Board Development Training - Module 3 - Board Accountabilities



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Your Commitment

The Board's Context

Board Accountabilities


To Whom?
For What?
	Mission & Planning
		The Destination
		The Route
	Transparency
		Transparency Test
	Structures
		Structural Snags
	Understanding Its Role
		Know the Job
		Uphold Trust
		Crush Conflict of Interest
	Fiscal Duties
		Scavenger Hunt
	Human Resources
		HR Challenge
	Assessment & Control Systems
	Future Boards
		Succession
		Diversity
		Plan for the Prospects
By What Means?
Catch up With Carlos Debra

Board Processes

Continuous Learning

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Structural Snags (exercise)

A key task of your non-profit board is to develop appropriate structures for the organization. Structures provide order, predictability, control and clarity to your organization. A structural gap or an inappropriate structure can create confusion and chaos.

Here are some situations that could occur in a non-profit organization, along with suggestions of where a structural problem may exist. See if you can spot the structural snag.

Your board meetings often go on for hours discussing the details of fundraising campaigns, small purchases outside of the budget, public relations events, and other seemingly trivial matters, while some of the bigger picture issues go unresolved. Which structure has a snag?

Your board is having trouble recruiting a new Treasurer. The Executive Director's wife is a skilled accountant who knows the organization well and has demonstrated commitment by volunteering for fundraising events in the past. A suggestion is made that she be nominated to the board and take on the Treasurer's position. Which structure might be snagged?

Your Executive Director is burning out. In her recent evaluation, she has told the board that the weight of the day-to-day management of the organization is more than one person can handle. Meanwhile, a seasoned staff member is looking for new challenges but is feeling there is no room for advancement and learning in the organization. Which structure is snagged?

Did you solve all the structural snags? If not, review the board's responsibility for developing appropriate structures.

If you're ready to move on, consider the board's responsibility to understand its role and avoid conflicts of interest.

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