Over the past 30 years, board committee structures have been streamlined. Many boards are looking for more flexible ways of managing their workload while adjusting to the board’s evolving needs.

According to Leading with Intent: 2017 National Index of Nonprofit Board Practices, the average number of standing board committees is 4.5 with most boards having four or fewer committees. In 1994, boards had an average of 6.6 committees. Here are some alternatives for delegating — or not delegating — various tasks to specific committees.

Role of a committee
Committees can be a practical way to structure and manage the board’s work. Sometimes a smaller group can be more focused and efficient in dealing with issues than the full board. A committee is created to provide counseling and advice for the board or to handle a task on the board’s agenda. Any recommendations made by a committee needs to be approved by the board, but remember, the board is not obligated to go with committee suggestions. Committees are more effective when their charter and scope of work is clearly defined by the board.

Traditional committee structure
Most boards consider committees an essential part of their structure. Traditionally, the bylaws define the standing committees and their roles. According to Leading with Intent 2017, the most common standing board committees are finance; executive; fundraising/development; and governance, nominating, or governance and nominating.

To allow for flexibility, the bylaws could authorize the board to form committees as necessary and allow for policies to define the details. In addition, boards can form ad hoc committees or task forces that are created to carry out a specific task. These also need a job description.

Qualities of an effective committee
A streamlined committee structure makes board work easier. Involving board members in committee activities is a direct way of taking advantage of everyone’s special skills and expertise. An effective committee has

  • a clear job description and defined goals
  • a chair who is able to involve all members in the committee work
  • members who are committed and willing to spend the needed time to accomplish their tasks
  • a sense of being part of the full board and not working in isolation
  • an understanding of time constraints and deadlines
  • an understanding that it does not make decisions; rather it advises, recommends, or carries out a task
  • an evaluation process to assess its own achievements

Read the full article about effective board committees at BoardSource.