In the last few editions of this publication, we’ve addressed the board’s role in policy, oversight, and evaluation. This issue will focus on another important board or advisory group responsibility–supporter. In this role, individuals advance their organization’s mission to the community, and open doors within their personal and professional networks.

If active board/advisory group members provide connections to the community in which you operate, they are a tremendous asset to your organization. By making use of those connections, they help make your literacy organization stronger and able to survive change. Outreach can take a number of forms such as:

• General community ambassador
• Recruitment of new board members or other volunteers
• Meeting with elected officials or testifying before legislatures
• Working with the media
• Contacting new and potential donors

Any of these can expand your circle of influence.

Supporter: Key Responsibilities

Members can:

1. Be active community ambassadors by promoting your mission, service, and achievements. They make known your good works.
2. Bring community perspectives to the attention of the board and staff. They listen to the needs and interests of current and potential stakeholders.
3. Ensure that your organization has a marketing and community relations plan and appropriate strategies and budget to support related activities.
4. Seek out key leaders in business, government, education, and the media to inform them about your organization.
5. Develop policies that support marketing and community relations activities.
6. Assist with fund development. In this role, they can:
   • Identify and/or cultivate new prospects/donors
   • Ask peers for donations
   • Make introductions for staff to follow-up
   • Accompany staff on key visits to funders
   • Help with expressions of thanks when appropriate

No one member has to do everything. Instead, organizations should take advantage of individual interests and strengths. There simply has to be agreement about each member’s responsibility in these areas.

Most experts will tell you that before individuals get involved in these activities, they must first be involved in the mission and governance of the organization. Their participation in this larger scope often leads to greater understanding, commitment, and engagement. The more successful ambassadors feel strongly that your organization is effective.

Where to Begin

Education is a first step. To promote your organization, boards/advisory groups need clarity about its purpose and its impact on the community at large. They require knowledge of communities served, stakeholders, the programs you operate, plans for the future, and budget. They should have some familiarity with internal operations. To attain this goal, these boards/advisory groups and the executive director must form a focused partnership.

Discussion is a second step. Spend some time during meetings to discuss members’ responsibilities in this area. What are you doing well? What could you do better or differently? What should be added? Here are some questions to guide these conversations.

1. Is the supporter role part of your job description for members? Should your job description change?
2. How current is your community awareness or public relations plan?
3. Do community stakeholders understand your mission?
4. To what extent is your organization known to business, government, education, and media leaders? Do you actively pursue and develop those relationships?
5. How does your board or advisory group support outreach activities? Can this expand?
6. How could these actions enhance your resource development capabilities?
7. How do members and staff work together to achieve these results? Can this improve? What are the defined roles of board/advisory group members and staff in these activities?

It may be time for a change. Ask existing members what they liked and didn’t like about the orientation. Then ask, “What do you wish you had known when you got started? “Which of these topics is most important?” Focus on that content first.

Also, provide new members with a manual containing important documents like your plan, budget, community relations materials, list of members, calendar, and so on. They can use it for reference. Don’t forget to include a glossary of terms. New members may not know the meaning of “program budget,” “student intake,” or “conflict of interest.”

Keep in mind that an orientation is just the first step in education of members. Spend time during the year addressing additional topics that you may not have covered in this initial session.

Yesterday, I heard the term “zero-based committee” for the first time. What does it mean?

At the beginning of each fiscal year, some boards automatically eliminate all committees, and then establish new committees. This allows the board to redirect the focus of its working groups. This approach:

• Helps the board avoid committee stagnation
• Offers members more frequent leadership opportunities
• Provides a non-threatening vehicle for changes in leadership