The Role of Committees in Streamlining Board Operations

One of the best compliments I can give a board meeting is to call it “boring.” I like boring board meetings. That means the hard work has already been done in committee, the information has been vetted, the options have been reviewed, and the board has received a clear, well-prepared report. Everyone trusts the committee to do their job, the board asks good questions, and decisions move forward with little drama or conflict.

This isn’t luck. It’s the result of well-structured board committees doing what they’re meant to do, dig into the details, prepare thoughtful recommendations, and support the board in fulfilling its fiduciary responsibilities and advancing the mission.

Why Committees Matter

Committees allow a board to divide and conquer. They make it possible to do deep work in key areas without bogging down the full board in every detail. They also create opportunities for board members to use their expertise in meaningful ways and help staff partner more closely with board leadership.

When committees function well, board meetings become focused, efficient, and even enjoyable.

Core Committees Every Board Should Have

While every organization is different, most boards should have at least the following standing committees:

1. Governance or Board Development Committee

This committee is responsible for the health of the board itself. It recruits new members, oversees orientation, manages board evaluations, and helps ensure the board is diverse, skilled, and engaged. This group also reviews bylaws and governance practices to ensure alignment with best practices.

2. Finance Committee

The Finance Committee provides oversight of the organization’s financial health. This includes reviewing budgets, financial statements, and audit reports, and working closely with the Executive Director and any financial staff. They help the board make informed financial decisions and flag any concerns early.

3. Fundraising or Development Committee

This committee partners with staff to support the organization’s fundraising strategy. They help identify prospects, support donor engagement, and ensure the board is participating in fundraising in a way that aligns with their role. They can also help plan events, campaign efforts, and other revenue-generating activities.

4. Executive Committee

Typically composed of the board officers and committee chairs, the Executive Committee acts on behalf of the full board between meetings when necessary. It supports the Executive Director, handles urgent matters, and may help shape agendas for board meetings. This group should not become a decision-making body on its own, but can be an essential steering group for board operations.

Additional and Ad Hoc Committees

At Ijams Nature Center, we also have a Land and Facilities Committee. This committee reviews land use changes, acquisitions, facility needs, and site development. It's crucial for an organization like ours that manages natural areas and physical assets.

We also currently have an ad hoc Capital Campaign Committee. This group is overseeing all activities related to our Capital Campaign and Master Plan. Because capital campaigns have so many moving parts, it’s helpful to have a dedicated committee to keep things on track.

Ad hoc committees can be extremely helpful for short-term projects or time-bound efforts. Just make sure they have a clear purpose and sunset clause so they don’t linger beyond their usefulness.

How Committee Work Actually Works

Effective committee work follows a clear and manageable process:

• Meet only when there’s real work to do. Committees should not meet just to meet. If there are no decisions or discussions needed, a quick update email is enough.

  
  

• Staff support matters. Each committee should be staffed by a relevant team member who provides good background materials, context, and support. This helps the committee make informed decisions and not waste time trying to understand basic details.

  
  

• Board members should come prepared. Committee members should read any materials sent in advance and show up ready for discussion.

  
  

• The committee chair should prepare a short, clear report. That report goes into the board packet, outlines any recommendations or votes needed, and gives the full board the confidence that the committee has done its job.

  
  

• If a vote is required, it’s clearly stated and tracked. The chair calls for a vote, and the results and actions are recorded and monitored.

  
  

When committees function this way, the board meeting itself becomes the final step in a well-managed process, not the start of one.

The Role of the Executive Director/CEO

Executive Directors and CEOs also have a role to play in successful committee work. I’ve learned over the years that knowing your board members well helps a lot. Sometimes a board member has a question or concern that can be addressed before a meeting with a simple phone call or conversation. That pre-meeting context can make a huge difference in keeping meetings focused and positive.

Helping committee members understand what’s needed from them, and supporting committee chairs in leading strong meetings, is part of the job. When the partnership between staff and board is working well, everything else runs more smoothly.

What This Looks Like in Practice

At Ijams Nature Center, we hold committee meetings monthly and board meetings every other month. Our board meetings have traditionally been one hour, held from noon to 1:00 p.m., with lunch served. We recently extended that to an hour and a half to allow for more thoughtful conversation as our Capital Campaign activities have grown.

Even with the additional time, our board meetings are focused and productive. That’s because our committees are active, informed, and well-supported. We trust each other. And that trust is built through good process.

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Committees are where the real work of a board happens. When they function well, your board meetings become more strategic, your board members feel more engaged, and your organization is better positioned to make progress on its mission.

If your board meetings are dragging on or filled with off-topic debates, it may be time to take a closer look at how your committees are working, or if they’re working at all.

A great board doesn’t do all the work in the room. It sets up smart systems, uses its talent wisely, and trusts the process. Committees are a big part of making that possible.