Client Advisory Board
CAB Module 1
ROLE OF BOARD
• The Client Advisory Board (CAB) serves as a resource to the Core Group, and helps
to nurture and support the Project. It is comprised of men and women who are
community leaders and come from the business, university communities, etc. The
CAB typically meets with the Core Group monthly or bimonthly to provide guidance
on Project activities. Its members are individuals in positions of power within the
community, or who are particularly knowledgeable about or well connected within
the community. Consequently, not only are they able to provide the Core Group with
valuable information and advice, but they can also be instrumental in providing
access to resources that will facilitate the Project’s operation, such as locating a
Project space. They also possess an important historical perspective about the
community, such as how other programs have handled similar issues or situations
that the Core Group may now be facing
ON GOING GUIDANCE
Knowable purpose of CAB
• As the name implies, the CAB is not involved in the day-to-day
operations of the Project. Rather, it serves as a sounding board for
the Core Group as it formulates long-range plans for the Project or
conceptualizes major activities. The role of the CAB is purely
advisory; it does not operate as a board of directors, since most
community-based organizations already have a board of directors.
The implementing agency’s board of directors may occasionally
want to give input to the Core Group (or to the Project Supervisor),
but will usually not have time to do so. In contrast, the CAB can give
all of its attention to the Project, and therefore can be a helpful
addition to the implementing agency. The CAB has no fiduciary
(financial) responsibility for the Project. However, CABS often can be
very helpful, particularly in securing financial resources and
providing guidance.
ON GOING GUIDANCE
Interrelationship
• Liaison with community CAB members often fulfill a
liaison role by providing a link between the Project and
the organizations they represent. They keep their
organizations informed of the Project’s progress and
current activities. By virtue of their connection to various
community organizations, CAB members also are in a
good position to help the Core Group network in the
community.
ON GOING GUIDANCE
Ensuring the Project’s Future
• Another potential role of the CAB is to generate ideas and support
for continuing the project beyond its initial funding period. Often
many CAB members may be the same individuals who make
decisions regarding planning and funding which somehow better-off.
As well as incorporating their ideas and feedback into project
activities, helps ensure that the project will meet their expectations
and needs. It also instills in CAB members a sense of ownership of
the Project. By participating on the advisory board, these individuals
are kept fully informed of the Project’s activities and plans. All of
these things help to increase the likelihood that board leaders and
decision makers will perceive the Project’s activities as important
and a part of a broader group effort.
COMPOSITION OF THE CAB
• CAB members are individuals in positions of power or are
particularly knowledgeable about or well connected within
the community, and can provide valuable advice and
access to resources that help the Project.
DIVERSITY
• Since a key function of the CAB is to generate support for the Project,
membership on the CAB should reflect the community in which the project
is implemented. By having a CAB that reflects the diversity within the local
community, there should always be someone able to provide the
perspective of its various constituent groups.
• In selecting CAB members, Coordinators should draw from the findings of
the community assessment. The assessment findings will be helpful in
choosing CAB members who can represent all the relevant constituencies
in the community. Generally this will include men and women, and
members. The CAB should be a workable size: 30 to 40 members are
optimal. Representatives from the following key community sectors should
be on the Client Advisory Board:
PERSONAL QUALITIES
• In selecting CAB members, it is extremely important to consider the
candidates’ personal qualities. All members must support the philosophy
and mission of the Project. CAB members must also be able to respect
and trust CAB officers to run their own Project. Patronizing attitudes
toward the abilities of officers defeat the goals of the Project. It is also
essential that CAB members recognize and follow strict boundaries
between themselves and the Project officers. Most of all, select a mix of
people who will work comfortably with the Core Group and with each
other. If possible, try to avoid selecting individuals who have longstanding
feuds with each other or are known to dislike one another. The work of the
CAB is too important to be compromised by personal pettiness and
bickering. When inviting people to join the CAB, look for potential
members with the following qualities:
QUALITIES
• Expertise in a relevant area (programs, planning & development,
fundraising or fiscal expertise, etc.)
