Last month we discussed what some people call the "working board," usually the board of an all-volunteer or sparsely staffed organization.

This month, lets look at what I will call the traditional board. This is the most frequent board model.

This board has some staff, and board members serve on at least one committee. The board delegates work to the Executive Director (ED). The ED makes recommendations to the board on policy and manages the staff. The size of the organization, the size of its staff and the size of its vision will determine the amount of hands-on work the board is required to do.

Strengths: The board and staff are partners in fulfilling the mission of the organization in a flexible management fashion appropriate to its size, mission and strategic plan.

Weaknesses: There can be a confusion of roles and responsibilities. The board may have difficulties avoiding two negatives: either rubber stamping the ED's recommendations or, on the other hand, trying to micro-manage the staff. It may focus too much on means and not enough on ends.

Traditional Boards, like all boards, must: focus on ends (their mission and strategic goals), honor the legal requirements for boards, such as providing a system of monitoring and evaluation of operations, making sure business is being conducted in a manner in keeping with all state and federal laws and avoiding conflicts of interest. They must be active, attend meetings, demand program outcome evaluation, help with succession planning and be involved in advocacy on behalf of the organization.