Board Orientation Guide Outline
Comprehensive onboarding for new board members
The Prompt
The Prompt
Create a Board Orientation Guide Outline tailored to [ORGANIZATION NAME] that activates new directors within their first 30 days while respecting small-team capacity.
The Board Orientation Guide Outline should:
- Begin with a 2–3 sentence Welcome/Purpose and specify [TONE: FORMAL (compliance-forward), WARM (mission-forward, welcoming), or CASUAL (peer-to-peer, approachable)].
- Use this order and headings with brief content notes: 1) Mission & History; 2) Who We Serve & Programs; 3) Current Strategic Priorities; 4) Governance Basics & Fiduciary Duties (care, loyalty, obedience); 5) Board Structure & Roles; 6) Expectations & Agreements; 7) Financial Snapshot; 8) Key Policies; 9) Orientation Logistics; 10) First 90-Day Checklist; 11) Materials & Links; 12) Contacts & Support; 13) Sign-off.
- Include concrete specifics using these inputs: [MISSION SUMMARY (50 words)], [FOUNDING YEAR], [SERVICE AREA], [ANNUAL BUDGET], [FUNDING MIX %], [BOARD SIZE], [MEETING CADENCE], [GIVE/GET OR FUNDRAISING EXPECTATION], [COMMITTEES], [CURRENT STRATEGIC PRIORITIES], [KEY POLICIES], [STATE], [LEGAL STATUS e.g., 501(c)(3)].
- Provide a 2-hour and 4-hour sample orientation agenda with timed segments, including a site visit/virtual tour and a board mentor pairing.
- Add time estimates per section and note which staff/board lead each segment.
- Translate fiduciary duty into plain actions (e.g., “Review Form 990 annually,” “Disclose conflicts before votes,” “Read financials before meetings”).
- Include a one-page Day 1 Quickstart and a 90-day action checklist (e.g., meet ED/Chair, join a committee, make first gift, attend one program).
- Offer a simple board handbook contents list and a shared-folder structure (Bylaws, Strategic Plan, Budget, Calendar, Policies, Roster).
- Note update cadence and owner: [UPDATE CADENCE] owned by [POINT OF CONTACT].
- Specify authors/signers: message jointly from [BOARD CHAIR NAME] and [ED NAME].
- Length: 900–1,200 words; write for busy readers (scannable bullets, short paragraphs).
Quality matters: be specific, nonprofit-grounded, and actionable. Avoid jargon, clichés, and corporate metaphors. Include realistic examples (small budget, mixed funding). Emphasize equity, confidentiality, and legal compliance (COI, whistleblower, document retention, D&O insurance, state filings). Keep expectations clear and measurable; don’t blur staff vs. board roles.How to Customize
- Replace all [BRACKETED] fields with your specific information
- Adjust tone and length as needed for your audience
- Review and personalize before using
Pro Tips
- Test this prompt with your preferred AI tool before using in production
- Always review AI output for accuracy and appropriateness
- Customize outputs to match your organization’s voice and brand
Related Prompts
(See other prompts in the board category)
Example Outputs
Compare scenarios: We tested this prompt with 3 different nonprofit contexts. Each scenario shows outputs from GPT-5, Claude, and Gemini. Select a model above each scenario to compare.
Small Community Org
Rural food access nonprofit with a small staff, volunteer-heavy operations, and mixed funding in Eastern Oregon.
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Welcome/Purpose (WARM) Welcome to the Riverbend Food Justice Collaborative board. Over your first month, this guide will help you plug in quickly while respecting our small-team capacity. Our approach is WARM: Welcoming, Actionable, Right-sized, and Mission-grounded. (Est. 5 minutes in orientation; Lead: Board Chair)
1) Mission & History - Mission: We partner with residents in rural Pine County to increase access to healthy, culturally familiar foods. We coordinate mobile pantries, support local growers, and advocate for fair food policy. Our work centers dignity, neighbors helping neighbors, and practical solutions shaped by community leadership across towns and reservations along the Riverbend corridor in Eastern Oregon. - Founded: 2016; Oregon 501(c)(3). (Est. 8 minutes; Lead: Executive Director)
2) Who We Serve & Programs - Service area: Pine County, with mobile routes serving towns along the Riverbend corridor and nearby reservations. - Primary programs: - Mobile Pantries: Regular routes bringing fresh and shelf-stable foods where people live. - Farm-to-Pantry: Purchases from local growers; CSA-style shares and seasonal produce. - Workshops/Earned Income: Food preservation, culturally rooted cooking, and CSA subscriptions. - Policy & Advocacy: Fair food access, benefits navigation, and rural equity. - Access commitments: dignity-first practices, interpretation as needed, community leadership shaping program design. (Est. 10 minutes; Lead: Programs Manager)
