This is the second article in our series aimed at helping nonprofit leaders navigate new challenges that have surfaced in the wake of the COVID-19 pandemic. This content was developed in collaboration with trusted colleagues in the Tampa Bay Area that also provide consulting services to the nonprofit sector.
Ensuring board engagement is a critical priority as nonprofits continue to react to this crisis caused by
COVID-19. The fiduciary responsibility and legal obligation vested with boards requires their continued
involvement in organization oversight. With nonprofits facing so many difficult challenges now, and for
the foreseeable future, it is imperative boards are executing those responsibilities. Should a board be
uncertain of its role right now, communicate with your board chair to provide needed clarity. If your
board is looking for direction, give it to them.
Nonprofit staff should not attempt to deal with this crisis alone. The pressures of extremely difficult
situations affect good judgment and decision making. Overwhelming waves of seemingly never-ending
challenges can impact emotional and health well-being. Board members can offer much needed insight
and serve as a personal life-line as well. We are in a time when moving forward means taking
incremental steps based on day-to-day circumstances and thinking ahead to the next week is considered long range planning. The reality is we are in a series of adapting to next phases.
Ongoing communication should be maintained to keep board members apprised of situations affecting
your organization. The board should be kept informed on financial status, staff changes, additional
service demands, and alterations to programming and events. Let them know how you and your team
are personally coping with the challenge at hand. Make sure your board is first in your communication
chain so they’re not surprised with news they may hear elsewhere. On major decisions, always solicit
board input before taking action.
As you develop plans for “what’s next” reach out to your board members for their advice. Get them
engaged with determining how the organization will move forward. Asking your board to take on
developing options for a particular problem is a way for them to be involved. A priority for keeping
board members engaged is to remember they are being personally affected by the same issues
everyone else is. Stay in touch so you’ll know how they’re doing.
Working with your board to maintain good governance practices is always important. Benefiting from
their perspective will help your nonprofit have the best possible outcome for response to COVID-19.
Keep in mind your governance documents – what now needs to be updated or included in our bylaws?
Do we have a telecommuting, virtual meeting/voting clause? If not, where can we find one?
Board members are people, too. Remember to keep your board leaders informed and be sure to check
in with them about more than “just nonprofit business.” They support you because they care about your
mission and its important nonprofits show we care more about them than simply what they can do for
us.
Contributing Authors:
Heather Grzelka, APR, Madeira Public Relations
Laurie Huebner, SPHR, People Solutions
Sheryl Hunter, Esquire, Hunter Business Law
Shelley Sharp, MBA, Connect For More
Hardy Smith, Hardy Smith Consulting
Alyce Lee Stansbury, CFRE, Stansbury Consulting
Liz Wooten-Reschke, MPA, CGT, Connect For More
COVID-19. The fiduciary responsibility and legal obligation vested with boards requires their continued
involvement in organization oversight. With nonprofits facing so many difficult challenges now, and for
the foreseeable future, it is imperative boards are executing those responsibilities. Should a board be
uncertain of its role right now, communicate with your board chair to provide needed clarity. If your
board is looking for direction, give it to them.
Nonprofit staff should not attempt to deal with this crisis alone. The pressures of extremely difficult
situations affect good judgment and decision making. Overwhelming waves of seemingly never-ending
challenges can impact emotional and health well-being. Board members can offer much needed insight
and serve as a personal life-line as well. We are in a time when moving forward means taking
incremental steps based on day-to-day circumstances and thinking ahead to the next week is considered long range planning. The reality is we are in a series of adapting to next phases.
Ongoing communication should be maintained to keep board members apprised of situations affecting
your organization. The board should be kept informed on financial status, staff changes, additional
service demands, and alterations to programming and events. Let them know how you and your team
are personally coping with the challenge at hand. Make sure your board is first in your communication
chain so they’re not surprised with news they may hear elsewhere. On major decisions, always solicit
board input before taking action.
As you develop plans for “what’s next” reach out to your board members for their advice. Get them
engaged with determining how the organization will move forward. Asking your board to take on
developing options for a particular problem is a way for them to be involved. A priority for keeping
board members engaged is to remember they are being personally affected by the same issues
everyone else is. Stay in touch so you’ll know how they’re doing.
Working with your board to maintain good governance practices is always important. Benefiting from
their perspective will help your nonprofit have the best possible outcome for response to COVID-19.
Keep in mind your governance documents – what now needs to be updated or included in our bylaws?
Do we have a telecommuting, virtual meeting/voting clause? If not, where can we find one?
Board members are people, too. Remember to keep your board leaders informed and be sure to check
in with them about more than “just nonprofit business.” They support you because they care about your
mission and its important nonprofits show we care more about them than simply what they can do for
us.
Contributing Authors:
Heather Grzelka, APR, Madeira Public Relations
Laurie Huebner, SPHR, People Solutions
Sheryl Hunter, Esquire, Hunter Business Law
Shelley Sharp, MBA, Connect For More
Hardy Smith, Hardy Smith Consulting
Alyce Lee Stansbury, CFRE, Stansbury Consulting
Liz Wooten-Reschke, MPA, CGT, Connect For More