Overcoming Challenges to Build a Diverse Nonprofit Board
Posted on Jan. 18, 2024 / Diversity & Inclusion / Subscribe 0
By Kecia Carroll
According to their 2022-23 “Leading with Intent” report, almost half (49%) of all chief executives say they do not have the right board members to “establish trust with the communities they serve.” Only a third of boards (32%) place a high priority on “knowledge of the community served,” and even fewer (28%) place a high priority on “membership within the community served".
This clearly presents important issues for communications professionals and other leaders at Tampa Bay nonprofit organizations. I spoke with leaders from three local nonprofits to hear why and how they are approaching board diversity, what they are doing well and the challenges they continue to face. Here are their stories.
Socio-Economic Diversity: Bringing Life Experience to the Board
Earl Young, CEO, Booker Promise
Michael J. Shelton, Chair, Booker Promise Foundation
Booker High School is a public high school in Sarasota, Florida, serving predominately Hispanic (47%), Black (23%) and multi-racial (7%) communities. The Booker Promise Foundation is a comprehensive college and career readiness program designed to ensure that every Booker High School student, 76% of whom live at or below the poverty level, has the skills and resources necessary to develop to their fullest potential.
Michael J. Shelton is no stranger to building diverse organizations and boards. One of the founders of the nonprofit Embracing Our Differences, he now serves as the Chairman of the Board for the Booker Promise Foundation, an organization he helped form just four years ago. “Having a diverse board makes all of the difference, especially in Sarasota,” says Michael. “It has made a huge difference in how we interact with the community as a whole.”
The Booker Promise Foundation’s board and management team are quite diverse, which has been important for the collaboration between the Black and Hispanic communities. Their different perspectives have resulted in more creative ideas, broader connections and increased opportunities for the organization.
The challenge: How do they get a foothold in the community they serve? With an audience that is more socio-economically diverse than the board, they are working to better represent the life experience of their students.
In the meantime, Mr. Shelton, who grew up in a poor community in Appalachia and Booker High School’s principal, Dr. Shelby, a Black female who grew up low-incoming housing communities, bring their voices to the table. Additionally, some student representatives have served on the board and this program may expand in the future.
As a young nonprofit, the organization was initially focused on building the organization. Within the past year they have been more intentional about expanding the board, and communications has played a significant supporting role in the process. “There is power in storytelling,” says Booker Promise CEO Earl Young. “Anybody who hears the stories of our students is immediately engaged. The word is getting out which we hope will help us to continue to strengthen our board and build more opportunities for students.”
Geographic Diversity: Increasing Representation Across a Diverse Region
Mary Pat King, CEO, Girl Scouts of West Central Florida
Kristine Rogowski, Chief Marketing and Communications Officer and PRSA Tampa Bay member
The Girl Scouts of West Central Florida believes in the power of every girl to change the world, and that means every girl, not just girls of a certain race, culture, financial status or life situation. As a result, diversity, equity and inclusion have always been a part of their story. However, after a recent board assessment, they identified areas where they weren’t well represented. Based on diversity of skillset, they identified a need for professionals with banking, legal and construction experience. Easy. The results also showed they had an even bigger challenge: the need for more leaders in the geographically diverse areas they serve.
With an eight-county service area, they operate in both urban and rural communities, each with their own unique cultures and needs. Most staff and board members lived in three urban counties, meaning the other five lacked representation.
By approaching this challenge from a systems perspective, they are building an infrastructure designed to produce results over time. They hired people from all counties and encouraged them to get involved in their communities. Now, they are building community advisory teams to be local eyes, ears, and influencers, forging connections to schools, faith-based organizations, local programming, and donors. They are also increasing bilingual staff which is important to becoming a part of communities with a high percentage of Spanish speakers like Wimauma.
“We’re pursuing equity in all areas by focusing on hyper-local,” says Mary Pat King, CEO of Girl Scouts of West Central Florida. “By having staff embedded in our unique communities, we are deepening relationships in the community. This helps us identify barriers so we can bust through them.”
While the organization implements its long-term vision relative to diversity, equity and inclusion, communications staff and partners are busy raising awareness through a new brand ambassador program. This program empowers boots-on-the-ground people to make an impact. Not only do they represent the organization, but they also hear the stories of the girls and troop leaders who are doing extraordinary things locally.