3) Current Strategic Priorities - Expand mobile pantry routes (optimize stops, add evening hours). - Double farm-to-pantry purchases (support more Pine County growers). - Formalize a community advisory council (towns and reservations represented). - Strengthen volunteer management and data systems (simple sign-ups, privacy, consistent reports). (Est. 8 minutes; Lead: Executive Director with Programs Manager)
4) Governance Basics & Fiduciary Duties (care, loyalty, obedience) - Duty of Care: Prepare and participate; ask questions; use reasonable judgment. - Duty of Loyalty: Put RFJC first; disclose conflicts; avoid self-dealing. - Duty of Obedience: Follow laws, bylaws, mission, and funder restrictions. - Plain actions: - Read financials and ED report before each meeting. - Review and approve the annual budget; monitor variances quarterly. - Review Form 990 annually; ensure timely Oregon state filings. - Disclose conflicts in writing each year and before votes; recuse when needed. - Follow Document Retention & Destruction policy; use secure channels for board materials. - Uphold Non-Discrimination & Equity and Confidentiality policies in all interactions. - Report concerns per Whistleblower policy; ensure D&O insurance is maintained. (Est. 15 minutes; Lead: Governance & Nominations Chair with Treasurer)
5) Board Structure & Roles - Size: 9 directors. - Meetings: Bimonthly (odd months), third Wednesday, 6–7:30 pm via Zoom; two in-person meetings and one half-day retreat annually. - Committees: Finance & Audit; Governance & Nominations; Fundraising/Development; Programs & Equity Advisory. - Roles: - Board: Strategy, policy, hiring/supervising ED, financial oversight, resource development, ambassador. - Staff: Program delivery, operations, financial management, development execution. - Officers: Chair (lead board/ED partnership), Vice Chair (succession/support), Treasurer (finance oversight), Secretary (records). (Est. 10 minutes; Lead: Board Chair)
6) Expectations & Agreements - Attendance: Aim for 100% of board meetings; minimum 75%; notify in advance if absent. - Preparation: Read packets 3–5 days prior; use consent agenda effectively. - Confidentiality: Respect client, donor, and personnel privacy. - Equity: Use inclusive, community-first practices; lift resident leadership. - Giving/Fundraising: Give or get $1,000 annually; complete two fundraising actions per quarter (e.g., 5 thank-you calls, one warm introduction, or event co-host). - Service: Join one standing committee within 30 days; participate in one site visit annually. - Conduct: Follow Volunteer Code of Conduct; adhere to COI and Gift Acceptance policies. (Est. 10 minutes; Lead: Governance & Nominations Chair)
7) Financial Snapshot - FY budget: $450,000. - Revenue mix: Foundations 42%; Individual Donors 28%; Government Contracts 20%; Corporate Gifts 5%; Earned Income (workshops/CSA) 5%. - Oversight rhythm: Monthly internal financials; bimonthly board review; annual independent financial review or audit as required. - Board approvals: Annual budget, banking/financial controls, D&O insurance, major contracts per policy thresholds. (Est. 10 minutes; Lead: Treasurer with Operations Manager)
8) Key Policies - Conflict of Interest (annual disclosure; recusal process). - Whistleblower (confidential reporting; non-retaliation). - Document Retention & Destruction (what to keep, how long, secure disposal). - Gift Acceptance (what we accept; restrictions; non-cash gifts). - Non-Discrimination & Equity (inclusive, culturally rooted practice). - Confidentiality (client/donor data; board deliberations). - Financial Controls (dual signatures, expense limits, segregation of duties). - D&O Insurance (coverage overview; renewal cycle). (Est. 8 minutes; Lead: Operations Manager)
9) Orientation Logistics - Scheduling: Choose 2-hour or 4-hour format within first 30 days. - Access: Zoom link provided; shared folder access set by Operations Manager. - Mentor: Board mentor pairing confirmed at orientation; monthly check-ins. - Site visit: In-person pantry route or virtual tour included. (Est. 5 minutes; Lead: Operations Manager)
Sample Orientation Agendas - 2-hour virtual (120 minutes) - Welcome & WARM overview (10) – Board Chair - Mission & History (10) – ED - Programs + virtual tour (20) – Programs Manager - Strategic Priorities (10) – ED - Governance & Fiduciary Duties (20) – Gov/Noms Chair + Treasurer - Board Structure, Meetings, Committees (10) – Board Chair - Financial Snapshot (15) – Treasurer - Policies & Compliance highlights (10) – Operations Manager - Expectations & Agreements; sign COI/confidentiality (10) – Gov/Noms Chair - Mentor pairing + Next steps (5) – Board Chair - 4-hour hybrid (240 minutes) - Welcome & introductions (15) – Board Chair - Mission & History (15) – ED - Site visit: Mobile pantry stop (60) – Programs Manager - Strategic Priorities deep dive (20) – ED - Break (10) - Governance & Fiduciary Duties workshop (30) – Gov/Noms Chair + Treasurer - Financials lab: read a statement packet (25) – Treasurer - Policies & Risk overview (20) – Operations Manager - Expectations; fundraising practice (role-play thank-you calls) (25) – Development Chair - Mentor pairing; calendar look-ahead; Q&A (20) – Board Chair
