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Board Governance

Course Overview

Nonprofit boards govern by providing high-level vision and leadership to ensure sound stewardship of organizational assets and resources. This course, delivered with a focus on interactive exercises, will give you the knowledge and tools you need to improve the results and impact of your board. Board Governance is one of nine courses in the Nonprofit Credential Program designed to provide you with the resources you need to make an even greater impact.

This course will show you how to:

  1. Create and support an active, critically aligned, and engaged board.
  2. Orient and provide ongoing training to board members on their roles and responsibilities.
  3. Learn how to activate your board in building public understanding and trust.
  4. Ensure your bylaws, policies, and procedures align with and inform how your organization's work is done.
  5. Learn how to provide financial oversight and monitoring to the organization.
  6. Set strategic organizational goals and assess performance.
  7. Successfully build a partnership between the board and the Executive Director/CEO (as applicable).

Board Governance will be held in June 2024.

Each of the nine UNA Credential courses is offered online, once in a calendar year.
Please check the UNA Event Calendar for all upcoming courses.

UNA Member Rate: $180 for the first person/$40 for each additional participant
Not-Yet-Member Rate: $360 for the first person/$80 for each additional participant

Board Governance Badge Requirements

In order to receive theUNA Board Governance Badge, the organization must submit the following items for review:

Please follow specific guidelines in the participant folder, as they are always going to be the most current.

Board Orientation

Board Orientation document, packet, video or checklist of items given to new board members at the commencement of their service term.

Board Handbook

Table of Contents or checklist showing documents included in Board Handbook (or similar compilation of organizational documentation) including revision or version date.

Board Assessment

Template of board assessment tool used by the organization. Include a document noting how often the tool is administered to assess board performance and how results have been used to impact board effectiveness.

Board Training

Proof of ongoing board training; for example, a board training calendar, sample of recent board training, document outlining how board trainings occur in the organization or similar proof.

Organization Bylaws and Review

Copy of organization’s bylaws, including voting procedures, number of board members, terms of office, removal from office, how bylaws are revised, and description of officers and their duties. Document describing most recent review of bylaws, including who was involved in the review and when it occurred.

Policies and Procedures and Review

Policies and Procedures manual, including code of conduct, whistleblower policy, nondiscrimination policy, document retention and destruction policy, and conflict of interest policy. Also include date of most recent review of policies and procedures and who was involved in its review.


Document that the board has established concrete long- and short-term organizational goals and methods of assessing progress towards those goals. Examples of this may include a strategic plan, a list of organizational priorities, a matrix citing goals and deliverables, a performance dashboard or similar proof. Risk Management Plan—Document outlining how the board protects the organization from fraud, abuse and/or negligence. This may include reference to separation of duties, conflict of interest policy, check-signing policies, work of Executive Committee as oversight body or similar proof.


Example of the organization’s programs- and activities-reporting tool, such as an annual report, including its revision or version date.

Fundraising Role

Document the board’s collective and individual fundraising role and how additional responsibilities are designated to staff (as applicable).

Financial Reports Verification

Document how the board independently verifies the accuracy of the financial reports it receives and ensures its financial mandates are carried out. Examples of this may include description of work by financial oversight committee or individual(s) appointed by the board, organizational audit, or similar proof.


Provide a checklist or calendar used by board to ensure the timely review and approval of state and federal filings prior to their submission.


Sample of board minutes showing an emphasis on policymaking rather than administrative decision making by the board.

CEO Performance and Compensation

Template organization uses to evaluate the performance of the CEO/Executive Director, (as applicable) including revision or version date. Document that outlines the process by which the compensation rate of the CEO/Executive Director is evaluated, including whether compensation is aligned with performance targets, and how often evaluation occurs.

NOTE: The documentation on the requirements requesting explanation need not be lengthy. Clear, concise statements on how the organization meets the requirement listed are sufficient. In most cases, three or four sentences should suffice.

Chris Conrad

Subject Matter Expert: Chris Conard

Chris is committed to meaningful outcomes for students through education. He is the Director of the Full-Time MBA program of the David Eccles School of Business at the University of Utah. He is driven by the vision of contributing to an inclusive and ethical future of business leadership. Before joining the David Eccles School of Business, Chris founded Playworks Utah, a social impact organization leveraging the power of play to drive student growth and academic outcomes. His ability to think strategically, empower his team, and deliver strong outcomes resulted in a period of high growth (20X market growth and 6X total revenue growth). He was recognized for his achievements with EY’s Social Entrepreneur of the Year award in 2019. Chris volunteers in his community by serving on the Board of Directors for the Community Foundation of Utah, where he is currently the Chair of the Philanthropy Committee. Chris received his undergraduate degree in Philosophy & Religion From Truman State University, a Master’s degree in Asian and Comparative Studies from the California Institute of Integral Studies, and is an alumnus of the University of Utah’s Executive MBA program. Chris loves live music, the outdoors, running, snowboarding & skiing, and can be found exploring the Wasatch Front with his wife and two children.