If you are a 501(c)3 organization, you must have a board. But even if you have a fiscal sponsor or you are running an informal program or single event, it is worth having a board. This group of people serves as a source of advice, energy, labor, and sometimes funds and helps to provide institutional stability and consistency.

Forming your Board

1. Clarify your purpose statement. Do you have a laser focused goal you want to achieve—with an objective, quantifiable brass ring you’re trying to reach? You can’t ask anyone else to help you reach for something you can’t clearly define.
2. Make sure you are familiar with your state’s Board of Director legal requirements. Understand the “duty of loyalty” and “duty of care” required of board members by law. But also look into your particular state requirements—what is the minimum number of board members required? What officers are required in your state?
3. Create a skill list. What are the kinds of things you are going to need? Real estate advice? Knowledge of teacher training? Do you need someone with good connections to the parks department? Recruit an initial board of directors. You will probably have to appoint your non-for-profit's very first board members as part of the process of incorporating in your state. While your initial board will probably consist of people involved in the project, it’s good to include at a few outside people (i.e. a lawyer or accountant board member could save you a lot of time and money).
4. What are you asking board members to do? What are the responsibilities and expectations that you have of board members? How many meetings a year? How much money do you expect them to “give or get?” Create a Board of Directors Responsibilities and Expectations Document. This is an expansion of your bylaws and establishes the structure of the Board; sub-committees, terms, individual responsibilities, etc.
5. Attach names to that skill list. Now that you know what you need and what you expect of them, you can recruit specific people. Don’t be shy! People love taking part in good things!
6. Hold an initial board meeting. Approve bylaws and elect officers; discuss and approve the Responsibilities and Expectations Document. This will help you get your Board up and running, while establishing how your Board will operate.

Running an Effective Board

1. Communication and preparation. Scheduling meetings far in advance and creating a clear agenda for each meeting is crucial.
2. Re-evaluate. Don’t beg a board member to stay—if she or he isn’t engaged, it’s not worth keeping them. Or, are you missing a skill set to help you achieve your goal? You might need to add some new blood.
3. Make meetings fun. Don’t underestimate the lure of fun. People want to be part of something they enjoy. Make sure to have a few topics that people can really debate. Give others a chance to talk and lead. Consider serving free food!
4. Create a clear distinction between “board” roles and “staff/volunteer” roles. This will help to make sure that everyone is accountable, doing their bit.
5. Say thank you. Maybe it’s a letter you write or a party to celebrate volunteers. Just make sure your board knows you appreciate their time, energy and money…and they will keep giving.