Recruiting and Leveraging Corporate

Board Members Mark Axelowitz, UBS

Kelly Dunphy, Orr Associates, Inc. (OAI) Gregory Boroff, Friends of the Hudson River Park

November 13, 2014 Kelly Dunphy Vice President, Orr Associates, Inc. (OAI) Mark Axelowitz Managing Director, UBS Private Wealth Management Gregory Boroff Executive Director, Friends of Hudson River Park

Recruiting and Leveraging Corporate Board Members

1. Introductions 2. Relating to Corporate Professionals 3. Infrastructure and Resources for

Recruitment 4. Engaging and Leveraging Corporate

Professionals Once They’re Onboard 5. Conversation about

Recruiting/Leveraging Corporate Board Members

Table of Contents

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Kelly Dunphy

• Vice President, Fundraising and Development, OAI

• 15 years of fundraising experience, 8 years with OAI

• Clients projects include: − Outsourced development leadership − Board development − Development planning − Capital campaigns − Event fundraising − Strategic planning

• Previously worked at Share Our Strength

About Us

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Mark Axelowitz

• Managing Director, UBS Private Wealth Management

• Certified Investment Management Analyst (CIMA®)

• “Top Ten Outstanding Brokers of the Year” by Registered Rep

• “Top Advisors of America” by Barron’s

• Boys & Girls Harbor Board of Directors − Co-chaired the Harbor Investment Conference since 2006

• Dedicated Member, Robin Hood Foundation

• New York Advisory Council Member, David Lynch Foundation

• Partner, Mad Riot Entertainment and Member, Screen Actors Guild

About Us

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Gregory Boroff

• Executive Director of Friends of Hudson River Park

• Over twenty year career, has raised over $200 million for hunger relief and AIDS research organizations including amfAR, Food Bank For New York City, City Harvest, and GMHC.

• Trustee, New York Society of Association Executives, Board Member of the Council of Protocol Executives

• BizBash Magazine Advisory Council

• Previously served on the board of the Greater New York Chapter of the Association of Fundraising Professionals and as Program Dean of the CAE Career Enrichment Committee for the New York Society of Association Executives

About Us

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Relating to Corporate Professionals

• How is this nonprofit related to my network? − Who else is involved?

− Who’s asking?

• How does this nonprofit’s mission align with my company’s philanthropic priorities?

• Is the nonprofit successful at what they do?

• What are they asking me to do? − Time

− $$

− Fundraising

• How can I make a difference? − What are the challenges the non-profit is facing?

− How does my expertise help?

What Are They Thinking

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How to Approach Corporate Professionals

• Start with peer to peer (often a current board member) − CEO to CEO / MD to MD / level to level

− Get introduction from peer and make sure peer is part of the ask process

• ED must have basic knowledge of what they do: − Latest news about their company and industry

− Read Wall Street Journal, Forbes, and The Economist

− Must relate to them

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Infrastructure and Resources for Recruitment

Board Recruitment is an Ongoing Activity

Identify needs for the next several years using a profile of your current

board

Determine renewals and retirements and have conversations with both;

Identify candidates who meet identified needs

Interview candidates using a job description - determine a “slate” to be

presented to the full board; cultivation could take several steps

Approve the slate - inform new and renewed board members

Orient new board members

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• Building your biggest strategic asset − We spend more time hiring a staff leader than choosing a board

leader

• Clarify what you are looking for – identify the “gaps” on your board − Keep in mind your organization’s vision, plan and its immediate

and long-term priorities − Seek board members who are able to contribute to the

organization’s sustainability, both intellectually and financially − Which industries and skill set expertise does your organization

need? • Real estate, tech, retail, finance/banking, accounting, etc.