10) First 90-Day Checklist - Meet 1:1 with ED and Board Chair. - Join a committee and attend first meeting. - Make your annual give-or-get plan; make first gift. - Complete COI, Confidentiality, and Whistleblower acknowledgments. - Attend one program (mobile pantry or farm partner visit). - Complete basic finance/orientation mini-trainings (20–30 minutes each). - Do two fundraising actions (thank-you calls; introduce one prospect). - Read bylaws, current Strategic Plan, and last two board packets. - Set up access: email, Zoom, shared folder, and donor CRM view-only (if applicable). (Est. 8 minutes; Lead: Governance & Nominations Chair)
Day 1 Quickstart (one page) - Access: Check your email for shared folder invite; test Zoom. - Read: This outline plus the 2-page Mission & Programs brief. - Calendar: Add bimonthly board meetings (odd months, third Wednesday, 6–7:30 pm) and retreat date. - Forms: Sign COI and Confidentiality forms today. - Connect: Meet your board mentor (text/phone intro). - Gift: Make or pledge your first board gift (amount of your choice toward $1,000 give/get). - Tour: Pick a site visit date or schedule the virtual tour. (Est. 5 minutes; Lead: Operations Manager)
11) Materials & Links - Board handbook contents: - Welcome letter; Board roster; Bylaws; Articles of Incorporation - Strategic Plan; Annual Budget; Latest financials; Form 990 (most recent) - Board calendar; Committee charters; Meeting templates - Policies listed above; D&O certificate - Shared-folder structure: - 01 Bylaws & Articles - 02 Strategic Plan & Dashboards - 03 Budget & Financials - 04 Board Calendar & Agendas - 05 Policies - 06 Board Roster & Contacts - 07 Orientation Materials (Est. 5 minutes; Lead: Operations Manager)
12) Contacts & Support - Executive Director: Marcos Alvarez, marcos@riverbendfjc.org - Board Chair: Jasmine Ortega, jasmine@riverbendfjc.org - Operations Manager (owner of this guide): Lila Nguyen, lila@riverbendfjc.org - Treasurer/Finance & Audit Chair: financechair@riverbendfjc.org - Governance & Nominations Chair: governance@riverbendfjc.org - General: info@riverbendfjc.org - Your Board Mentor: assigned at orientation; monthly 20-minute check-ins. (Est. 3 minutes; Lead: Operations Manager)
13) Sign-off We’re grateful you’ve chosen to serve Pine County with us. Thank you for bringing your time, talent, and voice to neighbors helping neighbors. Signed, Marcos Alvarez, Executive Director Jasmine Ortega, Board Chair
Update cadence and owner - This guide is updated every 6 months and after any policy change. - Owner: Operations Manager, Lila Nguyen (lila@riverbendfjc.org).
AI Evaluation Details (Score: 7.4/10)
The output is well-structured, mission-grounded, and highly usable, with excellent tone and practical details. However, it contains a critical error: the Board Chair and ED names are swapped throughout (Marcos is ED, Jasmine is Chair per scenario, but reversed in contacts and sign-off). This undermines accuracy significantly. The content is otherwise strong but occasionally feels template-like in the policy sections.
- • Excellent warm, welcoming tone that avoids jargon while remaining professional and mission-focused
- • Highly actionable plain-language translations of fiduciary duties (e.g., 'Read financials before meetings,' 'Disclose conflicts in writing')
- • Both orientation agendas are realistic, well-timed, and include appropriate staff/board leads for each segment
- • Day 1 Quickstart is genuinely useful and scannable—perfect for busy new board members
- • Strong equity integration throughout (dignity-first practices, culturally rooted programs, community leadership)
- • Realistic small-org details: $450k budget, mixed funding, volunteer-heavy operations, Zoom meetings with limited in-person gatherings
- • Clear role boundaries between board and staff responsibilities
- • Comprehensive policy coverage appropriate to size and risk profile
- • Critical accuracy error: Board Chair and ED names are reversed in Section 12 (Contacts) and Section 13 (Sign-off)—Marcos Alvarez is the Board Chair and Jasmine Ortega is the ED per the scenario, but the output lists Marcos as ED and Jasmine as Chair
- • The 'WARM' acronym in the welcome (Welcoming, Actionable, Right-sized, Mission-grounded) feels forced and wasn't requested—adds unnecessary cleverness
- • Section 8 (Key Policies) reads as a bulleted list without the depth or plain-language translation applied elsewhere; could benefit from 1-2 sentence explanations per policy
- • Minor: The 4-hour agenda includes a 'fundraising practice role-play' that may feel awkward in an orientation setting for a small rural board
- • Word count appears slightly under the 900-1,200 target (estimated ~850 words), though structure compensates
Mid-Size Professional Org
Tri-state STEM education membership association with conference revenue, dues, and sponsorships; policy and professional development focus.
