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By Nick Koerbin
So, you have been elected or appointed to the Board of your member association or local not-for-profit organisation. Here is a brief
overview of the roles and responsibilities of a Board.
🙋‍♂️ First, It is essential to understand that Boards and management of associations have very different roles, and these must be clearly
defined to ensure that everyone is completing their responsibilities. When the Board and the CEO work effectively, operations run more
smoothly. Blurred lines regarding governance and management roles can cause delays and frustrations, leading to a less successful
organisation and negatively affecting the association's ability to achieve its overarching goals.
🧓 Roles and Responsibilities of the Board
The members of an association’s Board, sometimes also referred to as directors of the Board, are individuals responsible for the overall
governance of an association’s values, mission and strategic objectives.
🧑 Governance is concerned with future planning and direction. The Board take a high-level view and oversees significant decisions on policy
and performance without being too involved in day-to-day operations.
🧝‍♂️ Some of the board's key responsibilities include choosing the association's CEO, making significant decisions about policy and
strategy, overseeing performance, and serving as an external advocate. The Board is supposed to act in the best interests of an
association’s members and stakeholders and work towards the stated mission. It is vital that the Board is informed about all big-picture
matters to have a comprehensive understanding of the association’s progress and direction.
🧝‍♂️ Board members are not employees of an association. They may be unpaid volunteers or receive some remuneration for their work serving
on the Board. However, they are likely to have other interests and roles outside of being a member of an association’s Board; they may have a
full-time position for a company, or they may act as a member on a few different Boards (so long as these do not represent a conflict of
interests). Board meetings typically take place only a few times a year.
The association sector is in the middle of a leadership handover.
Across Australia and New Zealand, CEOs and Executive Directors are moving on. Some are retiring. Some have gone to larger organisations.
Some have left because the relationship with their Board ran out of puff. The reasons vary, but the movement is noticeable, and Boards are
appointing replacements.
The encouraging part is the calibre of the people coming in. Many are genuinely well suited to the job — capable executives with strong
records behind them. A good number are stepping into an association CEO role for the first time.
Most associations can provide a long list of membership benefits. They may include professional development, advocacy, networking, industry information, events, resources, accreditation, discounts and access to specialist advice. However, a list of benefits does not necessarily explain why someone makes the decision to join.
While every Board is different, the same governance issues appear time and again. One of the most common is allowing one person’s behaviour
to dominate the Board table.
Almost every Board has experienced it at some point. One director who seems to consume more time and energy than everyone else combined.
How we help membership based, not-for-profit associations now and into the future.
