1. Effective Board Recruitment #naeycINST

2. Steps for Effective Board Recruitment Assessment of strategic needs –What does current board bring; what is needed? Outreach and identification of potential candidates Selection of potential candidates Built on a foundation of a commitment to being a high-performing inclusive organization…

3. NAEYC’s Commitment: We seek to be a high–performing, inclusive organization that is enriched by and continually grows from our commitment to diversity, as embodied by our core beliefs. From NAEYC’s Strategic Direction

4. NAEYC’s Core Beliefs Excellence and Innovation—We are imaginative risk takers willing to challenge assumptions while being accountable to our mission and fiscally responsible. Transparency—We act with openness and clarity. Reflection—We consider multiple sources of evidence and diverse perspectives to review past performance, note progress and successes, and engage in continuous quality improvement. Equity and Opportunity—We advocate for policies, practices, and systems that promote full and inclusive participation. We confront biases that create barriers and limit the potential of children, families, and early childhood professionals. Collaborative Relationships—We share leadership and responsibility in our work with others. We commit time and effort to ensure diverse participation and more effective outcomes. We act with integrity, respect, and trust.

5. Statement of Commitment to HPIO NAEYC’s continuing commitment to being an ever more high ‐ performing inclusive organization is guided by the understanding that this requires: Recognizing the uniqueness of individuals, groups, and organizations and that becoming more high ‐ performing and inclusive depends upon the simultaneous growth and development of individuals, groups and the organization. Defining and understanding diversity as broad, multidimensional, and inclusive of diverse viewpoints and perspectives, consistent with the overarching mission and vision of the organization. Understanding the relationship of being inclusive to being high performing, and the importance of being high performing to the organization’s ability to achieve its mission and vision. The commitment to including a diversity of experiences and backgrounds requires special attention to achieving open and constructive debate prior to making decisions. Understanding and acknowledging the role of individual, organizational and societal contexts to growth and development. Personal life experiences influence the uniqueness of individuals; organizational cultures reflect leaders’ and members’ understanding of pluralism and inclusion; and society reflects the power and systems that confer privilege or deny access and opportunity to individuals and groups. Seeing value in being visionary, developmental and intentional in addressing change— particularly concerning social policy, demographic, and global changes impacting the organization’s capacity to achieve its mission. Seeking to leverage the inherent tensions between historical context, the power of the present, and intentional and inevitable change to remain dynamic, viable institutions. This requires intentional strategies for managing change and identifying and supporting desired results of organizational transformation. Making a long ‐ term commitment to plan, build understanding, develop policy, and take action to sustain organizational transformation.

6. Desired Qualifications Board members are selected based on their demonstrated ability to: Bring broad-based knowledge of issues affecting high-quality early learning and the early childhood profession; Carefully prepare for meetings by reviewing and synthesizing the provided background materials; Fully participate in group discussions by respectfully offering and listening to diverse points of view; and Make thoughtful decisions that are in the best interests of the entire Association.

7. Desired Qualifications Individually and collectively, Board members are selected to reflect: High ‐ quality leadership with the commitment and ability to make meaningful contributions that will help the Association further its mission and vision; Understanding and commitment to NAEYC’s vision, mission, core values and beliefs, strategic priorities, and NAEYC Board Code of Ethical Conduct; Broad knowledge and awareness of issues facing the early childhood field and ability to conceptualize the appropriate role for the Association as guided by its vision, mission, core values and beliefs, strategic direction, and policies; Demonstrated commitment to the Association’s desire to be a high–performing, inclusive organization that is enriched by and continually grows from its commitment to diversity, as embodied by its core beliefs; Strong interpersonal skills with ability to objectively consider diverse perspectives to guide major policy decisions of the Association; Expertise in special areas needed by the Association, including knowledge of NAEYC’s component structure, and/or knowledge and experience in nonprofit governance and organizational development; Commitment of time and other resources to provide vision and leadership as an effectively contributing Governing Board member; Ability to be an ambassador and public spokesperson on behalf of the Association and its principles; and Demonstrated knowledge, skills, and experience, including fiduciary and fiscal responsibility, necessary to fulfill the specific responsibilities of their potential Board role..

8. Steps for Effective Board Recruitment Assessment of strategic needs –What does current board bring; what is needed? Outreach and identification of potential candidates Selection of potential candidates

9. STRATEGIC ASSESSMENT Current Assets and Future Needs

10. Matrix of Strengths Areas of expertise/leadership qualities Resources Community connections Personal style –Consensus builder, Strategist, Team member, Good communicator, Visionary Demographics –Professional role, age, gender, geographic area, race/ethnicity Source: BoardSource

11. NAEYC Desired Knowledge and Skills Deep understanding, access to, oversight of state QRIS systems. Deep understanding, access to, oversight of K-3 systems (principals, administrators, etc.) Knowledge of economics; public financing Psychometrics (assessment related to DAP and Dual Language Learners) Marketing/branding/communications Knowledge and experience in a field’s transformation of its professional definitions, certifications, licensure, etc. Higher education administration/leadership Systems thinkers in general! Adult learning, online learning development International business development Access to, influence with, understanding of young early childhood professionals Excellence in nonprofit management (i.e., affiliate T/A) Fundraising Technology Fiscal management Leadership development Legal Catalyst, consensus builder, content developer (ECE) related to development of position statements Influence and respect among early childhood educators, system leaders (i.e., can build public will in ECE community to support concepts, ideas). Multi-platform publishing; digital content Research/knowledge development ECE Practice Policy/advocacy

12. OUTREACH AND IDENTIFICATION

13. Outreach Strategies Outreach to all members Current leaders reach out Specific invitations Importance of relationships Opportunities for meaningful engagement –Must start before nominations cycle –Broad-based member recruitment strategies should be in place with opportunities for members to demonstrate leadership potential

14. SELECTION OF SLATE

15. Applications Information for Nominating Committee to Review –Basic Personal Information and Demographics –Resume Educational qualifications Professional experiences Nonprofit governance experience Awards, honors and other service –Personal statement What makes this person a good fit at this point in time? (Used as candidate slate statement)

16. Interviews NAEYC Nominating Committee selects potential candidates from applicants –Two people interviewed for each position on the slate –Group interviews simulate board interactions Committee constructs slate as a whole –Individual strengths –Collective strengths and diversity

17. Screening Personal references (part of application) –Trustworthiness and ethical integrity –Knowledge and abilities needed for Board service –Assessment of applicant’s key strengths Background screening (New for NAEYC this year) –Criminal records –Sexual offender registries

18. Board Approval of Slate –Once screening completed –Slate then announced to membership Election by Membership

19. Suggested Resources www.boardsource.org www.bridgespan.org