About Us: Non-Profit Governance of The Nature Conservancy

The Trustee Council

The purpose of the Trustee Council is 1) to represent and express the wide array of views, values, and perspectives that make the Conservancy a strong and diverse organization; 2) to serve as a catalyst and resource for engaging our volunteer leadership on our most important organizational priorities, including those that transcend state and country lines; and 3) to be an integral part of a broader program of improved communication, dialogue and engagement of Trustees and other volunteer leaders in the work of the Conservancy, particularly at the regional and organization-wide levels where Trustees have historically had fewer opportunities to participate.

I.    Composition

Beginning in 2009, this group will be composed of chairs of state, country, and regional boards; i.e., “chapter chairs.” Should the chair be unable to attend a meeting or other activity of this group, he or she may select the chair-elect, vice-chair, or other member of that board’s leadership to attend.

II.    Principal Purposes

  1. Provide advice and counsel to the Board, sharing views on issues and discussing major Conservancy initiatives with the Board of Directors at an appropriate annual venue.
  2. To recognize the leadership role played by the chairs of our state, country, and regional boards and to provide them with the opportunity to develop greater understanding of and participate in the Conservancy’s regional, global, and organization-wide issues.
  3. Stimulate greater engagement of all Trustees in issues transcending state and country lines, leveraging their skills, interests, and relationships inside and outside the Conservancy to advance key strategies (e.g., sustainable harvests, legislative initiatives, partnerships, philanthropy, branding, etc.). 

III.    Activity

  1. Chapter Chairs will meet annually with the Board of Directors. Other meetings or calls will be scheduled as needed to address significant organizational issues. 
  2. Chapter Chairs may be asked by the Board or staff to help identify and recruit other Trustees to serve on special short-term task forces to address specific conservation challenges and opportunities (e.g., energy, climate change, raising public awareness, etc.).

IV.    Chapter Chair - Board of Directors Annual Meeting

  1. Chapter chairs will receive a “state of the organization” report covering conservation, finance, philanthropy and/or other topics. Major issues will be outlined and discussed.
  2. The chapter chairs will have the option of selecting one or two colleagues to serve as liaisons to the Board of Directors and staff to develop the agenda for each meeting or call. The liaison role will be a one-year, rotating assignment. The Board of Directors in turn will select up to two of its members to serve as liaisons for the chapter chairs throughout the year.

V.    Timing of Transition

Current Council members and current board chairs will both be invited to the October 2008 Conservation Learning Exchange and Board meeting in Vancouver, British Columbia. Council membership will be comprised of chapter chairs following that meeting.

Related propositions:

  1. Trustees will be provided with significantly more opportunities over time to work across state and country boundaries and interact with volunteers and staff from other programs. The global summit will be augmented in off-years with regional meetings and other opportunities for cross-border engagement. 
  2. Guided by results of the Trustee survey and other Trustee and Conservancy leadership input, communication on organization-wide issues, goals, and programs will be improved, as will opportunities for Trustees to interact with regional and worldwide office staff.
  3. In addition to direct outreach by the worldwide office, regional and state and country directors will have increased responsibility for communicating with Trustees about the greater organization and will receive additional support for this communication from the worldwide office.
  4. Trustees will be encouraged to play a more active role in identifying candidates for the Board of Directors. The Board will produce an annual profile of the backgrounds and skills being sought in new candidates for the Board, and all Trustees will be asked to recommend fellow trustees and other individuals as potential candidates. 
  5. The Board of Directors will evaluate the effectiveness of the Council on an annual basis.