The problem
It was a political creature, designed to solve a political problem: the arrival of low-income housing in an upscale neighborhood, viewed with suspicion by the long-term residents and indifference by the newer ones.

When a new mayor was elected, the agency became unimportant politically but was still mandated to bridge the many social and economic gaps, in part by having a board composed of representatives from both sides.

The board was made up of 35 people, many inexperienced or indifferent; they seldom came to board meetings. Board recruitment was impacted by the agency's association with low-income housing. "There was very little money on the board," the executive director said, "and yet the community has pockets of wealth."

"I started making demands of the board," he said, "and the workers rose to the top." Half of his board members had no money to contribute but they did volunteer to run programs. A few provided pro bono professional services, such as legal or accounting help.

Building from the ground up
Several tactics were used to invigorate the board. In the early stages, board members were trained on the job and those exhibiting strength and interest were put on the newly formed committees: executive, finance, mission, program.

"It took a long time to get to adolescence," the executive director recalled.

A second technique was networking. In every possible venue, from business associations to tenant associations, the executive director and board members searched for potential board members who would be active and effective.

"We were building the board from the ground up," the executive director said.

Expanding programs expanded visibility and smudged the line between old and new residents.

The finishing touches
Finally, a consultant was hired to help with a strategic plan. Among the decisions made in the planning process was a decision to change the board meetings from monthly to quarterly, with committees meeting more regularly. The committees were smaller and more focused than the board itself.

Time and money commitments for board members were also implemented. "Those requirements caused a natural attrition and those who stayed understood their commitment," the executive director said. "It really called out the strength of the [community] residents."
As a result, some of those who, as children, participated in the agency's programs are now on the board, providing not only historical perspective but a real understanding of the agency's purpose in the community.

That continuity, a board reflective of the total borough, and the emergence of a board interested in and capable of fund-raising impressed at least one funder that had previously taken a pass on supporting the agency. The funder recently gave a grant to the agency.

Questions funders might ask

• How are board members recruited?

• Is there a formal process for orienting and training new board members?

• Is there ongoing training for all board members?

• Do board members bring a variety of skills and experience to the organization?

• Do board members rotate through committees in order to gain more experience and overall understanding of the organization?

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