In These Times
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Get the Governance Right: Board Engagement in Times of Change
Elizabeth Voudouris
President & CEO
Business Volunteers Unlimited
A strong nonprofit board doesn't just happen. It requires attention, creativity, strategy, and patience. When it comes together, a strong board:
- Can clearly identify its work and its role for a particular nonprofit at any point in time.
- Is comprised of people who bring the relevant skills, expertise, diversity, networks, and passion to get the job done.
Through our work at BVU with hundreds of nonprofit boards each year, we see that the strongest boards continue to develop and evolve good governance practices to provide relevant leadership. Strong boards have the composition, structure and practices that allow them to leverage strategic thinking when tough decisions are on the table. Here is what that actually requires:
Focus on the best way to achieve the mission. A crisis nursery developed a strategic plan that included a significant expansion project to serve more children and keep more families together. The success of the plan was dependent on using the strong marketing and business background of the CEO together with the board, whose duties were to provide sound oversight for the growing programs and finances, while also expanding networks and visibility of the organization in the broader community.
Concentrate on the larger opportunities and challenges facing the organization, and allow staff to manage the day-to-day operations. A board identified and pursued potential strategic partners to ensure that their mission was preserved; they formed a strategic alliance with a similar organization, and eventually they merged. Board members with the relevant skills and expertise led this process and ensured their good work continued.
Understand the relationship between board and staff, and the significance of a positive and healthy partnership. Establish structures and practices to work effectively together. Monthly communications from the chief executive to board members, annual individual meetings to help board members identify new ways to engage with the organization, constructive and thoughtful annual performance reviews, and open and transparent communications to build a culture of trust.
Plan for the board’s future. The board develops annual succession plans and is always developing future leaders. Future leaders serve as committee chairs so that they can demonstrate their leadership to the board and staff, learn more about an important aspect of the organization, and determine if they have the time and/or interest to move into an officer role.
Build committee structures that utilize board and staff time effectively. Meaningful work is accomplished in strong working committees. Strong working committees have an effective committee chair, strong staff support, annual calendar of meeting dates, annual priorities, and relevant agendas and publish minutes for the full board to view. Strong committees are comprised of people who bring relevant experience, expertise, networks and diversity to the work of the committee.
Ensure that there is a viable business model and financial systems in place. If this is not already in place, consider creating a board task force to review systems and reports; and determine whether the current revenue model is sufficient to sustain the organization’s diverse programs. If not, consider engaging a skills-based volunteer to work closely with the chief executive and the board to evaluate and develop recommendations to strength the business model. This type of project can help a nonprofit to attract larger grants and sustain programs that meet the needs in the community.
Prepare carefully for board and committee meetings. Agendas and materials go out 4-7 days in advance. Board meetings do not consist exclusively of presentations by committee chairs or staff, but instead are used to engage board members in meaningful discussions around topics that are relevant to the mission and vision. Board members leave these meetings feeling informed, engaged, and confident that they are vital contributors to the future of the organization.
Regard each board seat as precious. Written board member expectations are clear to all current and future board members. Board members are held accountable to those expectations annually. Board member terms are not renewed automatically, but considered carefully based on the changing needs of the organization and interests of the board member.
There is no magic bullet or “one size fits all” solution for stronger boards. BVU’s work with nonprofits over the years has given us great insight into effective practices and policies that can help strengthen an organization. Strong boards take work, but by staying focused on your mission, the work of your board, and ensuring that you have the right board members sitting around the table, your nonprofit can position itself to navigate today’s challenges and leverage future opportunities.
Interested in diving deeper into this topic? Attend BVU's highly acclaimed "Role of the Board" on Thursday, April 30. Learn more and register.
Elizabeth Voudouris, President and CEO of Business Volunteers Unlimited (BVU), has provided consulting, training and executive coaching services to hundreds of nonprofits and businesses since BVU's inception in 1993. Her work focuses on strengthening the governance and leadership of nonprofit organizations and facilitating strategic plans. She serves on the Board of the Cleveland Museum of Natural History, and the Governance Committee of the YWCA of Greater Cleveland. Previous board service includes the Akron Zoological Park. She has a Bachelor of Arts in History from Trinity College in Hartford, Connecticut and a Master of Arts in History from Kent State University.
This content is the opinion of the author. GAR Foundation draws on a range of perspectives from our regional community to share insights on nonprofit capacity building. We understand that organizations are unique and require different strategies for success.
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