| Every nonprofit Board needs to govern not only | | | | enforcement and the Governance committee has |
| its organization, but also itself. Smart nonprofits | | | | the authority to enforce the bylaws. |
| create a Governance Committee to monitor the | | | | While a Governance Committee can handle Board |
| actions of the Board and ensure that the Board | | | | attendance issues, here are some other things |
| adheres to its bylaws. | | | | the committee can manage: |
| Many nonprofit staff and Board members | | | | • Overall health and effectiveness of the |
| complain about individual Board members who do | | | | Board. The committee can make sure that things |
| not attend meetings, don't return phone calls, and | | | | are working smoothly. |
| don't respond to emails. They wish there was a | | | | • Self-assessment. The committee can |
| way to get rid of these types of Board members | | | | ensure that the Board undertakes an evaluation |
| but they aren't sure what can be done, if | | | | process each year to monitor its own actions and |
| anything. The good news is that there is a way | | | | implement any changes needed. |
| and a Governance Committee can facilitate it. | | | | • New member recruitment and orientation. |
| Most nonprofit bylaws have attendance | | | | The committee members can spearhead the |
| requirements listed (something like "after 2 | | | | process of identifying and recruiting new talent to |
| unexcused absences, members will be asked to | | | | the Board, and getting them acclimated to the |
| resign from the Board"). The power comes in the | | | | Board policies and processes. |