How can you select the best board development model for your non-profit organization?

Unfortunately knowadays not many people believe in anlyasis or want any developing " if the business running don't make any move" they believe in this Even if you offer the developing in scientific methods and add examples with better results 1st of all no one going to doctor if don't feel the pain After feeling the pain he will take the medicine The board must see this the correct way and right time for enhancing and make the business better If you want your business better go to the specialist who really got the knowledge and skills and share with him your vision and he will make it happen

The first step is to analyse the needs of the NPO. Identify the responsibilities, roles, etc. which needs to be there in the board. SWOT Analysis is the best practice one can do. Implement different models for your NPO, try to maintain transperency in the organization. The resources are to be used for the benefit of society only and not for the board's personal needs. Engage your stakeholders for the vision of the organization as a individual may find it difficult to achieve on its own. Implement these techniques and track the performance on a frequent basis.

Seleccionar el modelo de desarrollo de juntas directivas adecuado para una organización sin fines de lucro implica entender las metas y desafíos específicos, involucrar a las partes interesadas internas y externas, considerar la diversidad e inclusión, y revisar las mejores prácticas del sector. Es fundamental asegurarse de que el modelo fomente la participación, refleje la diversidad de la comunidad y ofrezca oportunidades de capacitación continua. Establecer criterios de evaluación claros y estar dispuesto a ajustar el modelo a lo largo del tiempo son aspectos esenciales para asegurar el éxito a largo plazo de la junta directiva y, en última instancia, el impacto positivo de la organización.

Ein mögliches Modell ist bspw. die Implementierung eines Schulungsprogramms für Vorstandsmitglieder, um ihre Fähigkeiten und Kenntnisse in den Bereichen Governance, strategische Planung, Finanzmanagement, Risikomanagement und rechtliche Verantwortung zu stärken. Ein weiteres Modell könnte die Einführung von Best Practices und Richtlinien für die Vorstandsführung sein, um sicherzustellen, dass der Vorstand effektiv und effizient arbeitet und seine Verantwortlichkeiten erfüllt. Es ist wichtig zu beachten, dass die Vorstandsentwicklung ein kontinuierlicher Prozess ist und regelmäßig überprüft und angepasst werden sollte, um sicherzustellen, dass sie den sich ändernden Bedürfnissen und Herausforderungen des Instituts gerecht wird.

Sendo presidente de uma associação sem fins lucrativos observo que uma das questões mais relevantes a serem consideradas quando tratamos da definição de conselhos é envolver pessoas comprometidas com a missão da organização, isto é, aquelas que sabem da importância da sua atuação e o fazem por desejarem contribuir para o sucesso sem esperar por retribuição. Uma missão dentro de outra missão!

Establish the most important areas for organisation first e.g. where income/support/charity etc comes from and the three most important and essential factors for charity to survive/live on. Once that’s done, analyse each from strengths/weaknesses/opportunities point of view. Then go to next level- until you form in depth understanding about what works. What has to go and what’s to be improved.

It's essential to recognize that there is no universal board development model for non-profit organizations. The traditional model emphasizes fiduciary, strategic, and generative functions, utilizing committees, policies, and procedures. This framework is well-suited for organizations that prioritize structured governance and accountability. Conversely, the policy governance model, placing emphasis on the board's responsibility for defining the organization's vision, mission, values, and outcomes, works effectively for organizations that prioritize strategic leadership and long-term planning.

Para qualquer tomada de decisão relacionada a modelos de gestão, é necessário antes perceber as particularidades de cada organização, pode se basear no modelo de análise estratégica SWOT auxiliados com outras ferramentas como o SCRUM para a escolha do melhor modelo de desenvolvimento de conselho de uma organização sem fins lucrativos.

El concepto de gobernanza adaptativa creo que puede dar excelentes resultados en organizaciones pequeñas pero las grandes organizaciones requieren predictibilidad y estabilidad en las funciones para poder ser operativas. Gobernanza por Scorecard y misión, visión y valores puede resultar más eficiente para las grandes y complejas ONG

Ein Vorstand in einer gemeinnützigen Organisation ist per se ehrenamtlich. Deshalb auch hier, neben all den verschiedenen Modellen, der Hinweis auf die Besonderheiten des Ehrenamts: Im Ehrenamt steht die Selbstlosigkeit im Mittelpunkt. Menschen bringen ihre Zeit, Energie und Fähigkeiten ohne finanzielle Entlohnung ein. Dies erfordert von der Führung/dem Vorstand ein besonderes Fingerspitzengefühl, um Motivation und Engagement aufrechtzuerhalten. Zudem ist die Vielfalt der ehrenamtlich Tätigen groß, was eine flexible und einfühlsame Führungsstrategie erfordert.

Engaging your stakeholders is crucial, however, what is more important is the ability to listen and adopt the recommendations from the stakeholders. This goes beyond the outward appearance of holding countless sessions to appear genuine when in fact you are ostensibly genuine. Then there is the issue of giving the board the opportunity to govern and have proper oversight of how you implement set out strategy and activities.

Além dos métodos mencionados, pude empregar mais outros tantos, tais como: (I) pesquisas de opinião; (ii) análise de dados internos, (iii) fóruns online, e até mesmo (iv) realizar eventos de networking para obter insights valiosos dos stakeholders. A diversificação das abordagens permite uma compreensão mais abrangente das necessidades e expectativas, contribuindo para a escolha do modelo de desenvolvimento de conselhos mais alinhado com a organização sem fins lucrativos. Posso considerar que foi um desafio para a minha carreira quando presidente de um Instituto de financiamento estudantil.

