unlocking the why, what, who, and how of nonprofit boards · unlocking the why, what, who, and how...

©2018WashingtonNonprofits.www.wanonprofitinstitute.org/boards

Boards in Gear

Unlocking the Why, What, Who, and How

of Nonprofit Boards

BoardsinGearisaninitiativeofWashingtonNonprofits.learning@washingtonnonprofits.orgwww.washingtonnonprofits.orgwww.wanonprofitinstitute.org

855.299.2922

Introduction

©2018WashingtonNonprofits.www.wanonprofitinstitute.org/boards 2

BoardsinGeardrawsontheinformationandinsightsprovidedintheseresources.Weencourageyoutoexplorethemfurther.

501CommonsBestPracticeMaterialsforNonprofitBoardshttp://www.501commons.org/resources/tools-and-best-practices/boards-governance/501CommonsBestPracticesforBoards.doc/viewAllianceforChildrenandFamiliesTheCommitmentsofHigh-ImpactNonprofitshttp://www.alliance1.org/web/commitments/web/commitments-high-impact.aspxAssociationofFundraisingProfessionalsCodeofEthicshttps://www.afpnet.org/files/ContentDocuments/CodeofEthics.pdfBoardsourceLeadingwithIntent:ANationalIndexofNonprofitBoardPracticehttps://www.boardsource.org/eweb/dynamicpage.aspx?webcode=LeadingwithIntentColoradoNonprofitAssociationPrinciples&Practices

http://www.coloradononprofits.org/help-desk-resources/principles-practices/MinnesotaCouncilofNonprofitsPrinciples&PracticesforNonprofitExcellencehttp://www.minnesotanonprofits.org/PrinciplesPractices.pdfNationalCouncilofNonprofitsEverydayAdvocacyhttps://www.councilofnonprofits.org/everyday-advocacySocialVenturePartnersSVPOrganizationalCapacityAssessmentToolhttp://www.socialventurepartners.org/svp_resources/organizational-capacity-assessment-tool/StandforYourMissionADiscussionGuideonAdvocacyforBoardshttps://standforyourmission.orgWayfindNonprofitLegalSelf-AssessmentChecklisthttp://www.wayfindlegal.org/tools/legal

LinksupdatedSeptember5,2018ThisBoardsinGearresourceissupportedbyawholelotmoreavailableontheWashingtonNonprofitInstitutewebsite.• Documentvaultofkeydocumentsreferencedhere• BoardsinGearVideos&Toolkit• FinanceUnlockedforNonprofitsVideos&Toolkit

• Let’sGoLegalVideos&Toolkit• StrategicPlanningVideos&Toolkit• StartingaNonprofitVideo&Toolkit

TheBoardsInGearvideoseries,whichaccompaniesthiskit,featurestheseexpertspeakers:AmaraOden,AmaraOdenConsultingHowardDonkin,JacobsonJarvisPLLCLauraPierce,WashingtonNonprofitsNancyLong,501Commons

RebeccaSherrell,OfficeoftheSecretaryofStateRebeccaZanatta,OstaraGroupSaraLawson,ShorthandConsultingSusanHowlett,BoardsonFire

Withgratitude…BoardsinGearwasfundedbyCedarmereFoundation,theCommunityFoundationofNorthCentralWA,andtheOfficeoftheSecretaryofState.Wearegratefulfortheirsupport.

www.wanonprofitinstitute.org

Introduction


Youcareaboutyourorganization’smission.Youwantyourorganizationtosurviveandthriveandmakeadifferenceinyourcommunityandtheworldbeyond.Youwantyourvolunteerhoursasaboardmembertomakeanimpactontheissuesyoucareabout.Inshort,youwantyourboardtogetingearsothattogetheryoucandriveyourorganizationwhereitneedstogo.BoardsinGear–whichintentionallyabbreviatestoBIGinrecognitionofthelargerolethatboardsplayinanorganization’ssuccess—wasdesignedtoprovideactionableinformationandtoolsthatelevateboardpractice.Itisguidedbythreecorevalues:quality,simplicity,andaccessibility.TheinformationcontainedinBIGcomesfromarangeofsourcesandhasbeenvettedbynonprofitexpertsworkingdirectlywithboards.Fromtheseresources,wehaveidentifiedkeyquestionsandmainideas,makingBIGaccessibletothediverseboardsworkingincommunitiesacrossWashington.AsyouapproachBIG,keepinmindthesethemes:ê Startfromwhereyouare.Organizationshavelifecycles,justlikeanylivingthing.Theyarecreated,theygrow,theyplateau,andsometimestheydie.Theworkofanorganization’sboardisguidedbywherethatorganizationisinitslifecycleandwhatishappeningaroundit.Itsroleandscopeareheavilyinfluencedbywhetherthereisstaffinplaceorifitisanallvolunteerendeavor.ê Ask3kindsofquestions.Boardsguidetheirorganizationstoachievetheirmissionswithinalandscapeofotherorganizations,fundinglimitations,andchangingdemographics,amongotherelements.Toeffectivelynavigatethislandscape,boardsneedtoaskquestionsthatdemonstratetheirthreekeyrolesasstewards,strategists,andsense-makersoftheirmissions.

Oversight:StewardsoftheorganizationTechnicalwork:What’shappening?What’swrong?Arewecompliantwithourlegalobligations?Lookunderthemagnifyingglass.

Foresight:StrategistsfortheorganizationStrategicwork:Wherearewegoing?What’stheplan?Seethroughthebinoculars.

Insight:Sense-makersfortheorganizationwithinabiggercauseBigpicturework:Whydoweexist?Whatwillbestmoveourmissionforwardovertimewithinourchangingcommunitiesandworld?Viewthehorizonthroughthetelescope.

