Even with dramatic changes in the structure, funding, and delivery of health care across the past decade, hospital foundation board and development volunteer management strategies have largely remained stagnant. That needs to change.

This study outlines a vision for the "2020 Board" and the four goals critical to achieving it. We've provided case study examples for each imperative, critical questions to help you understand your volunteer strategy baseline and opportunities for change, and a suite of downloadable tools and resources to help you take action.

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A new vision for the 2020 board

Health systems' current volunteer structures suffer from several pitfalls: board members spend too much time on governance and lack the tools to effectively partner with development to fundraise, accountability mechanisms are often counterproductive, and legacy structures hamper necessary change. To keep up with care transformation, all facets of the board must be scoped, empowered, agile, and accountable.

Development leaders must pare down board responsibilities to focus volunteers on the highest-value initiatives. Board meetings should educate and activate volunteers to complete work outside of the meetings. Short-term, opt-in-only task forces should replace antiquated committees. Finally, accountability efforts should include opportunities for both development staff and volunteers to explain their needs. Get more on the 2020 board.

Philanthropy Boards' Road Map for Change

Four steps to achieve the 2020 board

Streamline to essentials

While the foundation board's purpose is to support development in fundraising, the role is often conflated with alternative tasks. Too often, fundraising board members spend time reviewing budgetary minutia, discussing decisions outside of their purview, or taking action that is in direct conflict with health system strategy. Best-in-class boards assume only two true governance tasks: executive duties and trusteeship duties.

 Download related tools like the Essential Governance Workbook.

Enable independent action

With a reduced focus on governance, boards are able to spend the vast majority of their time supporting major gifts activities. To execute on this, board members must be given the right tools and training to translate organizational priorities into their own terms. They must also understand the moves management process and their role in it.

 Download related tools like sample meeting agendas and board role play scripts.

Flex around top funding priorities

There must be a shift in the way committees are created, staffed, deployed, and sunset. Most importantly, development leaders must reconsider the utility of permanent committees organized around service lines. Short-term, rotating work groups rally volunteers around specific causes and provide opportunities for board members to work with peers to achieve foundation goals.

 Download related tools like the sample task force charter and selection checklist.

Hardwire mutual value

After tackling the first three imperatives, volunteer structures will be more scoped, agile, and empowered. As a final step, CDOs need to build in a check-and-balance system to ensure the board remains this way, is held accountable, and continues to be strategically relevant and provide value. This step requires being proactive—ensuring continued alignment before a problem is noticed—and following up on both the individual and full board levels.

 Download related tools like the Board Recruitment Guide.

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