Selecting a board development model should never be an isolated task. It's imperative to involve stakeholders such as board members, staff, volunteers, donors, beneficiaries, partners, and funders in the process. Engaging them through interviews, focus groups, workshops, or online platforms to solicit their insights, feedback, and buy-in is crucial. This inclusive approach ensures that the chosen board development model truly reflects your organization's values, needs, and aspirations. More importantly, it garners the support and commitment of those impacted by it.

Cualquier implementación requiere de involucrar a todas las partes, ya que es la única forma de que se desarrolle de forma natural el empeño en convertir el máximo de los resultados, la auto gestión de las herramientas y la auto implantación de las metas requeridas.

Clarity on who one's stakeholders are is extremely important. in many cases internal stakeholders are overlooked which results in delays/losses. Clear communication is paramount for smooth running of a project. Also, calling out issues earlier on is equally important as done in time it can be converted to opportunity. "Never shy away from a chat"

Any Board development strategy cannot be fully achieved without an inclusion and diversity initiative. A non-profit organization should have members from different groups. LGBTQ+ members, Latin American, Asian, African, European, and others, if possible. It may be challenging to find them, depending on the company's location, but not impossible. The more inclusive the board is, the more it can develop and benefit from diverse perspectives and experiences. Also, different cultures and religions should be represented, again if possible, to foster mutual respect and understanding.

Un plus que debe considerar una junta, es tener claro la planificación y visión organizacional, todos los miembros de la junta deben estar convencidos de esa visión y llevar la bandera, tener claro a dónde apuntan los ayudará a definir cuál es la estrategia adecuada para el negocio y la definición de roles dentro de la junta.

Poca duda cabe que la comunicación interna es un valor estratégico que muchas empresas minimizan y hasta ningunean, que forma parte de la cultura de empresa y es canal para su desarrollo y que con ella, los procesos inherentes al desarrollo de análisis de puntos críticos (y no tan críticos) para su revisión y corrección pueden ser atendidos. La fluidez de la organización pasa por la fluidez de la junta. Si somos líderes, debemos dar muestra de lo que hacemos para inspirar a quienes colaboran con nosotros en el desarrollo de la organización.

In addition to regular implementation and evaluation, incorporating diverse perspectives and experiences in your board development model is crucial. This involves seeking input and feedback from a wide range of stakeholders, including those outside the traditional board structure, such as community members, beneficiaries, or external experts. Such inclusivity can enrich the board development process by introducing new ideas, identifying blind spots, and ensuring that the board's composition and activities reflect the diversity and complexity of the communities they serve. This approach fosters a more dynamic and responsive board, capable of addressing a broader range of challenges and opportunities in fulfilling the organization's mission.

Das Board-Entwicklungsmodell kann sicherstellen, dass Stakeholder aktiv eingebunden werden, indem es klare Kommunikations- und Kooperationsstrukturen schafft. Dies kann erreicht werden, indem regelmäßige Treffen und Workshops mit den Stakeholdern organisiert werden, bei denen ihre Meinungen und Bedürfnisse berücksichtigt werden. Darüber hinaus können Feedback-Mechanismen implementiert werden, um sicherzustellen, dass die Stakeholder kontinuierlich in den Entwicklungsprozess einbezogen werden. Für die Umsetzung des Modells sollten bestimmte Personen oder Gremien verantwortlich gemacht werden, die die Rolle des Stakeholder-Managements übernehmen. Dies könnte bspw. ein Stakeholder-Beauftragter sein, der als Ansprechpartner fungiert.

In assessing your current situation, consider leveraging diverse evaluation tools like board self-assessments, stakeholder surveys, SWOT analysis, or external reviews. Gather relevant data to understand your board's composition, roles, responsibilities, performance, and governance practices. This holistic approach helps identify strengths, weaknesses, opportunities, and threats, forming the basis for setting realistic and measurable goals for board development. Emphasize the importance of an ethical code of conduct, focusing on results and avoiding politicization. This foundational understanding prepares your organization for the subsequent steps in selecting and implementing a suitable board development model.

With no doubt, I will select a lean-perspective methodology to manage the board of my NGO. A value stream map will help to understand the added value and the waste. Select those critical steps in your VSM and set up a critical KPI, then understand how those KPIs will be fed, and then you can have the content for the boards. At the end, an NGO or a normal business organization have the same way to be analyzed; add-value analysis will work in both types of organizations.

Los equipos directivos deben ser multidisciplinarios y que cada uno aporte ideas desde el punto de vista de sus profesiones así los planes de acción tienden a ser más efectivos y más comprometidos su parte directiva

There is no such thing as a development Modell for the board of an NGO. If you need it you have selected the wrong people to run the NGO. Of course you need a model zu run the NGO but if the board is not motivated itself and does not know how to develop the team or the Organisation then you should simply exchange the people. Sound very simple I know. But it’s my true and honest experience. Let’s discuss

De toda mi experiencia en distintas ongs como director de las mismas, las juntas directivas estaban constituidas por personas voluntarias que nunca habían trabajado en una obra como la que integraban, por lo tanto no opinaban demasiado sobre el modelo de trabajo, sino que avalaban o no las propuestas que se les presentaban, y colaborar jcon las distintas actividades para el sostenimiento de la tarea, ser los representantes legales finales ante las autoridades del Estado. Pienso que deberían integrar estas juntas con al menos la mayoría de sus integrantes tengan experiencias concretas de trabajo social o de desarrollo, aunque lo ve lejano esto.