Recruiting new members for your nonprofit's board of directors should be a well-planned, year-round effort, experts say. But for many organizations, board member recruitment is neglected until the moment it suddenly becomes necessary—when an existing board member leaves unexpectedly.
If you're looking for a comprehensive strategy to assess your nonprofit board's effectiveness, a quick internet search will give you any number of examples and suggested paths—so many that you'll be busy for days weeding through them.
Strategic planning can be a daunting process for nonprofits of any stripe. But for nonprofit associations, it can be especially challenging because of the often-diverse array of stakeholders involved—namely, the association's members.
The performance of corporate boards has become a genuine strategic issue. Investors, regulators and the public are watching governance more closely than ever, and expectations for accountability keep climbing. Yet, for all the scrutiny, many boards still rely on evaluations that check the box instead of helping directors get better at their jobs.
Board governance experts often cite a well-planned and executed agenda as key to effective and efficient board meetings. The agenda is meant to drive discussion and action on critical board tasks and organizational operations, and if the agenda lacks a pertinent item, there's a good chance it's not going to be addressed. And that could mean an important board function or task is completed late, or not at all.
For many nonprofits, having committed and energized volunteers is crucial to keeping programs and operations running and within budgetary constraints.
If things are heading in the wrong direction in a nonprofit's boardroom, there's likely to be some clear signs indicating as much. After all, board dysfunction usually develops over a period of months or even years, and sometimes it is so incremental that board members don't recognize it for what it is.
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