NPO governance
02 Nov
  • By Malcolm Boyd
  • Cause in

NPO Board Governance Orientation

So, you have accepted a seat on a nonprofit board (governing body), and have never sat on a governing body before. Here’s everything you need to consider about your new role.NPO governance

 

Whose responsibility is it?

Whose responsibility is it to orientate new governing body members; yours, or the organisation? Well it is both; however, the organisation holds the initial and primary responsibility to ensure that new members have access to all the relevant information and documentation, so that they can conduct their own due diligence in ‘getting up to speed’ before accepting the role.

 

The process of appointing new governing body members, should be the culmination of a process, which starts long before the positions became available.

This should be a planned and well managed succession process, starting with understanding the skills mix required for the next season to contribute to the organisation’s strategic plan in the next 3 – 5 years. Many organisations rush this process to fill the vacant seats and generally find that this can lead to a dysfunctional and non-engaged governing body. Therefore, take the time to thoroughly think through the process and plan accordingly, both personally and organisationally.

 

The process

Governing bodies are generally expected to provide orientation for their members. Volunteer governing body members contribute tremendous value to their organisation. Their commitment of time and expertise deserves a thoughtful, formal orientation programme to integrate new members into the governing body. As part of that formal orientation programme, the governing body can assign experienced governing body members to mentor new members. Additionally, some nonprofit organisations have found it helpful to have staff with certain areas of expertise mentor new governing body members in those areas.

 

Governing body orientation refers to a process for helping new governing body members contribute fully, and as early in their tenure as possible, to the governing work of the governing body.

The following guide outlines the objectives that might be considered, who should lead the process, and how an orientation program might be structured. Governing body orientation is not just about the transfer of information. As a result of their orientation, new governing body members should:

 

  • Understand their roles, responsibilities and time commitment to governance

work around the governing body and committee table and away from it.

  • Be aware of the current goals, opportunities and challenges facing the

organisation.

  • Be aware of who the organisation’s main stakeholders are, including:

members, funders, clients, partners, the public, volunteers as well as staff board orientation and personal governance development.

  • Have some sense of how their own background, knowledge, experience and

skills will contribute to the current work of the governing body and the goals of

the organisation, in line with the strategic plan.

  • Appreciate the background, knowledge, experience and skills of each of the

other governing body members.

  • Know how governing body meetings are run, decisions are made and what

formal governing policies and practices exist.

  • Appreciate how this governing body functions similarly or differently to other

governing bodies they have served on or are serving on.

 

Governing body orientation ought to begin when a person is being considered as a potential governing body member. At the very least the recruitment and application process should assist a new governing body member in understanding:

 

  • Why their expertise and skills, and which ones in particular, would be valuable

assets to the governing body and to the organisation.

  • Some of the current challenges and opportunities facing the organisation.
  • The time commitment required of them.
  • How the organisation is competently run, including sound financial management.

 

Essential governing body orientation checklist

 A list of specific topics or information items could be developed under each of these learning objectives and may include an overview of the governing body’s legal responsibilities, governing body member job descriptions, fundraising obligations and communication protocols. While it is common to think of a governing body orientation as an event – perhaps a part of a regular governing body meeting or a special orientation session, it is more useful to understand it as a process that starts with governing body member identification, recruitment and election and then involves some kind of orientation session or meeting.

Regardless of the format in which a governing body orients its new members, the governing body and its nomination committee should go over a list like the one below, and decide on what documents new governing body members should be exposed to and at what point in the process.

 

Checklist of key governing body documents

NPO governance

NPO governance

Always remember that the primary responsibility of governing bodies is to ensure the performance and health of the overall organisation, according to its purpose. You individually and collectively contribute to this.

The good news is that if you are thinking of accepting a position on a nonprofit or social impact governing body, you can equip yourself in South Africa by registering for the ourGOVERNANCE©RSA e-learning programme.

 

For more tips and best practices for NPOs, check out our wealth of NPO resources. 

 

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Malcolm Boyd
Founder and Managing Partner of Third Sector Insights.

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