PREPARING ORGANIZATIONS TO ENGAGE IN EQUITY |
DEVELOPING A BOARD PREPARED TO WORK ON ISSUES OF EQUITY

During transformation, it is important to create opportunities for an organization's leadership to take a step back, reflect on its history and accomplishments, and listen to and learn from others close to the organization. In some cases, it might be beneficial to transcend traditional pattern of communication between board and staff and share personal stories of experiences with race and racism. Board meetings could become places of shared learning, inquiry, exploration, and strategic thinking.

If an organization is sincere about a commitment to equity and integrating it into its institutional culture, the governance of the organization must reflect the community or the areas it serves in order to provide space at the board table for diverse perspectives, skills, and backgrounds.

The following are some suggestions that boards or board development committees could consider when searching for new directors or preparing a governing board to lead an organization to work more deliberately on issues of equity.

1. The board—not the staff—needs to "own" the process of identifying new members. It is also important to inventory the existing perspectives, skills, and experiences of those who presently serve as directors and to seek those who would compliment or fill any vacancies or gaps. In the Mid South, for example, if a foundation is committed to promote equity, its efforts would be significantly enhanced by new directors that include: African Americans of wealth; younger and emerging leaders, and people who possess a deep understanding of public policy issues and how change happens.
   
   
2. It is critical to draw on the wisdom and experiences of those outside of the organization who share a similar commitment to promoting equity. By including those who already understand equity, they can open up new networks of potential partners and directors, as well as challenge the organization to make necessary, difficult changes to live up to its commitment.
   
   
3. It is important to "get your house in order" before bringing new members to the board table. Before identifying new members to serve on the board, the organizations needs to take action to ensure that it is current on its governance policies and practices. This could include modifying the organization's bylaws (e.g. setting term limits, maximum board size, compensation and self-dealing restrictions, etc.), drafting a Board of Directors Code of Ethics, drafting a Policy on Conflicts of Interest,and preparing a list of Performance Expectations for board members, among others.
   
   
4. Search processes have to be completely open and transparent. This can include establishing processes that ensure a "wide-cast" in a search for diverse leaders and openly disclosed nomination and selection criteria and announcements.

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Details and further insight into the description of the process that the FMS board followed in its efforts to develop a governing board to lead the foundation on issues of equity are available in More Than Words: Part 3 / "Taking Governance Seriously" by Mark Constantine.