Perfect board governance is a elusive notion. But it is something boards must strive for – and one they can achieve if they recognize what good governance is as long as they are constructed to an exacting blueprint (what Nadler calls ”board building”) and if they exhibit appropriate behaviors.

In order to achieve this, boards must be structured appropriately, well-chosen, and focused on the future. They must be able balance the needs of the organization with the requirements of its stakeholders and shareholders. They must be able to deal with the new regulatory pressures as they develop.

The success of a non-profit is dependent on its board’s ability to address these challenges, and to ensure that they are set for a future of sustainability. A strong board can assist its trustees to fulfill their responsibilities and serve the community by ensuring that the programs of an organization are safe or are on track to achieve accreditation.

The most important structural element is establishing a proper agenda for the board and a schedule. It should be easy for directors to decide on issues require their attention as well as the ones that are delegated. It should developing a proactive cybersecurity culture also state the times when the board needs to be informed or consulted on matters that do not require a vote by the board in its entirety.

Finally, boards must be able identify their own weaknesses and areas for improvement. An annual review is beneficial as it allows the board to compare its performance to that of its peers.