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Board Orientation Guide Outline — Midwest STEM Educators Alliance (FORMAL)
Welcome/Purpose (FORMAL) - Welcome to the Board of the Midwest STEM Educators Alliance (MSEA). This Orientation Guide equips you to contribute within your first 30 days while respecting our small-team capacity. - Please read and retain this guide. It sets expectations, legal duties, and immediate actions. - Authors: Dr. Elena Kovacs and Michael Tran.
1) Mission & History - Mission: Advance high-quality science, technology, engineering, and math teaching across Illinois, Indiana, and Wisconsin. - Founded: 2009; incorporated in Illinois as a 501(c)(6) membership association. - Membership: K–12 educators, districts, universities, and partners across the Great Lakes. - Orientation time: 8 minutes. Lead: Board Chair; Staff: Executive Director.
2) Who We Serve & Programs - Who we serve: Classroom teachers, instructional leaders, district teams, teacher-prep programs, and STEM partners, with focus on equity and rural access. - Programs: - Professional development and standards-aligned resources. - Communities of practice for teachers and district leads. - Annual conferences convening Great Lakes STEM educators. - Advocacy for equitable funding and teacher pipelines. - Orientation time: 12 minutes. Lead: Executive Director; Staff: Programs Lead.
3) Current Strategic Priorities - Grow teacher micro-credentialing (aligned to state licensure). - Expand rural digital lab network (Illinois, Indiana, Wisconsin). - Diversify revenue (balance dues, grants, sponsorships, fees). - Strengthen policy voice on licensure and standards. - Orientation time: 10 minutes. Lead: Executive Director; Board: Programs Committee Chair.
4) Governance Basics & Fiduciary Duties (care, loyalty, obedience) - Structure: Illinois 501(c)(6); 17 directors; quarterly board meetings (Mar/Jun/Sep/Dec) via Zoom; one in-person annual retreat; Executive Committee meets monthly. - Duties translated into actions: - Duty of Care: Read financials/packets before meetings; attend quarterly meetings; ask clarifying questions; monitor risk (e.g., cash flow, cyber, D&O). - Duty of Loyalty: Disclose conflicts before discussion/votes; recuse when appropriate; avoid using confidential information for personal gain. - Duty of Obedience: Ensure activities align with mission and law; approve and annually review budget and key policies; review Form 990 annually; comply with antitrust rules (no price/market allocation discussions). - Orientation time: 12 minutes. Lead: Governance Committee Chair; Staff: Chief of Staff.
5) Board Structure & Roles - Officers: Chair, Vice Chair, Secretary, Treasurer (defined in bylaws). - Standing committees: Executive; Finance & Audit; Governance; Programs; Membership; DEI Advisory; Conference Planning; Advocacy/Public Policy. - Role clarity: Board sets strategy, policy, and oversight; staff executes programs/operations. - Orientation time: 10 minutes. Lead: Board Chair; Board: Governance Chair.
6) Expectations & Agreements - Attendance: Participate in quarterly meetings and annual retreat. - Giving/Getting: Personal annual contribution of $1,500 or equivalent sponsor/partner outreach. - Engagement: Secure two sponsor introductions and serve as one conference session moderator annually. - Preparation: Review packets 7 days in advance; submit questions to staff 48 hours prior. - Conduct: Uphold confidentiality, DEI values, and antitrust/meeting conduct policy. - Orientation time: 8 minutes. Lead: Board Chair; Staff: Chief of Staff.
7) Financial Snapshot - FY Operating Budget: $3,200,000. - Revenue mix: Membership Dues 35%; Foundation Grants 25%; Corporate Sponsorships 15%; Program Fees 15%; Government Contracts 5%; Events 5%. - Oversight rhythm: Finance & Audit Committee reviews monthly statements; Board reviews quarterly dashboard; annual budget approval; audit/financial review as applicable. - Practical actions: Read dashboard; track variances; confirm restricted vs. unrestricted gifts; monitor liquidity. - Orientation time: 12 minutes. Lead: Finance & Audit Chair; Staff: Finance Manager.
8) Key Policies - Conflict of Interest; Whistleblower; Document Retention; Antitrust & Meeting Conduct; DEI Statement; Privacy Policy; Sponsorship & Exhibitor Guidelines; Financial Controls; D&O Insurance. - Compliance reminders: File COI disclosure annually; sign meeting conduct acknowledgment; retain board records per schedule; report concerns through whistleblower channels. - Orientation time: 8 minutes. Lead: Chief of Staff; Board: Governance Chair.
