Sections of this topic
As demands for Board effectiveness and accountability continue to grow, research and discussions about how Boards might operate differently, continue to grow, as well. There are a variety of new ideas for Board models.
Networked Governance
David Renz suggests that the effectiveness of governance could be enhanced when we realize that governance can include organizations and activities that go beyond the role of the Board in an organization. Nowadays, many nonprofit services to a community are often delivered across a network of organizations and, thus, the distributed governance of that network is a key point in the effectiveness of those services. Renz mentions the advantages of the perspective on networked governance and also mentions the difficult challenges inherent in that perspective, for example, how can individual nonprofits and Boards influence the overall network and how can we ensure that individual Boards are doing their fiduciary responsibilities.
System-Wide Governance
Judy Freiwirth asserts that the traditional “top down,” “command and control” paradigm of Boards actually gets in the way of the nonprofit’s successfully working toward its mission. She suggests that the governance responsibility to be shared among constituents, including members, staff and Board. In System-Wide Governance, Board members are from the community and constituency. Although, governance is very democratic in nature, Board members do perform some legal and fiduciary responsibilities. She mentions the Whole Scale Change methodology as an example of how constituency-based planning and operations can be successful.
Community-Driven Governance: Governing for What Matters
Community-Driven Governance is a framework that defines a Board’s primary purpose as leadership towards making a significant, visionary difference in the community the organization serves. The Board’s work centers around an annual plan that aims first and foremost at the difference the organization will make in the community. The plan then addresses the organizational infrastructure needed to implement that plans. The approach is intended to be simple enough for any Board to put into practice, while comprehensively addressing first the ends, and then the means for which a Board will hold itself accountable. The approach also aims to avoid a typical problem in Boards when they attend primarily to internal operations, rather than truly representing the needs of stakeholders.
See Governing for What Matters by Hildy Gottlieb
Relationship Model
Steven Block proposes a model that, instead of having a rigid, top-down structure of roles and hierarchy of the traditional policy model, provides for Board and staff members to work together with great priority on generating relationships and value from those relationships. The Executive Director and staff play an important role in bringing matters to the group (a group of Board members and staff) and their opinions are greatly valued. Board and staff share experiences together, for example, rituals and meals, to develop relationships. Board members are not expected to take part in activities outside Board meetings. They can be there to assist staff. Committees are not used.
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Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250
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