An outside consultant can work with the board and executive director to help identify the root causes of board inactivity, and to design solutions. One of the tools that consultants use is a board assessment, which asks board members to describe their experience of serving on the board, and to assess the board's effectiveness in fulfilling its governance responsibilities. The consultant then summarizes all of the responses into a report that is discussed by the full board and facilitates a discussion on findings. Alternatively, the consultant speaks with individual board members and offers his or her own assessment of the board's strengths and weaknesses, with attendant recommendations for improvement.

Another role consultants play is to engage the board in discussions of mission, vision and planning. For example, in Board Transformation at the Council of Senior Centers and Services of New York, the organization used consultants to facilitate the strategic planning processes that helped them refocus their mission and board involvement.

Funders can also play an important role by asking questions about board involvement that encourage the board to examine their own level of participation. Funders can also refer nonprofits to consultants with expertise in board development, and can support this work with funding. If a funder is on the board s/he is particularly well positioned to raise concerns about the lack of member involvement.

Board members often appreciate hearing from leaders from other organizations about how their organization addressed the transition that their board is trying to make.

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