Leveraging the Power of Boards: Select Readings

The role of the board in any particular nonprofit is variable. Despite years of efforts at codification, there is no single right way. Much depends on variables like organizational history and stage, business model, and orientation to the role vis-à-vis other potential power centers. These articles explore that territory.

Beyond Financial Oversight: Expanding the Board’s Role in the Pursuit of Sustainability

As discussed in this article by Jeanne Bell, “sustainability” encompasses both financial sustainability (the ability to generate resources to meet the needs of the present without compromising the future) and programmatic sustainability (the ability to develop, mature, and cycle out programs to be responsive to constituencies over time). Read more here.

Codifying Governance Lessons Learned the Hard Way: Sweet Briar College’s New By-Laws

This article is about a board that lost and then found its way by recognizing it had been misunderstanding its role and undercutting its potential by ignoring its stakeholders. Read it here.

Underestimating the Power of Nonprofit Governance

Does the constituency whose interests you represent have a clear voice in governing? If not, your agility and power will be lessened. Read it here.

Reframing Governance III

The third iteration of an article by David Renz. The board is necessary, and, at its level, it offers critical value. But it’s not the only level of governance that exists—nor is it the overarching and highly autonomous entity that historically had the luxury of being in charge. Read more here.

From Risk Management to Risk Leadership: A Governance Conversation with David O. Renz

From this interview: “The imperative here is to embrace risk leadership rather than just risk management… are we taking the most appropriate risks our constituents and stakeholders deserve from us, as well as engaging in an appropriate level of fiduciary care? […] I think the risk-averse—and, frankly, risk-agnostic—character of board behavior leads organizations to continue in program areas beyond the time when they are really delivering the greatest value to and for the stakeholder and client communities they exist to serve.” Read it here.

20/20 Hindsight: A Cautionary Tale in Governance

From Vernetta Walker: “In an environment that is constantly changing and often ambiguous, boards often must confront value-laden propositions. Nonprofits need to employ processes that engage the board in dialogue and discussion, support diversity of thought, raise explicit and implicit assumptions, and help focus the board on what matters most. Only then can the board move forward with conviction and confidence that it has done its job and reached the best decision.” Read it here.