The perfect board governance is an elusive concept. However, it is a goal that boards must strive for and they can attain if they know what good governance looks like and if they’re built to a precise blueprint (what Nadler calls “board building”) and demonstrate the appropriate behavior.
In order to do this, boards must be well-structured, vetted and geared towards the future. They must be able balance the needs of the organization with the demands of its stakeholders and shareholders. They should also be able to handle new regulatory pressures when they arise.
In the end, the viability of a nonprofit organization depends on its board’s ability face these challenges and ensure it is set up for a long-term sustainable future. A strong board can help its trustees to fulfill their responsibilities and serve the community by ensuring that the programs of the organization are healthy or in good shape to be accredited.
Setting up a board agenda and schedule is a crucial structural element. It must be clear enough to allow directors to determine what issues need their attention and which ones can be delegated to management or committees. It should also state when the board must be notified or consulted on issues that don’t require a full board vote.
Finally, boards must be able recognize their own shortcomings and areas that need improvement. A review every year is helpful as it lets the board compare its performance with that of peers.
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