3 Ways accessible governance is simply better governance

Back in 2024, I shared five ways nonprofits can make their governance practices more accessible. We have since developed a workshop on accessible governance building on these teachings. In December of 2025, I had the pleasure of delivering this workshop to member food banks of Daily Bread Food Bank. The following reflect the insights of participants and our host.

We had a thought-provoking discussion that has led me to the conclusion that more accessible governance is oftentimes simply better governance. This is similar to the curb cut effect, whereby curbsides that are made more physically accessible end up being more useful to all users regardless of physical ability. So here are three ways that removing barriers that prevent specific directors and members from participating will ultimately help all your directors and members participate. 

Decentralizing governance to reduce burnout
One principle of accessible governance we’ve discussed before is the importance of giving more detail ahead of time. This starts even before a director is recruited. One way to make recruitment more accessible is to name honestly the extent of the commitment you are asking for. You wouldn’t ask a donor to write you a blank cheque. Why would you ask a volunteer? 

If after writing out the actual commitment you are asking of directors you realize it is an inaccessible position either for time, financial, or other reasons, it may be a sign that you are concentrating too much work with the board more generally. ONN’s Reimagining Governance project has in the past emphasized how much boards can delegate if they choose to. One of the benefits of a decentralized governance approach is that it reduces the likelihood of burnout on those involved, which 42 per cent of charities report they’re seriously concerned about.

Thinking ahead nips accessibility issues in the bud
One of the principles we discussed previously was giving people as much notice as possible before decisions are made. Sometimes this accessibility principle can be in tension with the need to make decisions quickly in urgent situations. But, it is possible to get the best of both worlds to have plans, such as crisis communications plans, in advance so that individual directors who may need more time have when deciding how best to delegate for crisis situations as well as what principles and processes will govern those decisions. 

Enabling directors to participate even when they must be absent
One common situation that comes up for boards is a director is unable to fully participate due to a medium term issue, such a health or family caregiving situation. The questions often become, “at what point do we ask this person to step down since they’re not fulfilling their duties?” or “how can we remove them?”

The answer may well be for them to step down, but a more accessible way to approach this situation is to first ask “What support can we provide to ensure they are still meeting their duties as a director within their current constraints?” To answer this question effectively, it’s important to understand what is truly the minimum standard a director is required to meet. 

Every organization is different, but in many cases, on a temporary basis, keeping the director informed, so they know if they need to object to something, and providing them with a meaningful opportunity to share feedback in a format and timeline that works for everyone allows you to continue to benefit from their expertise during their “absence”.

Indeed, taking such an approach may even be legally required if the reason for their absence is due to disability since the Ontario Human Rights Commission takes the view that the duty not to discriminate against workers extends to volunteers (and therefore may cover volunteer directors). 

Learning and sharing to advance accessibility
As we continue to deliver the accessible governance workshops, we will continue to learn and share from our participants and partners.