9) Orientation Logistics - Format: 2-hour Zoom or 4-hour hybrid with site visit/virtual tour (recorded). - Board mentor pairing: Assigned within 7 days; one 30-minute check-in in first month. - Day 1 Quickstart (one page): - Access shared folder and calendar invites. - Complete COI disclosure and policy acknowledgments. - Add mentor session to calendar. - Share your short bio/headshot for roster. - Make or pledge initial personal contribution. - Orientation time: 5 minutes. Lead: Chief of Staff; Board: Governance Committee.
10) First 90-Day Checklist - Meet 1:1 with Executive Director and Board Chair (30 minutes each). - Join one committee; attend at least one committee meeting. - Review bylaws, strategic plan, latest budget/financial dashboard, and Form 990. - Attend one program session (PD webinar or community of practice). - Provide two sponsor introductions and confirm moderator slot. - Submit COI form; complete antitrust and DEI acknowledgments. - Set personal board goals for the year (three bullets) and share with Chair. - Orientation time: 10 minutes. Lead: Board Chair; Staff: Chief of Staff.
11) Materials & Links - Board Handbook (contents): - Welcome letter; Board roster; Bylaws; Strategic plan; Annual budget; Meeting calendar; Committee charters; Key policies; Financial dashboard glossary; Form 990; Antitrust one-pager; COI form; DEI Statement; Conference overview; Advocacy platform. - Shared-folder structure (read-only for most; edit by staff): - 01 Bylaws - 02 Strategic Plan - 03 Budget & Financials (dashboards, audits, 990) - 04 Calendar & Agendas - 05 Policies - 06 Board & Committee Rosters - 07 Meeting Minutes - 08 Program Overviews & Metrics - 09 Advocacy & Public Statements - 10 Conference & Sponsorship Materials - Orientation time: 5 minutes. Lead: Chief of Staff.
12) Contacts & Support - Executive Director: Dr. Elena Kovacs — overall strategy, programs, partnerships. - Board Chair: Michael Tran — governance, board performance, director support. - Chief of Staff: Priya Raman (praman@msealliance.org) — onboarding, policies, agendas, records; owns this guide. - Finance inquiries: Finance Manager (via finance@msealliance.org). - General: info@msealliance.org - Orientation time: 4 minutes. Lead: Chief of Staff.
13) Sign-off - We appreciate your commitment to equitable STEM education in the Great Lakes region. Your diligence, discretion, and advocacy will strengthen teachers, students, and communities. - Signed, jointly: Dr. Elena Kovacs and Michael Tran.
Sample Orientation Agendas
2-Hour Orientation (Zoom) - Welcome and Purpose — 5 min (Chair + ED) - Mission & History — 8 min (Chair) - Who We Serve & Programs — 12 min (ED) - Strategic Priorities — 10 min (ED) - Governance & Fiduciary Duties — 12 min (Governance Chair) - Board Structure & Roles — 10 min (Chair) - Expectations & Agreements — 8 min (Chair) - Financial Snapshot — 12 min (Finance & Audit Chair) - Key Policies — 8 min (Chief of Staff) - Virtual Tour of Rural Digital Lab or Program Walkthrough — 10 min (Programs Lead) - Mentor Pairing — 5 min (Governance Chair) - Orientation Logistics & Materials — 5 min (Chief of Staff) - Q&A and Next Steps — 15 min (Chair + ED)
4-Hour Orientation (Hybrid; includes site visit/virtual tour) - Welcome — 10 min (Chair + ED) - Mission & History — 15 min (Chair) - Programs Deep Dive — 20 min (ED) - Strategic Priorities — 20 min (ED) - Governance & Fiduciary Duties (scenarios: COI, antitrust) — 20 min (Governance Chair) - Board Structure & Roles — 15 min (Chair) - Expectations & Agreements — 10 min (Chair) - Financial Snapshot + Form 990 Walkthrough — 25 min (Finance & Audit Chair) - Key Policies (document retention/whistleblower/D&O) — 20 min (Chief of Staff) - Break — 5 min - Site Visit or Extended Virtual Tour — 25 min (Programs Lead) - Committee Roundtables (choose one) — 15 min (Committee Chairs) - Mentor Pairing + 1:1 scheduling — 10 min (Governance Chair) - Orientation Logistics & Materials — 5 min (Chief of Staff) - Plan Your First 90 Days — 10 min (Chair) - Q&A — 10 min (Chair + ED) - Break — 5 min
Compliance and Risk Highlights (quick reference) - Antitrust & Meeting Conduct: Do not discuss prices, fees, market allocation, or boycotts. Use agendas; stop any off-topic anticompetitive discussion. - COI: File disclosure annually; disclose before items arise; recuse if needed. - Whistleblower: Report concerns via designated channel; no retaliation. - Document Retention: Follow schedules; no destruction under investigation. - D&O Insurance: Coverage in place; understand limits and exclusions. - State and Federal: Maintain 501(c)(6) purpose; ensure required state registrations and any lobbying disclosures are current.
