It isn’t news that many boards struggle to get a handle on good governance. Would it help if one of your board members was exclusively dedicated to the matter?
Yes, it would, argues Paul Jansen, a University of California-Berkeley business professor, and Helen Hatch, a Berkeley business student. In an article for the Stanford Social Innovation Review, “Does Your Nonprofit Board Need a CGO?,” the two make a case for creating such a role.
The reasons for a chief governance officer, they write, are straightforward: Boards tend to become disengaged, their goals can become scattered, and their members can struggle to agree on what good governance is—and rarely make a plan to define it, let alone improve it. A culture of confusion, without intervention, can prevail.
Please select this link to read the complete article from Associations Now.