By Maureen Procopio

External Advisory Boards (EABs) are an important part of the academic and advancement convention. They are put into place for various reasons. Left unchecked or without guidance, much is overlooked: influence, wisdom, guidance, philanthropy, and vision.

After talking to a handful of counterparts doing excellent work in this space, I plucked out three themes encompassing advisory board expectations and three steps to successful board outcomes. Basically:

• What are advisory boards expected to do? and
• How can we help them be successful?

3 Expectations of EABs

What are advisory boards expected to do?

Determine why the board is in place and make it clear to the volunteers. The external advisory board is expected to do important activities:

1. To serve as an advisory role to the academic leader(s) or directors of the campus, institute, or center, helping to create and provide strategic vision and direction.
2. To serve as external advocates and ambassadors for their organizations, both internally and externally.
3. To support the mission through philanthropy, hosting events, and connecting the institutes with new friends and donors.

Depending on the organization, leadership committees are comprised of external industry experts, donors and alumni, and faculty members. Think of the impact on the mission and vision, and how these individuals can collectively impact and influence the outcomes of the above activities: advising, advocating, and philanthropy.

Sometimes, EABs are put into place as a stewardship vehicle due to the result of a large philanthropic gift. In these cases, embrace this opportunity to its fullest power and influence. The organization must recognize that it can and must continue to align with the three outcomes above: advising, advocating, and philanthropy.

3 Steps to EAB effectiveness

How can we help advisory boards be successful?

EABs need to know how to effectively plug into doing this work to carry out the above expectations. Three ways the organization can set up the EAB for success are by:

1. Creating explicit and functional role descriptions;
2. Weaving a culture of philanthropy into role descriptions; and
3. Creating action-oriented meeting agendas that cultivate discussions about philanthropy and making connections.

Review role descriptions to ensure expectations are explicit and clear. Identify opportunities to create action-focused sub-committees. These should target volunteer talents and passions, to fast-track output for the EAB to impact the institute, campus, or center. This allows for contributions between the regularly scheduled meetings.

Establishing a culture of philanthropy looks different from organization to organization.

• This starts from the leadership and influencers on the councils and boards and is underscored by explicit statements of giving expectations in role descriptions.
• The giving statement can vary from a stated dollar threshold to a philosophical statement of making change at the institute, campus, or center.
• The goal is to inspire the volunteers and underscore their responsibility of giving at a transforming level.
• Use influential leaders, alumni, and donors to advance the philanthropic agenda.

When it comes time for EAB meetings, development should play a prominent role in the organization and facilitation. Incorporate expectations of performance and outcomes through meeting attendance and clarity of role assignments. When the EAB is functionally aligned with advancement/development, it makes it clear that philanthropy and board giving are expected as an outcome.

Create actionable agendas with space and an expectation of participation. Invite faculty and students, which is engaging for volunteers. This gives an insight into the research and discoveries happening at the institute, campus, or center. The goal should be to give volunteers something special and access they can’t get elsewhere.

EAB transitions take time and considerations

Time and patience were emphasized as critical elements in all of the transitions to effectiveness. Efforts involved changing philanthropy expectations, changing the makeup of the members, and implementing role expectations. Highlighted outcomes included:

• Increased meeting attendance and satisfaction associated with attending meetings;
• Increased engagement and participation at (and between) meetings;
• Identification of a new network of potential members;
• Increased philanthropy by board members as well as their involvement with fundraising; and
• Creating agendas that link advancement, academic, and institutional topics and expected outcomes.

Some immediate considerations for positive EAB impact include:

• Identify the key influencers for your institute, campus, or center.
• Review the volunteer role descriptions across all boards. Aim for a cohesive approach in advancement.
• Build relationships in combination with faculty and academic leadership who are keys to success with the EAB.
• Consider sub-committees, but don’t create a second board for giving.

By Maureen Procopio
Senior Director, Campaign Strategy and Institutional Benchmarking
University of Oregon Advancement
541-346-2061