• Influential within the community (which can include people who
have access to government and other community venues)
• Decision-making power in CAB regarding services and funding
• Ability to be a liaison between the Project and the individual’s
constituency
• Compatibility with other CAB members
• Availability to attend meetings
• Personal qualities (flexible & dedicated)
HOW TO SELECT A MEMBERS
Implement the CAB Project in the community, it is likely that you already
know individuals who would be appropriate for the CAB. Members serving
on boards of various community organizations might welcome the
opportunity to get more involved.
It is equally valuable, however, to make sure you invite some ‘young’ voices
to be on the board, and not rely solely on those who have been serving on
similar boards for years. This will help to ensure that the Project maintains its
innovative perspective and does not fall into the same patterns of programs
in the community. This promotes equality to all committed people who may
have a lot of ideas and energy to offer the Project.
MAKING A LIST OF POTENTIAL CAB
MEMBERS
• The implementing Branch (Trust Staff) can meet with the
Core Group to generate a list of potential CAB members.
Candidates for the CAB may have been mentioned in the
community assessment conducted by the Project
Coordinators. The implementing Branch and the Core
Group together can consider each candidate, basing their
discussion on the criteria presented above, and then
agreeing on a final list of candidates through consensus.
MEETING WITH CANDIDATES
• The Coordinators should meet with each candidate individually. During
the meeting, they should discuss the goals of the CAB Project, the role
and responsibilities of the CAB members, and why the person is being
considered for board membership. Meeting personally with each CAB
member prior to the board’s first meeting ensures that everyone coming to
the meeting will be “on the same page.” Don’t make the mistake of not
meeting with particular CAB members prior to the board’s first meeting.
Otherwise, you may discover after it’s too late that a particular member
has a personal agenda that disrupts meeting deliberations. We
recommend not offering a CAB position to candidates until the
Coordinators have met with each person. The initial meeting can be
described to the candidate as an opportunity for the Coordinators to
describe the program to the person.
MEETING WITH CANDIDATES
• It can be helpful to ask each prospective CAB member who else he
or she thinks might be considered for the CAB, and leave the
meeting without asking the individual to join the CAB..
• This allows time to think through, after the meetings have been
completed, who would work well together. It can be quite awkward to
invite people to join the CAB and then find out in subsequent
individual meetings that certain people do not get along well
together. We suggest starting the Core Group and beginning Project
activities before convening a CAB. This facilitates the Core Group
being the leaders of the Project rather than CAB members
misunderstanding their roles and thinking that they should direct the
program
HOW THE CAB OPERATES
1.) The CAB operates typically meets monthly or bimonthly,
although for some Projects quarterly meetings are sufficient. All
CAB members may not be interested or able to attend
meetings, but it is important to have at least 80% CAB
members present. The typical agenda for a CAB meeting
includes an update of current activities by the Project
Coordinators, who highlight areas in which CAB Officers
requests advice or assistance. This is followed by discussion
among the client advisory board members. The meeting
concludes after those present have identified whatever actions
need to be taken, and then assign specific tasks either to the
CAB officers or the CAB members.
HOW THE CAB OPERATES
2.) It is helpful for the minutes of the meeting to be sent to
all CAB and members within one week following the
meeting. Since CAB members are busy people, they may
not be able to attend each meeting, but it is important to
keep all members informed about what happens at the CAB
meetings. A group representative can then personally
contact absent CAB members to solicit any additional input
they may have to offer.
HOW THE CAB OPERATES
3.) Another possible role for a CAB: Life Skills Mentoring, It
may be important to include life skills as an issue to focus on in
the CAB. For example, young men may need to learn about
how to balance a checkbook, rent an apartment, or apply for
and keep jobs. CAB members may be willing and interested in
meeting with the Group or other volunteers to discuss and
provide mentoring regarding these issues. It may be helpful for
some formal events to focus on life skills as, for example,
through a panel discussion on employment issues, or
workshops on resume writing and balancing checkbooks
HOW THE CAB OPERATES
4.) In addition, we suggest to create activities that might
encourage this. For example, we suggest that one-on-one
mentoring sessions should be supported and encouraged
by the CAB.
