Which Operational Model Describes Your Board?
All boards share a common set of responsibilities. That said, what is the right model for how your board actually operates?
As a nonprofit leader, you should know and care about the type of board you have and the responsibilities of each member. This information can offer clarity about your important work and help guide key decisions.
Every nonprofit board will fall broadly under one of these two descriptions: a working board or a governing board.
Working Boards
A working board is the typical model for small nonprofits with a limited budget and no or minimal staff. In this model the board does the bulk of the work. A working board is sometimes also called an operational board.
The duties and makeup of working board members may look different depending on the organization's needs. There will generally be a chairperson and treasurer, along with roles such as volunteer coordinator, marketing coordinator, membership coordinator, and secretary. It is helpful for board members to have expertise in these areas if they fill a specific role. All members should have strong project management skills to stay on top of the tasks required.
As an organization grows and develops a larger budget and staff, the board typically evolves from a working board to a governance board.
GovernANCE Boards
A governing board focuses on strategic oversight rather than doing the day-to-day work. Like a working board, the governing board is responsible for ensuring the organization works to meet its mission and complies with required governance.
Governing boards work with the executive director and hold them accountable for their performance.
Common governance boards include the cooperative governance model, the Patron governance model, advisory board model, and policy governance model (sometimes referred to as the Carver model.)
Board variations
Both operational models may apply to your nonprofit in some combination. Nonprofits may opt for some sort of mixed governance model to suit their specific needs. There are no “rules” for setting up your model, as long as you meet your legal requirements.
For example, some will have a working board and will bring in an advisory council. Or, they might have a corporate governance model but still form sub-committees for things like fundraising. In an age where flexibility and a willingness to pivot have been critical for nonprofit survival, being willing to update operational models has been vital for many nonprofits.
clarity of responsibilities
Regardless of the model, here are some of the key responsibilities your nonprofit staff and board need to have clarity on to operate effectively:
Who hires, oversees, and fires staff?
Who creates and executes the strategic plan?
Who runs programs?
Who is responsible for raising money?
Who manages our money?
Who addresses legal compliance?
Who manages volunteers?
Who creates and executes marketing?
Who manages our facilities?
There are many more responsibilities that could be listed here but the main point is to collaborate on and then document who does what within your organization.
When executive directors know the key responsibilities of their staff and board, it reduces confusion and improves work effectiveness. When board members know their key responsibilities it leads to good governance. Combining the two leads to a greater impact on your mission.
Conclusion
Board members play significant roles for nonprofits and good governance is an essential success factor for nonprofits.
Your board needs an operational model that allows them to perform optimally. Boards should not be static. They must change and evolve as their organizations do. Finding the most suitable operational model will help your nonprofit run effectively and smoothly.