You've been recruited to serve on a non-profit board and you're not sure how to decide whether to accept. This is a common concern. I get asked for advice on this topic often.

Whether you've been recruited to a church, condominium, community or some other type of non-profit organization, my advice is essentially the same. Ask yourself the following three questions:

1. Do you understand the roles and responsibilities of a director?

Being a member of a non-profit board will require you to do more than oversee the management of the organization. As a non-profit director, you'll participate collaboratively with the other directors and senior management, so that together you can effectively lead the organization.

To do this, you need to understand the what, why and how of non-profit governance. I recommend starting with the legal roles and responsibilities you will hold as a director of the non-profit. Ask the non-profit leadership to give you access to training materials and other information they have on the legal roles and responsibilities of directors. As a director, you may need to seek legal opinions, or participate in legal responsibilities training and information sessions.

You also need to understand your  duties and core functions as a director. Begin by reviewing the description of the role you will be legally required to fulfill. Then, learn about the non-profit’s governing style.

Each non-profit board works differently. Some boards only govern, while others also help to operate the organization. Learn about the corporate structure of the organization, as well as the roles and duties of the board. Highly effective boards generally have this information readily available, and include it with the director orientation or other training.

2. Do you understand the non-profit’s foundation

It takes a lot to learn the foundation of a non-profit organization. You'll need to review many pieces of information including:

• Bylaws or Articles of Incorporation (letters patent): Pay particular attention to information about board structure, board term limits and indemnification.
• Policies
• Risk Management Strategies: At a minimum, seek information on insurance coverage for directors and officers including liability, errors and omissions (if applicable) and comprehensive insurance coverage. You will want to be comfortable with the status of these risk management strategies before you make a commitment to serve on the board.
• Profile of the Current Board of Directors: This will help you see how your talents, experiences and skills will fit within the group to benefit the organization.
• Meeting Schedule: How often will meetings be help? Where will they take place? How long is the average meeting?
• Board Training Program: Does the organization give new directors an orientation and ongoing training about board governance?
• Current Strategic Plan including purpose, vision, values, objectives and goals: This will give you insight into the organization’s current level of leadership, and help you assess how well the organization aligns with your personal values and vision.
• Annual Financial Reports and Interim Financial Reports: These reports will help you identify strengths and potential financial difficulties. If you're considering joining a condominium board, pay careful attention to the balance of the capital reserve accounts compared to capital reserve study requirements.
• Agreements and Contracts with government funders, capital leases and other involved parties.

A well-governed non-profit will generally give you this information in the orientation manual for new directors. Make sure you review everything before making your decision on whether to serve. 

3. Do you have enough time to perform the role well?

Once you understand the role and responsibilities of directors, and the goals and vision of the organization, your decision comes down to how much time you have. Board leadership requires more than the time associated with attending meetings. You must prepare for the meetings. You may also be called upon to serve on a committee of the board.

Do you have enough time to do the job well for the term required? Depending on the organization, they may want you to commit to serving on the board for one, two or three years. Will you be able to consistently serve the stakeholder community and organization to the level they deserve?

I trust this information is helpful. If you have any questions or comments about this article or your role as a director of a non- profit, please contact me at: [email protected]. As always, I look forward to hearing from you.

“Sometimes the most ordinary things could be made extraordinary, simply by doing them with the right people." - Nicholas Sparks

Your friend,
Jon