Update Cadence - Owner: Chief of Staff, Priya Raman (praman@msealliance.org). - Schedule: Updated annually in Q1; interim updates as bylaws/policies change.
Small-Team Capacity Notes - Use consent agendas for routine items; submit questions 48 hours in advance. - Orientation recordings and shared folders reduce staff time. - Mentor model and committee onboarding distribute support effectively.
AI Evaluation Details (Score: 7.4/10)
The output demonstrates strong structure, appropriate formal tone, and comprehensive coverage of orientation elements. However, it contains a critical error: the Board Chair and Executive Director names are reversed in section 12, undermining accuracy and creating potential confusion. The content is generally useful but occasionally feels template-driven rather than fully customized to the specific organization.
- • Excellent formal tone throughout—professional, compliance-forward, appropriate for a 501(c)(6) membership association
- • Comprehensive coverage of all 13 required sections with clear headings and logical flow
- • Strong translation of fiduciary duties into concrete actions (e.g., 'Read financials/packets before meetings,' 'Disclose conflicts before discussion/votes')
- • Well-designed orientation agendas with realistic time allocations and clear staff/board lead assignments for both 2-hour and 4-hour formats
- • Practical 90-day checklist with measurable, actionable items specific to this organization (sponsor introductions, conference moderator role)
- • Excellent antitrust compliance emphasis appropriate for trade association status (501(c)(6))
- • Clear shared-folder structure with 10 organized categories
- • Scannable format with bullets and short paragraphs suitable for busy board members
- • Specific financial details and funding mix percentages properly integrated
- • Good small-team capacity notes and mentor pairing model
- • CRITICAL ERROR in section 12: Board Chair and Executive Director names are swapped—Dr. Elena Kovacs is listed as ED and Michael Tran as Chair, when the scenario specifies the opposite. This is a significant accuracy failure.
- • Section 1 incorrectly lists 'Staff: Executive Director' when the lead is already Board Chair; the staff lead should be someone else or omitted
- • The 'Authors: Dr. Elena Kovacs and Michael Tran' line in the welcome uses incorrect titles due to the name-swap error
- • Some time estimates feel arbitrary (e.g., 4 minutes for Contacts & Support seems oddly precise)
- • The Compliance and Risk Highlights section, while useful, wasn't explicitly requested and adds length without clear justification
- • Lacks specific examples or scenarios that would make fiduciary duties more concrete for this particular organization (e.g., what a real COI might look like in STEM education sponsorships)
- • The sign-off message is somewhat generic and could be more personalized to the organization's specific mission impact
- • Word count appears to exceed the 900-1,200 range (approximately 1,300+ words)
Large Established Org
Urban affordable housing and services nonprofit operating multiple properties with significant government contracts and major donor base in NYC.
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Board Orientation Guide Outline — Harbor City Housing Partnership (CASUAL)
Welcome/Purpose (CASUAL) - Welcome to Harbor City Housing Partnership (HCHP)! In your first month we’ll give you just what you need to participate confidently—no binders, no jargon, clear next steps. Our goal: get you contributing within 30 days while respecting our small team’s capacity. - Time: 3 minutes. Lead: Board Chair (Rafael Santiago) + Executive Director (Aisha Bennett)
1) Mission & History - What we do: HCHP develops and preserves affordable, sustainable homes and provides on-site services that help New Yorkers thrive. We partner with tenants, community groups, and public agencies to build equitable neighborhoods, prevent homelessness, and improve economic mobility. - Founded: 1993. Scope: New York City—Bronx, Brooklyn, and Manhattan—citywide. - Integrated model: housing development, property management, resident programs. - Time: 6 minutes. Lead: Executive Director
2) Who We Serve & Programs - Residents: Low- to moderate-income New Yorkers (families, seniors, formerly homeless residents, and essential workers), including many households of color who face housing instability. - Core programs: - Real estate development and preservation - Property management and asset stewardship - Resident services (stability, benefits access, youth, health, financial coaching) - Equity lens: Strengthen tenant voice; protect privacy and dignity; design services with tenant input. - Time: 7 minutes. Lead: Programs & Services Director
3) Current Strategic Priorities - Acquire two distressed portfolios to preserve 400 units. - Launch workforce development hub. - Implement enterprise risk management (ERM). - Strengthen tenant leadership council. - Complete climate retrofits portfolio-wide. - Board role: Approve acquisitions, monitor ERM, champion fundraising, and model inclusive governance. - Time: 7 minutes. Lead: Executive + Real Estate & Development Chair
