nonprofit organization dev mgt lecture 5
DESCRIPTION
LS 202TRANSCRIPT
LECTURE V
BOARD GOVERNANCE AND DEVELOPMENT
Nonprofit Organization Development & Management
Beulah Heights UniversityBeulah Heights UniversityAtlanta, GAAtlanta, GA
Objectives
Participants will:Gain an understanding of the meaning of fiduciaryReview components of a Board Policy ManualUnderstand the role and responsibilities of a Board MemberUnderstand the role and responsibilities of the
Chief Executive OfficerUnderstand how to diffuse potential conflict
between board and staff
What Do Boards Do?
Legal and fiduciary
Oversight
Fundraising
Provide representation of constituencies and viewpoints
“Fiduciary”Responsibility
A person to whom another‘s property or the management of another‘s property is entrusted
A nation under whose authority a trust territory is placed
Any of a group or board of persons appointed to manage the affairs of an institution or organization
To commit (property or management) to a trustee or trustees
What Should You Know Before Joining the Board?
Ask questions about the organization’s programs How do current programs relate to the mission?
Ask questions about the organization’s financial status Does the board discus and approve the annual budget? How often do board members receive financial reports?
What Should You Know Before Joining the Board?
Ask questions about the organization’s clients and constituencies Are the organization’s clients or constituents satisfied with the
organization?
What Should You Know Before Joining the Board? (Continued)
Ask questions about the structure of the board
Are there descriptions of the responsibilities of the board as a whole and of individual board members?
Best practice suggests the development of “job descriptions” for the chairperson, vice-chairperson, secretary, and treasurer
The Board Manual: An Orientation and Resources Tool
The board should create a Board Manualthat will include the following areas: Board members’ listings and bios
Board members’ terms
Board member description of responsibilities
Committee and task force job and descriptions
The Board Manual: (Continued)
Historical references of the organization
Brief written history and/or fact sheet
Articles of Incorporation
Bylaws
IRS determination letter
Listing of board members
The Board Manual Continued
Strategic framework
Mission and vision statement
Strategic plan
Current annual operating plan
Minutes from some recent board meetings
The Board Manual continued
Policies pertaining to the board
Policy on potential conflicts of interest
Board insurance policy coverage
Legal liability policy
Travel/meeting expense reimbursements
The Board Manual
Finance and fund-raising
Prior year annual report
Most recent audit report
Current annual budget
Form 990
Banking resolutions
Investment policy
Current funder/grants list
The Board Manual continued
Staff Staff listing
Organization/team chart
Annual Evaluations
Other information Annual calendar
Web site information
Promotional material (membership brochure, information brochure, advertisements, etc.)
Ten Basic Responsibilities of Nonprofit Boards
1. DETERMINE THE ORGANIZATION'S MISSION AND PURPOSES 2. SELECT AND TERMINATE THE CHIEF EXECUTIVE3. SUPPORT THE CHIEF EXECUTIVE AND ASSESS HIS OR HER
PERFORMANCE4. ENSURE STRATEGIC PLANNING5. ENSURE ADEQUATE RESOURCES6. MANAGE RESOURCES EFFECTIVELY7. DETERMINE, MONITOR, AND STRENGTHEN THE ORGANIZATION'S
PROGRAMS AND SERVICES 8. ENHANCE THE ORGANIZATION’S PUBLIC STANDING9. ENSURE LEGAL AND ETHICAL INTEGRITY AND MAINTAIN
ACCOUNTABILITY10. RECRUIT AND ORIENT NEW BOARD MEMBERS AND ASSESS BOARD
PERFORMANCE
Legal Responsibilities
Duty of care: Be diligent and act prudently.
Duty of loyalty: Act in good faith and not allow personal interests to override responsibility.
Duty of obedience: Adhere to the mission and policies of the Organization
Board Officers
Board Chair – provide leadership to board members. Chair Board meetings.
Secretary – maintain the Board’s minutes and other pertinent documents.
Treasurer – maintain the financial records, approve expenditures and produce financial reports. (CPA or seasoned accountant)
Board Committees
FinanceProgramMarketingFundraisingNominating
Chief Executive Officer Role
Hiring and terminating staffManagement of day to day operationsAssure that staff receive proper training Providing accurate, timely information and reports
to the BoardSupporting Board CommitteesFundraising Make the most of all resources, financial, human
resources and equipment
Keeping Your Board Motivated
TrainingRecognition – say thank you oftenMatch task with skill setsBuild team spiritRecruit diverse board members
Role Conflict: Executive Dir. VS Board Member
VIDEO Case Study: Balancing the Board and Staff.Three common areas where board and staff need to
work together to get the job done right: Budget and Finance, Fundraising and Strategic Planning.
Which task are primarily for the Board or the staff?
Resources
www.BoardSource.Comwww.gcn.orgStarting and Running a Nonprofit by Joan M.
HummelFaith-based Management by Peter Brinckerhoff