Advisory Board Strategy & Management

SOCIAL WELFARE ADVISORY BOARD

ADVISORY BOARD STRATEGY & MANAGEMENT

Developed and led a more strategic approach to Advisory Board governance and engagement that clarified purpose, strengthened executive communications, and created meaningful ways for members to contribute their expertise, relationships and influence to School priorities.

EXPANDED

MEMBER ENGAGEMENT & CONTRIBUTION

STRENGTHENED

EXECUTIVE & BOARD ALIGNMENT

CLARIFIED

BOARD PURPOSE & EXPECTATIONS

THE CHALLENGE

Members were committed and accomplished, but there was not a shared understanding of the Board's purpose, how members could contribute, or how Board activities connected to School priorities. Board management also needed greater structure and consistency.

Opportunities for Board Contributions

+0.95 Recruit field agencies

+0.88 Community fundraising

+0.71 Alumni relations

+0.71 New members

THE APPROACH

Rather than assuming what members wanted from their involvement, I gathered feedback to understand how they viewed the Board’s role, what they considered most important, and where they believed they could contribute more.

The findings revealed opportunities to strengthen participation in areas including fundraising, alumni engagement, community advocacy, external partnerships, and Board development. Those insights helped inform a more focused approach to Board management and engagement.

ASSESS

Gather member feedback and identify engagement gaps.

ALIGN

Connect the Board’s purpose with School priorities and leadership expectations.

ENGAGE

Create meaningful opportunities for members to contribute their expertise and relationships.

MOBILIZE

Develop members into ambassadors, advocates, connectors, and philanthropic partners.

WHAT
I DID

Managed Board Governance & Operations

Created greater structure and consistency across meetings, membership, communications, documentation, and follow-through.

Strengthened Executive Communications

Equipped leadership with strategic messaging, presentations, talking points, and materials to support meaningful Board engagement.

Created a More Purposeful Member Experience

Clarified expectations and connected Board participation more intentionally to School priorities.

Expanded Opportunities for Engagement

Connected members’ expertise, relationships, and interests with opportunities to advance organizational priorities.

Developed an Ambassador Network

Equipped members with the context, messaging, and opportunities needed to advocate for the School externally.

Strengthened Philanthropic Leadership

Established stronger expectations around participation, advocacy, and philanthropic leadership.

ENGAGEMENT IN ACTION

Board members moved beyond traditional meeting participation to actively support donor cultivation, fundraising, alumni engagement and community connection.

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Results

A more strategic approach to Advisory Board management created greater clarity around the Board’s purpose while strengthening its relationship with School leadership. Members became more actively involved in advancing priorities, building relationships, supporting philanthropy, and representing the School within the community.

Increased

Board engagement and participation