Finding the right balance of board lead/staff lead committees and task forces can take conversations and practice, and training the board how to run the work of the board, even when it is staff supported. These are conversations that need to happen with the board chair, so that the board can lead peer to peer.
How to grow with your nonprofit? How do we as ED’s step back and let staff take on more responsibilities, and help the board adjust their expectations?
Suggestions to trust and hire staff that have other strengths than you, build an annual work plan, develop operations manual, build a board manual AND help board learn boundaries of moving from working to governing board
I recently came across The Alchemy of High Performing Arts Organizations, a report by the Wallace Foundation. It’s focused on the arts and the organizations in the study are all from the arts sector, but I think it has some great 30,000-foot level concepts that generally useful.
This is a good read for arts/humanities organizations but I think the elements in the proposed module can be universal too. It starts with high-quality programming and a community-oriented focus as cornerstones. It ends with increased financial stability as a long-term outcome.
I hope you find it useful and inspiring. Happy weekend!