4) Governance Basics & Fiduciary Duties (care, loyalty, obedience) - Duty of care: Prepare and exercise informed judgment. - Actions: Read board materials and financials before meetings; attend and ask questions; track progress on strategic priorities. - Duty of loyalty: Act in HCHP’s best interest. - Actions: Disclose conflicts before discussions/votes; complete annual COI form; avoid using tenant or donor data for personal purposes. - Duty of obedience: Follow mission and law. - Actions: Review and approve Form 990 and audit annually; follow bylaws and policies; ensure compliance with New York and federal filings and government contracts. - Time: 8 minutes. Lead: Governance Committee Chair
5) Board Structure & Roles - Size/meetings: Board meets every other month for 2 hours in Manhattan; annual two-day strategic retreat. Committees meet monthly. - Committees: Executive; Finance & Audit; Real Estate & Development; Programs & Services; Governance; Risk & Compliance; Fundraising/Major Gifts. - Roles: - Board sets direction, policy, oversight, and resources. - Staff execute programs, manage operations, supervise personnel. - Time: 6 minutes. Lead: Board Chair
6) Expectations & Agreements - Give or get $10,000 annually (first installment in first 90 days). - Attend at least two cultivation events per year. - Make three funder introductions and participate in one site tour with prospects. - Attendance: Aim for 100% of board meetings; notify in advance if absent. - Conduct: Uphold DEI & Anti-Discrimination; maintain confidentiality (tenant data, personnel, negotiations); use email/Drive securely. - Time: 6 minutes. Lead: Fundraising/Major Gifts Chair + Governance Manager
7) Financial Snapshot - FY budget: $22,000,000; staff: 23. - Revenue mix: Government Contracts 55%; Rental/Earned 20%; Foundation 10%; Corporate 5%; Individuals 7%; Events 3%. - Oversight cadence: Monthly finance dashboard; quarterly reforecast; annual audit; Form 990 review and approval. - Board actions: Read financial packet; ask about variances; confirm restricted funds uses; review cash and debt; approve major capital decisions. - Time: 9 minutes. Lead: Finance & Audit Chair + CFO
8) Key Policies - Conflict of Interest; Whistleblower; Document Retention; Tenant Privacy & Data; Gift Acceptance; Investment; Procurement; DEI & Anti-Discrimination; D&O and General Liability Insurance; Cybersecurity; Government Contract Compliance. - Required: Annual acknowledgment of COI, Whistleblower, and Confidentiality; follow retention schedules; report concerns per Whistleblower policy. - Time: 7 minutes. Lead: Risk & Compliance Chair + Governance Manager
9) Orientation Logistics - Schedule: Board meets every other month in Manhattan (hybrid access available). Committees meet via Zoom to reduce travel burden. - Orientation options: - 2-hour express or 4-hour deep-dive (see agendas below). - Site visit or virtual tour included. - Board mentor pairing arranged within week one. - Update cadence and owner: Guide reviewed quarterly and post-audit; policy addenda updated as regulations change. Owner: Board Governance Manager, Samuel Ortiz (sortiz@harborcityhousing.org). - Time: 5 minutes. Lead: Governance Manager
Sample Orientation Agendas - 2-hour Express (120 minutes) - 0–10: Welcome + HCHP overview (Chair + ED) - 10–25: Mission, history, who we serve (ED) - 25–45: Strategic priorities (Real Estate/Programs leads) - 45–65: Governance & fiduciary basics (Governance Chair) - 65–85: Financial snapshot (Finance Chair + CFO) - 85–100: Policies: COI, Whistleblower, Privacy, Retention (Risk & Compliance Chair) - 100–115: Virtual tour of a property + resident program vignette (Programs) - 115–120: Mentor pairing + next steps (Governance Manager)
- 4-hour Deep-Dive (240 minutes, with breaks) - 0–15: Welcome, goals, norms (Chair + ED) - 15–45: Mission, history, who we serve (ED + Programs) - 45–85: Strategic priorities and board decision calendar (ED + Real Estate) - 85–115: Governance, bylaws, fiduciary duties in practice (Governance Chair) - 115–145: Financials: budget, audit, reserves, contracts, risk (Finance Chair + CFO) - 145–165: Policies: COI, Whistleblower, Document Retention, Privacy, Cybersecurity (Risk & Compliance) - 165–205: On-site tour or live virtual walk-through with tenant leader remarks (Programs; confidentiality observed—no photos) - 205–225: Fundraising roles, give/get plan, introductions (Fundraising Chair) - 225–235: Mentor pairing and 90-day plan (Governance Manager) - 235–240: Close and commitments (Chair)
10) First 90-Day Checklist - Day 1 Quickstart (one page) - Get Google Drive access and log into board portal. - Add board meetings/retreat to your calendar. - Read: Bylaws (skim), Strategic Priorities one-pager, latest finance dashboard. - Sign: COI, Whistleblower, Confidentiality acknowledgments. - Meet your board mentor (15-minute intro). - Set your give/get plan draft and confirm employer match eligibility.
