The Board's Responsibility For Itself

BTMAD 07

Policy writing will be a redesign of the board’s job. Our job description flows from our trusteeship for the legal owners of Reach – the community we serve and represent. Ownership is distinguished from stakeholders (clients, staff, donors, etc.). There is some overlap, such as a staff member also living in the area, and therefore also being an owner. Reach owners are the people of our larger community, (30 mile radius centered on our buildings?).

The board is responsible for its own development and performance – not the Executive Director or staff. Only responsible stewardship can justify the board’s considerable authority. Being warm, willing to attend meetings, inclined to donate money, and to show interest in organizational subjects are desirable but not sufficient. Many boards fail to realize the throttle belongs to them.

We must deal with the implications of being a group. People differ in their comfort with confrontation and expressing feelings and ideas. They also differ in fears, hopes, optimism, and excitement – all which contribute to interpersonal dynamics. These present challenges quite different from organizational modeling, rational structuring and job designs.

Governing is sometimes shaped by personalities rather than issues. Over politeness and power-based confrontation each spring from valuing personal aspects more than issues. We need to develop productive discussions and confrontation. If not, even polite people either bore or bite each other to death. All board members have a responsibility to contribute to the integrity of the board’s process.

An effective board process starts by clarifying how it will bridge between the owners and the producers (staff). First establish what the board exists to accomplish, and then form will follow function. Conventional job descriptions are lists of job activities. It is more powerful to omit tasks and focus on why activities take place – the intended outcomes.

There are three mandatory board products. First is linkage to the ownership. This includes things like fulfilling our fiduciary responsibility, guarding against undue risk, determining program priorities, and directing organizational activity. We are always accountable but not always directly responsible.

The second product is explicit governing policies. We detail the Ends, the ED limits, the board/ED relationship and the board process. Third is assurance of executive performance. The board is culpable if the ED fails to fulfill the explicit board policies. This requires systematic monitoring. These three undelegable job contributions are the unique responsibilities of a governing board.

In addition, there are other optional products. Fundraising is an option. Legislative matters are another. Public relations is yet another. If we want to assume any items beyond the basic three above, then they must be made explicit, but will always be secondary to the three primary products. For instance, fundraising may be critical, but it is not more important than forming an organization worth raising funds for. Taking on optional activities is not rigorous enough. The board’s responsibility is not activity, however busy and impressive, but results.

We must be the moral trustees for the owners (many of whom do not know they are the owners). We need to know their needs, concerns, demands, and fears. To do this, we have to engage owners on a personal basis in conversations and meetings. We have to listen and communicate.