conversation about the role of the new member on an existing committee, current issues and topics being examined by the committee, tasks and an action plan being executed by the committee, and any other information that would be helpful to the new member about committee work.
Although trustees are required to visit the school during the recruiting process, they might benefit at this stage from a more in-depth tour given by the CEO. This can be a chance to meet with key staff and teachers, and to get a deeper look at the school in action.
Within the first three months of tenure, a follow-up meeting with the board chair or the Governance Committee chair will give the new trustee an opportunity to discuss any outstanding issues or questions.
Some boards will also provide new trustees with a mentor.
A mentoring program can help build a sense of teamwork and support for new trustees.
A mentor should be a skilled and reliable board member who would work closely with the new trustee to help them better understand board procedures, talk through basic issues and questions, and be available for any other support that the new member might require.
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