T HE BOARD is a critical asset for every nonprofit organization. Herman and Renz (1997) and others (for example, Brown, 2005; Jackson and Holland, 1998) have found that effective boards are associated with organizations that tend to perform better in terms of both fiscal performance and perceptions of organizational effectiveness. The need for governing boards to be informed, engaged, and effective has never been greater. Increasing competition for resources, greater organizational complexity and sophistication, and the potential of external regulation drive the need for high-quality board members. Furthermore, voluntary modes of engagement are