When it comes to managing nonprofit organizations, one of the most frustrating things you’ll have to do is to effectively “manage” and work with your board of directors. As directors, it’s important to set the mood and environment from the start to strike a balance that’ll allow you to finish your duties. This also allows you to collaborate with your board in the best interest of your organization. First, it’s important to understand the role of your nonprofit board. The most crucial functions are the following:

• Ensure fiduciary and legal compliance
• Monitor the services and program of the non-profit
• Ensure the organization has the necessary materials to achieve its aims
• Pick and monitor the performance of the executive director
• Ensure the organization completes managerial strategic planning
• Develops policies, if necessary

However, new and first-time directors deal with challenges on managing their board. This lack of skill collaborating with a board resulted in micro-management and dysfunction, which then creates more tensions and difficulties within the company. To avoid difficulties from the start, work closely with the board chairman and other important leaders to ensure success thru using some of the following steps:

Written Responsibilities and Roles.

Organize an accurate document that clearly defines the responsibilities and roles of the board and those of the executive director. This will offer defined restrictions and parameters so that all key players understand their corresponding functions.

Document Logical, Managerial and Business Schemes.

For the board to check progress, it needs documentation defining where the nonprofit is mainly heading. These elements are used to achieve success. Managerial and business planning can be developed by the personnel and accepted by the board. Strategic planning is different. It entails development by the board, in collaboration with the staff, from the start of the process.

Disseminate Board Materials Before Meetings.

Often, boards play a bigger role than they need to when they believe a void exists with regards to the duty that should be done. Communicate with influencers on the boards, provide all vital materials, and work closely to develop effective board meetings at least 7-10 days before the actual date of the board meeting.

Use Facilitators.

When there are intricate and critical concerns before the board, employ third-party facilitators to help facilitate productive deliberations. Directors can be prophets in their own domain. By employing an unbiased third-party to work during critical periods, organizations can effectively handle their business.

Maintain a Reserve Fund to Reduce Uncertainty and Offer Stability.

Being “strategic” can mean various things. It includes building a barrier against uncertainty thru reserve funds. Specifically, the Operating Reserve Policy Toolkit for Nonprofits is a good starting phase in this area. Just as you should budget for depreciation expense, it’s a good concept to incorporate a reserve into your financial planning.

Overall, these schemes will help keep a nonprofit board of directors focused on their oversight responsibilities and offers you the flexibility you need to handle the daily operation. It’s time to contact a nonprofit manager like Hunter Perret to know more!