The structure of a nonprofit board really varies depending on the scope and size of the nonprofit organization. Just like any organization, a nonprofit organization exists in a specific stage of its own lifecycle which then determines the needs of the board of directors. The lifecycles include start-up, infancy, juvenile, adolescence and maturity. Just like a baby born and then raised into a mature adult, nonprofit organizations experience the same growing pains along the journey.
A nonprofit board serves an important role for the organization. Board members are ultimately responsible for the legal, fiduciary duty and best interest of the charity – and since it is a tax-exempt entity, the public. A recent article in the Wall Street Journal, Before you Join that Board details the expectations of current board service and the reasons why many board members are sticking with one or two organizations at a maximum.
The article states that gone are the days that community members sat on multiple boards and were only expected to attend a gala and bring a friend. Board members today are expected to sit on at least one (and usually more) committee’s, solicit their circle of influence for gifts, assist with implementing strategic plans and visions, perform executive director reviews and much more. Basically, it can become a second full-time job – especially for volunteers who assume leadership positions.
I have had the privilege of serving on local nonprofit boards for the past ten years – in a variety of capacity from a small, all volunteer run organization to one with a multi-million dollar budget. But ultimately, my job seemed the same: to raise money for the organization, to talk to my circle of influence about the organization, to support the organization personally, to assist with some element of growth (a special event, reviewing and drafting bylaws, assisting with the strategic plan, etc…) and/or strategic initiative, to be present at meetings and to be supportive. But I buy-in to my expectations every time – because I believe in the mission and I want to see the organization grow. I also appreciate that each organization who has asked me to join their board believes enough in me and my skill set that I will ultimately make a positive impact on the organization .
Ultimately, to me, the success of the board is really dependent on two things. First, that the volunteer board leadership is an exemplary role model and holds their peers accountable. And second, that the executive director is assisting in managing the board and their needs. It only works harmoniously when both pieces are in alignment. This alignment is what builds capacity in the organization – this is one factor that truly affects change. And while the Wall Street Journal article is quick to point out that serving on a board could be an honor or pain, I have never found anything less than pure satisfaction as an end result of my service.
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