“We elevate these stories by helping brand ambassadors to be good storytellers,” said Kristine Rogowski, chief marketing and communications officer. “The hope is that these stories will be seen and heard by people who may not have grown up in an area that had Girl Scouts but will now be inspired to get involved.”
Equity for All: Creating Opportunities for the Infusion of New Board Members
Kim Jowell, CEO, Pinellas Education Foundation
The Pinellas Education Foundation believes in equity for all, starting with access to opportunities for high-quality education for those in the county. Promoting board diversity aligns with this belief in connecting values with actions, cultivating an inclusive environment where diverse board voices are welcomed and actively sought.
“This diversity allows for a nuanced analysis of issues which leads to a more comprehensive understanding,” says Kim Jowell, Pinellas Education Foundation CEO. “With a multitude of voices contributing, we gain a richer perspective on challenges and can more thoroughly explore potential solutions.”
The Pinellas Education Foundation has seen notable success in achieving board diversity through its strategic and intentional approach. Annually, it undertakes a thorough review of the composition of their board, diligently identifying any representation gaps that may exist. This proactive examination serves as a crucial starting point for board recruitment efforts. Rather than relying on passive methods, the foundation approaches board recruitment with clear intentionality to address the identified gaps in representation. This means actively seeking out individuals whose backgrounds, experiences, and perspectives align with the diversity they aim to achieve.
The challenge: Bylaws govern the number and terms of board members, potentially leading to restricted turnover and difficulties in bringing in new members.
To counteract this, the foundation changed its bylaws to include term limits, creating periodic opportunities for the infusion of new members.
“We recognize that achieving authentic diversity is a gradual process, necessitating ongoing commitment and diligence,” adds Jowell. “Our leadership's unwavering dedication is crucial in the continuous effort to shape a board that authentically mirrors the diverse perspectives and experiences essential for effective governance.”
Communications plays a pivotal role in driving the organization’s culture and shaping its public image. How they communicate, both internally and externally through various channels, directly influences how they are perceived by the public, customers, stakeholders, the media, their employees, and, yes, potential board members. Clear, transparent communication builds trust and credibility which fosters positive relationships, ultimately aiding in the Foundation’s success.
Building Your Own Diverse Nonprofit Board
You’ve heard the perspectives of three local nonprofits. Here are some additional suggestions for getting started in your organization:
- Assess today. What are your current board’s strengths and where could it be strengthened? Conduct a self-assessment of your board to find out.
- Plan for the future. What should the board look like in the future? Consider where the organization is going and what skills, experiences, contacts and professional/personal backgrounds will be most helpful to the organization in the near term - but also in the future. Your organization’s strategic plan will be a good guide.
- Understand board culture. Is it welcoming to individuals of diverse backgrounds? When you invite someone to join the board, how are you helping them feel comfortable and become engaged with the mission, their role and their colleagues on the board? What can you do to ensure they immediately feel valued? This increases the chances they will remain engaged.
- Look at your current prospect list. Does it include candidates across all experience levels? In addition to “C-Suite” experience, consider mid-level and even entry-level board prospects, who may in fact mirror the nonprofit’s beneficiaries, donors, or other supporters. Keep in mind there are currently four generations of leaders in the workforce.
- Be proactive. Be intentional about recruiting board members who are different from the existing board members. Recruit for skills and perspectives though, not for “look.” Diversity of ability, age, ethnicity, gender, geography, religion, sexual orientation and socioeconomic status should not be your end, but rather a means to your end.
- Engage those you serve. Ask the people who are served by your nonprofit who they recommend as board members. And when they make suggestions, ask for an introduction.
- Start off strong. Additionally, a thoughtful orientation can help manage expectations and present an opportunity to introduce veteran board members to the newcomers, as well as establish mentoring relationships that can help knit together a diverse group.
- Repeat. Building and maintaining a strong, diverse board requires ongoing care and attention. Revisit these steps as part of your strategic planning process or at the start of each new board year.
About the Author: Kecia Carroll is the principal and chief strategist at KC Roberg and a member of PRSA Tampa Bay's DE&I Committee
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