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Fundamentals of Training and Developing Your Nonprofit Board

Your nonprofit board plays a pivotal role in how well your organization does as it pursues its mission.

One area that all nonprofits should prioritize is the ongoing development of board members, so they’re in the best position to serve successfully. Well-trained board members understand their role and how they can make a positive impact. They work as a cohesive unit and help the organization run more efficiently.

Ongoing development also helps the board member feel valued as a team member. It can make the difference between members who serve as committed advocates for the organization and those who leave after a short period.

Here are our fundamentals for training your nonprofit board:

Provide the Basics with Effective Onboarding

Initial onboarding is one of the most critical periods for new board members. It’s when they form their impression of your organization and how things work, for better or worse.

Having a formalized process for onboarding is something all nonprofits should embrace because it’s an opportunity to build a strong foundation. When there isn’t a standardized process, new board members often get inconsistent training and may not learn everything they need. A thorough orientation should set board members up to be successful in their roles.

What sorts of “basics” should you cover in onboarding? Here are a few key areas:

  • The mission, values, and history of your organization. 

  • A who’s who of all board members and key staff. What are their roles? What are their areas of expertise?

  • The board member's job description and expectations.

  • Any expectations around fundraising or giving.

  • The board member agreement.

  • Key policies and procedures. For example, conflict of interest, the board’s role in managing senior executives, bylaws, financial reporting, travel reimbursement, etc.

  • The most recent annual and financial reports.

  • The organization’s strategic plan.

  • The board roster and any committees.

  • A calendar of planned meetings and events.

  • Any tools or technology that the member will need to use.

The goal of this phase should be to get the new board member engaged and able to work effectively as quickly as possible.

Know the Rules

The rules governing how nonprofit boards operate vary from state to state. It’s helpful to include training on the legal duties of board members within your state. Board members often don’t automatically know the ins and outs of state law, including which duties apply to which states.

Fortunately, most states have some sort of guidance available for nonprofit boards, which you can usually find online. For example, Ohio’s guide for charity board members and California’s are online.

There are also board rules and responsibilities that members should know that don’t relate to the state in which you live. BoardSource provides the ten basic responsibilities for boards which include topics such as establishing organizational identity, ensuring resources, and providing oversight.

Encourage a Culture of Continuous Learning

Boards often consist of a mixture of long-serving members and new board members. Regardless of years served on your board, all members will benefit from training and development. People often find refreshers useful, or they may learn something new. Including all board members is also a great way to help new members get to know their colleagues.

Some nonprofits organize regular training meetings for their board members to keep knowledge and skills current. Governance is a major priority; sometimes, things might change, or not all members have had the opportunity to learn all areas. Some ideas for governance training topics include:

  • Board member job descriptions.

  • Financial reporting and responsibilities.

  • Fundraising strategies.

  • Strategic planning.

  • How to share and spread the mission of the organization.

  • Rules for facilitating board meetings. For example, some boards use Robert’s Rules of Order, which govern every situation a board may encounter. 

  • Networking with donors and business professionals.

  • Evaluating performance (the board’s and the executive director’s).

  • Facilitating meetings.

  • Media and communications training.

Training and development for the board member role shouldn’t be a one-time event; it should be an ongoing effort to ensure that board members have what they need to be effective. Even the longest-serving members usually have something more to learn!

Train for Board Committees

If your nonprofit runs separate board committees, it’s important to tailor training and development for them. These opportunities are a way to ensure your board committee is operating effectively and efficiently. 

Highlighted in a previous article about running successful committees, board members should have a clear understanding of their roles and responsibilities. They should know the mission and goals of the committee and how they can use their skills to further that mission.

Board committee members may need training on researching, making recommendations, and presenting to the wider board. They should also learn about what each committee does so they know how to best support them.

As a general rule, committees should be “right-sized” to streamline decision-making. Large committees can have challenges making difficult decisions as a unit, while small committees can find that they don’t have sufficient resources to be effective. It can be a good idea to cover these potential challenges in board committee training. Awareness can help members recognize when they might be facing a similar challenge.

Regularly Compile Training Resources

There are several excellent resources for board members’ continuing education. These come in all sorts of formats, including self-paced training online. Compiling resources so that board members can access them as needed is potentially helpful. Some sources to check out include:

  • State associations of nonprofits. These will often offer programs in a variety of formats for board members.

  • Peer-to-peer learning presented by board members from other nonprofits.

  • The National Council of Nonprofits.

  • The Nonprofit Risk Management Center. This organization provides resources to help board members understand liability insurance and risk management issues.

If you have contacts specializing in specific areas, keep a record of their details and expertise as part of your training resources. Someone down the road may find it helpful to tap into a resource directly.

Conclusion

Just like strategic planning is a process, so is providing training and education to all members of your nonprofit team, including board members. Educating board members should be a priority during onboarding and throughout their tenure as board members. Encouraging a culture of continuous learning will empower board members to be effective in their roles.