Non-Profit Board Formation – By the Numbers by Dr. Catrina Pullum

Initially, in forming the board of an NPO, the "CEO" model of leadership (Conger, 2001) is useful, where the Board Chair and CEO is one person. Later, the two leadership roles could be split. To start, you need an odd number of board members, a minimum of three, I suggest five. Your bylaws should allow for the addition of board members as the NPO grows.

The first board member is the CEO/chairman, also known as the foundation’s founder. This person’s role is the vision caster. It is their passion for the issue that led to the founding of the NPO. This role will be to help craft the mission statement of the organization and to ensure the board stays on mission. It is also a part of this role to attract board members that have the same passion and who can contribute constructively to the organization. They will work with other board members to locate grant funders and attract donors to the organization.

The second member of the board is a local community council member. This person will serve as a community liaison. It is important to have someone familiar with the target community in order to gain acceptance and participation. This person will also be beneficial in dealing with local customs, zoning laws, and networking with other community leaders. Additionally, they will be able to provide insight into getting into the community’s mindset, arranging a venue or location for the NPO, recruiting youth, and navigating local ordinances.

The third member of the board is a subject matter expert. This board member would be invaluable in recruiting, forming programs, and helping the board set a direction for the organization in this area. He or she would also be helpful in gaining support for the program, both financial and goodwill. Such a person would understand how to communicate the impact the NPO wants to have in the community to beneficiaries and stakeholders.

The fourth member of the board is a non-profit management specialist. This person will provide operational expertise to the board. He or she will be able to give insight into corporate finance, tax issues, and volunteer recruitment. Budgetary planning would also be under his or her purview, along with that of the chairman.

The fifth member of the board should bring some additional expertise to the table for the NPO. Business skills, fundraising, project management, community engagement, etc.

An example of how the board would interact would be within the committees. The committees will be made up of at least two board members and possibly an employee or a volunteer who has expertise in the committee’s focus area. The NPO will have a number of committees that will be used to help the board govern effectively and efficiently. This is essential because it is in committees that board members have their most influence (Conger, et al, 2001).

Learn more about Dr. Catrina via her website at www.drcatrinapullum.com (personal) & www.pullcorp.com or www.coe4youth.org  (business) and follow her on Twitter @drpullum (personal) and @pullcorpmedia & @centerofempower(business)