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Home >> Case studies from the Indian Voluntary Sector >> Conclusions



The above case studies reflect that Governance Best Practices can be initiated despite an inadequately supportive socio legal context and other challenges that voluntary organisations are faced with.

Its also fairly evident that a good Board can enhance the effectiveness of the organisation if the Board’s role can be consciously extended beyond the statutory. Reviewing the organisation’s needs against the competencies required at the level of the Board as well as keeping the Board informed and engaged in the organisation’s work have shown to substantially influence the effectiveness of the organisation. This has led to greater credibility of the organisation in the public domain and therefore increased support.

Undoubtedly there are challenges and its no easy task to ensure that the Board is perpetually proactive and engaged. Its difficult to find good people who will make appropriate Board members at a given point in time, there are team cohesion issues that need to be dealt with, Boards can be inadequately clear about their role specially in the context of a rapidly evolving organisation and there could be mismatch of expectations…Yet, these challenges are not insurmountable. It requires the management, specially the CEO to be sensitive to and conscious of the needs of the Board and its individual members, within the context of organisational growth and emerging needs.

Good Boards do not just happen. They need to be consciously created, engaged and sustained and hopefully the study has thrown light on some strategies that are actually used by CEOs to create, nurture and sustain a good Board.

The researcher is a Governance Advisor with Murray Culshaw Consulting and may be contacted at