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DEVELOPING EFFECTIVE BOARDS OF DIRECTORS
Well-run nonprofit organizations require an effective partnership between the executive director/CEO and the organization's Board of Directors. Daring to Lead, a recent study of 1072 executive directors nationwide, conducted by CompassPoint Nonprofit Services in San Francisco, emphasizes the importance of board support in the overall satisfaction of executive directors. The study also notes that a key factor in their organizational success of long-standing nonprofits is constant attention to board development.Board development is a multi-step process that requires a willingness on the part of the board to evaluate itself and participate in a process of self-improvement. Effective board development may require assistance from an outside consultant or participation of the board chair and the executive director in a technical assistance program focused on board development.
Development of the Current Board
Board members and executive directors interested in developing their current boards can benefit from thinking about, and trying to answer, the following questions:
1. What are the strengths and weaknesses of our current board? Does the current board have the right mix of people and skill sets to achieve the organization's objectives? (You may want to engage board members in a process of self evaluation to gain clarity about strengths and weakness.)
2. Is the organization clear about what it wants to look like three years from now? If not, spend some time working on this vision since it will inform the kinds of people you add to the existing board.
3. Are current board members clear about the roles and responsibilities of an effective Board of Directors? If not, educate board members about these roles and responsibilities and think about how this information can be conveyed to future board members.
4. Are current board members clear about what is expected of them, in terms of things like attendance at meetings, participation on committees, terms of service, expected financial contributions, involvement in fund raising, and anything else that is crucial to the organization's success? If not, it is crucial to create and communicate a clear set of expectations for board members.
5. Are board members being used most effectively? Are their talents being utilized on a one-to-one basis as well as during formal board meetings? Does the organization do a good job of conveying its appreciation to board members for their participation on the board?
6. Is there good communication between the executive director and the board? Is this communication open, honest, and frequent?
7. Are board meetings run effectively? Are there enough meetings to transact the important business of the organization? Are meeting dates set a year in advance and put on everyone's calendar? Do board members get their board packets at least a week in advance of meetings? Are board meetings used for decision making and problem solving purposes rather than for conveying information?
8. Are board members utilized effectively between meetings? Does every board member belong to at least 2 board committees? Do these committees meet regularly between board meetings? Do the committees communicate their progress effectively to the full board?
Adding New Board Members to the Organization
Once organizations spend time analyzing and developing their current boards, it often becomes apparent that new board members must be added to the existing board in order for the organization to be governed more effectively.
Adding new board members involves:
1. Identifying unmet needs within the organization, including the skill sets that new board members must possess. Organizations also need to be cognizant of diversity goals for board members, especially since funders are increasingly expecting an organization's board to be reflective of its constituency.
2. Writing job descriptions for potential board members
3. Identifying and articulating benefits of joining the board
4. Identifying potential board members using the organization's database, the networks of current board members and databases of colleagues and friends of the organization.
5. Developing a set of materials to give to potential board members. These materials should include information about the organization and the names of current board members.
6. Developing a process by which potential board members will be recruited, vetted, interviewed and then invited to join the board. In making the decision about which board members to add, it's important to think about the board as a whole and to ensure, as best as possible, that new board members will be compatible with existing board members.
7. Developing an orientation process for new board members, including a Board of Directors manual that is kept up-to-date and given to all board members on a regular basis