Sometimes when we locate a new board member, we just can’t wait to get them to the next meeting.  We might be anxious due to low attendance, not having a quorum or desperate because one of our burnt –out members is pleading with us to let him/her go.  But we should never be in such a hurry that we skip, forget or skimp on the orientation.  There is no one right way but most procedures we have seen seem to be insufficient to set up realistic expectations.  Perhaps it is establishing those expectations that are the true value and necessary minimum outcome of an orientation procedure.

Let’s use the standard reporting questions as a basis for thinking through possible orientation procedures.   Who should do it?  A fellow board member of some sort would be optimal, whether it is the chair, governance/membership committee chair, an old hand or even a member just completing their rookie year.  There are reasonable justifications for all of these choices.  A staff member could do all or part of this but that person could never provide a satisfactory substitute for a peer perspective.   What should be covered?  Hopefully, the prospective candidate was already exposed to the mission, direction, accomplishments, activities and demographics of the organization.  If not, that information needs to be presented.  Many times, a tour of service and office facilities makes sense.  Certainly covering the job description and anticipated activity pattern for a new trustee should be covered.  Where and how should it happen?   This may depend on circumstances.  If there is an incoming cohort, there could be a formal training in an appropriately conducive environment.  If there is only one approved candidate starting out, many informal settings would work. 

When should this happen?  Maybe before the first bull board or committee meeting is best but that may not always be practical.  Maybe the orientation can occur over time, some before meeting the group and some after.  If board members as a whole receive ongoing training, then the new member can benefit alongside the veterans.  Maybe mentoring by an assigned buddy can continue throughout the first year of service.  Why do an orientation?  Enabling board members to embrace shared expectations from the beginning that are consistent with the expectations of other existing members and that are reinforced throughout the service life of a board member is perhaps the minimum foundation to put in place to create an effective board. 

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