Identifying Corporate Board Prospects

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Identifying Corporate Board Prospects Name Affiliation

Fundraising Capacity Residence EthnicitySector Skills/Expertise/Attributes AgeGender

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Affa

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M F to 34 35-49 50-64 65+

X X X $$$ Florida X White XX X $$ Maryland X White X

X X $$ Maryland Black XX X X $$$$ Maryland X White X

X X $ Maryland X Asian XX X $$ Maryland X White X

X X $$$ Maryland X White XX X $$$ Maryland X Asian X

X X $$$$ Maryland X Latino XX X $$$$$ Maryland X White X

X X $$ Maryland X Black XX X $$$$ Maryland X White XX X X X $$ Maryland X White X

X X $$$$$ Maryland X White XX X $$$$ Maryland X Latino X

X X $$$$ Maryland X White XX X $$$ Maryland X White X

X X $$$ Maryland X Black XX $ Virginia X White X

X X $$$ Maryland X White XX X $$$ Maryland X White X

• Current board members − Hold a prospecting session at your next board meeting

− Meet 1:1 with board members for a “sphere of influence” exercise

• Current corporate partners

• Current major donors

• Past board members

• Board placement organizations

• Chamber of Commerce or Board of Trade

Identifying Corporate Board Prospects

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• Print Materials: − Job description that clearly outlines the time and financial

commitments

− Board roster

− Case statement or other marketing materials

− Annual report

• Briefing Memo: − Prospect profile

− Your elevator pitch and the case for joining your board

− Benefits of board membership

Tools for Board Recruitment

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• One page

• Should include expectations in all or most of the following categories: − Advocacy for the organization and its mission

− Service/attendance (term limits, meetings)

− Fundraising activity/financial support

− Governance

− Knowledge of the organization

− Access to information and confidentiality

− Accountability

Job Description

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Engaging and Leveraging Corporate Professionals Once They’re Onboard

• Orientation

• Put them to work

• Communicate

• Show the impact of their fundraising

• Effective board meetings

• Be transparent

• Networking

• Hold accountable

Steps to Engagement

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• Steps:

− Orientation meetings with ED and Board Chair

− Site Visit (if not done during the cultivation phase)

− Board handbook

− Committee assignment and meeting with Committee Chair

• Guidelines: − Encourage questions, opinions, and feedback

− Be honest and transparent

− Put to work quickly, but don’t overwhelm

− Engage multiple board members in the orientation process

Orientation

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• Yes, these are busy people, but if they don't see their roles as critical to your success, they will drift away to where they can have an impact.

• The best board members want to use their talents to make a difference.

• Communicate your goals and metrics for the year and how you need their help in achieving them.

Put Them to Work

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• Keep board members informed: − Regular communication such as biweekly emails that share

progress, good news, successes

− Phone calls from the ED

− Honest reporting on progress towards goals • Helps the board make course corrections when needed

− Recognize board members for their help and their successes

Communicate

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• Three parts to a board member’s philanthropic responsibility: 1. Give generously 2. Be an advocate 3. Participate in fundraising

• Identify prospects • Cultivate / open doors • Solicitation • Stewardship

• Like you would with a major donor, provide board members with regular updates on the impact of their giving and fundraising

Show the Impact of Their Fundraising

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• Structure meetings so members feel their time is well-spent: − Substantive, focused agendas

− Discussion time, not just reporting

− “Mission moments”

Effective Board Meetings

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• It's important that board members hear the challenges as well as the great accomplishments

• If board members only hear about the great things being done—i.e., only “the good”—then they may assume that their talents are not needed

• Share “the bad” and “the ugly” as well

• Let board members know what issues and challenges you're working on. They may have experience in a particular area and can help—or know someone who's gone through the same issue and has some thoughts to help.

• Maintaining perspective—by sharing both sides of an issue—will help show board members that their talents are needed.

• And when they help solve an issue, make a big deal about how they helped—that will provide incentive (and examples) to fellow board members.

Be Transparent

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• Make time for networking/social activities, too

• Boards that gel and have a collegial culture are more effective

• Provide opportunities to help board members get to know each other and find out about common interests and concerns outside of the organization

• Remember that one of the benefits of board service is the networking

Networking

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• Foster a culture of accountability − ED should have an annual meeting with each board member to

review their service from the previous year and discuss plans for the next year

− Board should conduct an annual self-assessment

Hold Accountable

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Mark Axelowitz UBS Private Wealth Management Gregory Boroff Friends of Hudson River Park

Conversation About Recruiting and Leveraging Corporate Board Members

Kelly Dunphy

(212) 494-1933

kdunphy@oai-usa.com

Questions?