- 90-Day Actions - Meet 1:1 with ED and Board Chair. - Join at least one committee; attend two committee meetings. - Make your first personal gift toward $10,000 give/get. - Make three warm introductions (funders, partners, or corporate contacts). - Attend one cultivation event and one program visit or virtual session. - Review Form 990 and audit (if cycle aligns); confirm you understand major risks. - Complete cybersecurity micro-training; enable MFA on accounts. - Debrief with mentor at 30/60/90 days. - Time: 7 minutes. Lead: Governance Manager
11) Materials & Links - Board handbook contents (digital, 10–15 pages): - Welcome letter; mission and history - Strategic Priorities overview - Board calendar and decision calendar - Governance: bylaws, committee charters - Financial primer: budget, latest statements, audit highlights - Policies: COI, Whistleblower, Document Retention, Privacy, DEI, Gift Acceptance - Fundraising toolkit: give/get guide, sample outreach scripts - Contact roster - Shared-folder structure (read-only unless noted): - 01 Bylaws and Governance - 02 Strategic Plan and Priorities - 03 Budget, Financials, Audit, Form 990 - 04 Board Calendar and Agendas - 05 Policies and Compliance - 06 Board and Staff Roster - 07 Development Toolkit and Events - Time: 5 minutes. Lead: Governance Manager + Executive Assistant
12) Contacts & Support - Executive Director: Aisha Bennett - Board Chair: Rafael Santiago - Board Governance Manager (owner): Samuel Ortiz — sortiz@harborcityhousing.org - Finance questions: CFO via finance@harborcityhousing.org - Development support: development@harborcityhousing.org - Compliance/reporting concerns: whistleblower@harborcityhousing.org (can be anonymous) - Time: 3 minutes. Lead: Governance Manager
13) Sign-off - This orientation comes to you jointly from Aisha Bennett (Executive Director) and Rafael Santiago (Board Chair). We’re grateful you’re lending your time, expertise, and networks to expand affordable, sustainable homes and opportunity in New York City. - Organization: Harbor City Housing Partnership, a New York nonprofit corporation and 501(c)(3). Directors agree to abide by applicable laws, state and federal filings, government contract requirements, and HCHP policies. - Time: 2 minutes. Lead: Chair + ED
Appendix: Fiduciary Duties in Plain Actions (quick reference) - Before each meeting: Read the packet; flag questions in advance; note any potential conflicts. - Annually: Review and approve audit and Form 990; complete COI disclosure; review CEO compensation via proper process; affirm Document Retention awareness. - Financials: Monitor cash, debt, reserves, and major variances; understand government contract reimbursement risk. - Compliance: Use only secure systems; do not share tenant or donor data; follow procurement and gift acceptance rules. - Strategy: Tie decisions to mission and current strategic priorities; document decisions in minutes.
AI Evaluation Details (Score: 7.4/10)
The output is well-structured and largely follows the template, with strong practical elements like the 90-day checklist and plain-language fiduciary duties. However, it contains a critical error (swapped names for Chair/ED throughout) that would confuse users, and misses some required elements like specifying staff vs. board leads for each timed segment consistently.
- • Excellent casual tone that feels peer-to-peer and approachable without being unprofessional—'no binders, no jargon, clear next steps' sets the right welcoming frame
- • Strong practical tools: Day 1 Quickstart is genuinely scannable, 90-day checklist has concrete measurable actions, and the fiduciary duties appendix translates legal concepts into real board behaviors
- • Realistic nonprofit grounding: acknowledges 'small team capacity,' includes tenant privacy and confidentiality throughout, addresses government contract compliance and cybersecurity appropriately for a $22M housing org
- • Well-designed orientation agendas with realistic time blocks, hybrid options, and inclusion of tenant voice (tenant leader remarks during tour)
- • Clear role boundaries between board and staff, especially in sections 5 and 7
- • Good use of equity lens and DEI integration without tokenism—tenant leadership council, privacy protections, and inclusive governance are woven naturally
- • Critical accuracy error: Board Chair and ED names are reversed throughout—the scenario lists Aisha Bennett as Chair and Rafael Santiago as ED, but the output swaps them in the welcome section and sign-off, creating confusion
- • Incomplete time/lead attribution: While some sections note leads, many don't specify whether staff or board member is leading (e.g., sections 2, 3 need 'Chief Programs Officer' or similar staff title, not just 'Programs & Services Director')
- • Missing explicit mention of D&O insurance beyond the policy list—given the complexity and risk profile of this org, a sentence about coverage and why it matters would strengthen section 4 or 8
- • The 'small team's capacity' framing in the welcome is inconsistent with a 23-board-member, $22M organization with a dedicated Board Governance Manager—this language feels copy-pasted from a smaller org scenario
- • Folder structure in section 11 could specify access permissions more clearly (e.g., which folders are board-editable vs. staff-only)
- • Word count appears slightly under the 900–1,200 target (estimated ~850-900 words), missing opportunity for richer detail in strategic priorities or committee descriptions
Test Summary: Generated Nov 2, 2025 • 3 scenarios • 9 total outputs • Average quality score: 7.84/10 • Total validation cost: $0.3588