R. Scott Rodin

Boards govern, CEOs manage. That simple statement is not so simple, however, when boards and ministry leaders try to establish and maintain the roles and boundaries that will ensure that governance and management remain appropriately distinct responsibilities.

In working with ministries across the country I hear a consistent lament from ministry leaders that has two versions. Either their board is too uninvolved and detached to govern effectively, or they are too involved and cross over from governing to managing. This brief article will look at the instances where this latter concern takes place and what steps may be taken to return management to the leadership team.

In The Non-Profit Leadership Team, (Jossey Bass, 2004), Fisher Howe describes attributes that a CEO should expect from the board. He includes that board members should, “act in the interest of the organization without a personal agenda - walk carefully the line between support and oversight - be helping and watching over but not seeking to manage.”

So just when has a board member crossed the line from governance to management, or when does a board member cease to be effective and start becoming an impediment to the ministry? Here are five places where I have seen board members fail the organizations they are empowered to serve.

I don't know about you, but my car always seems to run better after a tune-up. For most development plans though, it seems like this is an area that gets overlooked. A Development Audit can bring your program back to top performance.

Fundamentally, a Development Audit is an internal assessment of your fundraising program and your readiness to embark on new development opportunities.

The Audit looks at involvement of the board, staff and volunteers in the fundraising process and offers recommendations on how to best use the resources available to the ministry. It further evaluates the strengths and weaknesses of your current development systems, including fundraising software.

The Audit also offers suggestions to help improve donor communications and stewardship.

Many ministries consider a Development Audit when they are:

• Preparing to embark on a major gifts, capital or endowment campaign
• Not satisfied with the results of their annual giving program
• Seeking to increase Board participation in fundraising efforts
• Attempting to compare their results with similar organizations
• Looking for an objective evaluation their development program
• Trying to diversify their funding streams
• Engaged in the strategic planning process
• Looking at restructuring their Development Office
• Seeking to take their program to a higher level of professionalism

If it's time for a peek under the hood, we would be glad to help.