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Nonprofit leaders continue to experience an increased demand for services, and face pressure to raise more funds in support of them. Based on OAI's decades of experience, we know that building a strong board produces quick and effective revenue. Yet, 75 percent of executive directors still call board member engagement insufficient.[1] This is because nonprofit leaders keep finding reasons why "the timing is bad" or "the board does not have resources" or "the board just is not ready".

You need to stop talking about reasons why you cannot improve your board, and get to work now. OAI recommends the following six board improvement steps that every nonprofit can implement.

1. Create a board job description and require each board member to sign it.  We have found that the mere existence of a signed board job description will increase accountability and performance. Your board job description should include clear expectations in these categories: advocacy for the organization and its mission; meeting attendance and committee participation; personal giving and personal participation in fundraising; governance; knowledge of the organization; confidentiality; and accountability.  
2. Conduct a board assessment so you can assess your weak points.  It is probably true that 20 percent of your board gives the most and provides the most leadership while the rest is missing expectations. You should conduct a board assessment to provide you with the data needed to have honest conversations about board member performance. Boards that have conducted self-assessments are rated more effective by their chief executives than those that have not.[2]  
3. Identify the gaps on your board and recruit new board members to fill them.  Using the results from the board assessment, evaluate the skills sets and industry experience and assess any gaps. Identify potential board candidates who can fill those gaps, then cultivate and recruit them. Board recruitment is a two-way conversation -- be sure that the candidate is the right fit for your organization and that your organization will be a top nonprofit priority for the candidate. Share the board job description with the candidate during the cultivation process to ensure that there are no surprises regarding your expectations for their time, talent, giving, and resources.
4. Retire non-performing board members.  Many board members do not know how to exit gracefully and they are often relieved when you bring up their performance. During this conversation, you should thank them for their service and give them new roles more suited to their capabilities. You can and should find continuing roles for them in advisory and board committees.    
5. Require all board members to give an annual personal contribution and to participate in fundraising.  If your board does not give to your organization, no one else should either. You want your organization to be each board member's top philanthropy. There are three key ways that board members should assist with fundraising: (1) giving a personal, generous gift; (2) advocating for your organization; and (3) identifying, cultivating, soliciting, and/or stewarding your donors.    
6. Require your executive director to spend at least 30 percent of his/her time with the board.  The executive director's time investment will pay off in governance, networking, and fundraising. At the beginning of the fiscal year, the executive director should meet with each board member to review past year performance and to discuss their new year goals for leadership, involvement, giving, and fundraising. Your executive director must do one-on-one check-ins throughout the year. This way, expectations are set early, board members stay engaged, and board members feel a personal connection to the executive director and the organization.

For a deeper explanation of some board improving techniques, click above to view a webinar by Kelly Dunphy and Steve Orr hosted by GuideStar.

Fixing your board's biggest problems will not happen overnight, but it will continue to be delayed unless you start making adjustments now. If you are serious about improving your board and your bottom line, you must use a strategic and transparent approach that combines flexibility and consistency to change old habits.

Years of working shoulder-to-shoulder with nonprofits to improve their board structures and processes has given OAI the expertise in working with nonprofits to build stronger, more engaged boards that better support the nonprofits they serve. If you need help getting started, please contact us at [email protected] or (202) 338-6100.