A perfect board governance system is a difficult concept. Yet it’s an objective that boards must strive for and they can achieve if they recognize what good governance is when they are built according in accordance with a strict blueprint (what Nadler calls “board building”) and exhibit appropriate behaviors.
To achieve this boards must be organized properly, well-chosen, and with a view to the future. They must be able to keep in balance the requirements of the organization and the needs of its stakeholders and shareholders. They should be able to deal with new regulatory pressures as they occur.
In the end, the success of a non-profit organization is contingent on its board’s ability to meet these challenges and ensure that it is positioned evolving cloud technologies in IT to be sustainable in the future. It could be as simple as maintaining the health of an organization’s programs or ensuring that it is on track for accreditation, a strong board can assist its members in fulfilling their roles as trustees and serve the community.
The creation of a board agenda and schedule is an important structural element. It should be clear enough for directors to know the issues that require their attention and what ones can be delegated to management or committees. It should also clarify the times when the board needs to be informed or consulted on issues that do not require a decision from the full board.
Finally, boards must be able recognize their own shortcomings and areas to improve. This is where an annual evaluation could be beneficial, as it enables the board to evaluate its effectiveness and compare it with peers’.