A common complaint I hear from nonprofit c-suite leaders is the board isn’t engaged. But often there is not clarity on what board engagement should look like. Boards have many responsibilities but for the purpose of this post we’ll focus on the top two. The first is strategic planning and the second is financial oversight including making sure the funding is available and aligned with, and supports the strategic plan being successfully implemented with goals being achieved.
Often there is a desire for nonprofit employees to want control over strategy. Sorry, that’s the board’s job although employees should have input and guide it. When the board doesn’t have involvement with strategic planning it reduces the the chances they’ll buy into their role. Imagine how much easier it would be to get the board involved in fundraising when it’s a plan they actively took part in creating and believe in.
Financial oversight is the second of the top two duties boards have. It is a lot harder to identify needed funds, or ask for donations if a board member didn’t contribute to building the strategic plan, or doesn’t fully understand the needs within the plan. While having a strategic plan is valuable, without the funding to implement it, it’s just a piece of paper.
Strategic planning and financial oversight, including what fund development is needed, are both necessary to move a mission forward. They are both touch points throughout the year, at every meeting to check in on success, or what may be needed to support success. Why is making sure your systems are clear both staff and board wise important? Because James Clear was 100% correct when he shared, “You do not rise to the level of your goals. You fall to the level of your systems.”
