Strong governance is the backbone of any successful nonprofit. A well-structured board provides direction, advice, oversight, and accountability, ultimately empowering the organization to achieve its mission effectively. However, that structure doesn’t just create itself. Let’s discuss some of the best practices in nonprofit board governance, including the importance of term limits, bylaws, committees, board meetings, recruitment, and conflict resolution.
1. The Value of Term Limits for Board Members
Setting term limits is essential for keeping board perspectives fresh, diverse, and relevant. Board term limits prevent stagnation, reduce the likelihood of burnout, and offer a natural way to bring in new skills and energy. Additionally, term limits help create a more structured rotation, encouraging members to bring in successors with complementary skills and backgrounds. A typical best practice is a 3-year term that may renew for another 3-year term, with a limit of 2 terms before the board member has to roll off.
2. Bylaws as the Foundation – and Why They Need Regular Updates
Bylaws serve as the legal and procedural foundation of any nonprofit. They outline the rules that govern board operations, including election procedures, board member roles, and quorum requirements. Bylaws provide clear guidelines and establish expectations for how the board conducts its work. However, bylaws should not be considered static; organizations change over time, and bylaws must evolve to reflect these changes.
Conducting an annual or biennial review ensures that the bylaws remain aligned with current operations and legal requirements. Make it a priority to address any procedural or legal updates at a designated board meeting or even in a committee tasked specifically with bylaws review.
3. Committees: Getting the Work Done Outside of Board Meetings
Committees allow for detailed work on specific issues, freeing up the full board to focus on larger discussions during regular meetings. Common committees might include finance, governance, board development, and fundraising. Committee members dive deep into their focus area, preparing recommendations and reports for the full board. By addressing most business within committees, board meetings become more focused and efficient.
It’s important to set clear expectations about committee responsibilities, meeting frequency, and reporting. Committees should have the authority to make certain decisions or offer well-developed options, keeping board meetings concise and allowing members to focus on high-impact topics.
4. Board Meetings – Finding the Right Cadence and Length
To keep meetings productive and engaging, aim for a reasonable length, typically between 1.5 and 2 hours. Extended meetings can cause board members to lose focus and energy, reducing their ability to engage in meaningful discussions and make effective decisions. Streamline meetings by distributing reports and updates beforehand and focusing on action items that require the board’s input. It is always a good idea to base meeting length around need. At my nonprofit, we operated well with an hour board meeting every other month until we began a capital campaign and several other initiatives. Then, we found one hour to be too rushed, so the consensus was to extend our meeting to 1.5 hours. It’s okay to make changes based on need, but it’s also important to stay consistent with the choice until you vote to change it. Boards like consistency in as many things as possible.
Consider adopting a consent agenda to address routine items in bulk, allowing more time for in-depth conversations. By respecting members’ time and ensuring meetings are well-organized, board engagement is likely to improve.
5. Recruiting New Board Members With Intention
Regularly assessing the board’s composition helps ensure that you have the necessary skills and perspectives to advance your mission. Consider creating a “board matrix” to track areas such as expertise, demographics, geographic representation, and connections to key stakeholders. This can illuminate any gaps, guiding recruitment efforts to bring in individuals who complement the current team.
When identifying new board members, think strategically about what the organization needs now and in the future. Reach out to networks, community leaders, and current board members for recommendations. A strong board nomination or governance committee can take the lead in identifying and vetting candidates, conducting interviews, and making thoughtful recommendations to the full board.
6. Managing Conflicts and Addressing Issues
A functional board values healthy debate, but conflicts can arise. Establishing clear policies around conflict resolution is essential to ensure issues are addressed promptly and professionally. Encourage open communication and mutual respect in all discussions, creating an environment where board members feel safe sharing diverse perspectives.
Having a strong board chair or governance committee is key in navigating conflicts. Address issues head-on, focusing on facts, listening to all perspectives, and striving for consensus whenever possible. If a particular board member continually causes tension or is not aligned with the organization’s values, having bylaws in place that outline board removal procedures can help address ongoing issues constructively.
7. Building a Strong Relationship Between the Board and Staff
A well-functioning board understands that it governs but doesn’t manage day-to-day operations. A critical component of this separation is the board’s relationship with staff and the executive director (or CEO). While board members may work with staff occasionally on projects or committees, they should remember that staff management is solely the executive director's responsibility.
The executive director is the board’s link to staff and ensures that the organization’s vision and strategic plan are carried out in daily operations. The board’s role is to provide oversight, direction, and support, but they should refrain from getting involved in staffing decisions, performance management, or operational details. Clear boundaries allow the executive director to manage effectively while still receiving the strategic guidance needed to lead the organization successfully.
Strong Board = Strong Nonprofit
Building an engaged, skilled, and well-structured board is critical to a nonprofit’s success. Through thoughtful term limits, well-maintained bylaws, efficient use of committees, purposeful board meetings, intentional recruitment, conflict management, and respect for staff boundaries, boards can create a foundation of governance that truly empowers the organization to fulfill its mission. At RootSpark Consulting, we’re here to support nonprofits in developing governance structures that drive meaningful impact and set the stage for long-term success.
Amber Parker is the President & CEO of Ijams Nature Center and Principal Consultant at RootSpark Consulting. With more than 31 years of experience in the nonprofit field, she is passionate about helping organizations thrive by aligning their financial strategies with their missions.
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