Ineachchapter,wehavegivenexamplesofhowtheserolesrelatetothetopic.

ê Createaculturethatalignspeople,resources,andconnectionstowardsyourmission.Cultureisdefinedasthewayofthinking,behaving,orworkingthatexistswithinanorganization.Weexperiencecultureinthreeways:the“artifacts”(visiblethingsyousee,likeagendas,nametags),actions(behaviorsyousee,wordsyouhear),andassumptions(unspoken,assumedperceptionsorbeliefs).Effectiveboardscreateaculturethatbestservesitsmission.

Introduction


TheseBIGmaterialsareorganizedinfivetopics,eachansweringabasicquestionaboutthewhy,what,who,andhowforyourorganization.

EachBIGtopicincludesthreesections:★ KNOW:Whatboardmembersshouldknowaboutthetopic★ SHOW:Howaboardoritsmemberscandemonstrateunderstanding★ GROW:Whataboardanditsmemberscanaskanddotoimproveitspractice

EachtopicincludesaVIDEO,supportingCHAPTER,andaPATHWAYguidetohelporganizationsgaugetheirboard’spracticeandgetideasforimprovement.Don’tforgettheBoardsinGearGAME,too!

Why does your organization exist and why do you serve on its board?

1:CONNECTIONTOCAUSE:Boardmembersplacetheworkoftheorganizationwithinalargercontext,understandingthecircumstancesthatcausetheorganizationtoexist.Theyareawareofothersworkinginthesamespaceandareabletogivevoicetostories,challenges,andopportunitiesthatexistforthepeopletheirorganizationserves.

Page5

What is the job of a board member?

2:RESPONSIBILITIES:Boardmembersfulfilltheirresponsibilities,fromsettingaclearmissiontoensuringtheimpactofthatmission.Theboardensuresthattheorganizationiscompliantwithallfederal,state,andlocalrequirementsandconductsactivitieswithaccountabilityandtransparency.

Page10

Who serves on the board and who works to reinvigorate the board over time?

3:COMPOSITION&DEVELOPMENT:Anonprofitboardensuresthattheboarditselfhasthecharacteristicsandqualificationsneededtoeffectivelyrepresentthepeoplethattheorganizationservesandtheorganization’sneeds.

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How does a board operate to achieve its mission?

4:OPERATIONSOFTHEBOARD:Theboardoperatesinawaythatallowstheorganizationtoachieveitsmissioneffectivelyandefficiently.5:FUNDRAISING:Boardmembersensurethattheorganizationhasthenecessaryresourcestosustainitsworkovertime.Formanyboards,thisinvolvesanactiveroleinfundraising,oftenwiththehelpofstaff.

Page27Page33

Connection to Cause


Boardmembersplacetheworkoftheorganizationwithinalargercausetounderstanditsplaceinthesysteminwhichitworksandtoaffectchangesthatbetterthatsystemwhenpossible.Theyserveasambassadorsandadvocatesforacausethattheyarepassionateabout.Theyareleadersbringingintotheorganizationknowledge,ideas,andconnections.Theyplacetheirrolewithinthecontextofbeingastewardofanorganizationoperatingforthepublicbenefitwithsupportfromthegeneralpublic.

Why? Whenaboardconnectsitsmissiontothelargercauseandadvocatesforitwithinalargerlandscapeofindividuals,organizations,andagencies:

Itbecomespartofanetworkmakingsuretherulesthatgovernnonprofitsprovidetherightlevelofoversight.

Itexpandsitsstrategicvisiontoincludealargercommunityofindividualsandorganizationsworkinginthesamespace,suchasgovernmentagencies.

Itcontributestothechangingofcircumstancesthatcreatedtheneedfortheirorganizationinthefirstplace,thusallowingtheorganizationtoachieveitsmissionovertime.Itconnectstorootcausesandcanrespondbettertochange.

Know BoardmembersshouldunderstandtheseelementsofCONNECTION:ü Connectingmissiontothecause:Organizationsexistwithinalargercontextofcircumstances,individuals,

organizations,andagenciesthatimpacttheworkoftheorganization.ü Communication:Boardmembershaveapowerfulvoiceinconnectingtheirorganizationtothelarger

causesthatpeopleofinfluencecareabout.ü Advocacyasatool:Advocacycanbeapowerfultooltoadvanceyourcausebypartneringwithpolicy

makers.It’simportanttoknowhowtoengageinadvocacyandlobbyingsothatyourorganizationiseffectiveandcompliantwithapplicablelaws.Lobbyingmaynotbeasubstantialpartofanorganization'soverallactivity.

Show AboardshowsunderstandingofCONNECTIONintheseways:

o Boardmemberscanarticulatetheconnectionbetweentheirmissionandthecausewhichtheorganizationisworkingtoadvance.

o Boardmembersareambassadorsfortheorganization,buildingconnectionswiththecommunityanditsleaders.

o Boardmembersengagekeycommunitydecisionmakersandthoseinvolvedintheirworkintellingthestoryoftheorganizationanditswork.

Connection to Cause


Grow Askq Whydoesitmatterthatboardmembersconnectthemissiontothebiggercauseandgivevoicetothat

causewithpeopleofinfluence?

Howmightyourorganizationhelpguidedecisionsthatimpactpotentiallyburdensomeoversightrequirementsoruncovercriticaldatatounderstandingyourcause?

Howmighttheinvolvementofkeycommunitydecisionmakersandotherpeopleofinfluencehelpyourorganizationtoachieveitsmission?

Whatcouldbedonetochangethecircumstancesthatcauseyourorganizationtoexist?Whatcanyourboarddotoconnectthedotsbetweenyourorganization’sworkandlargerissuesimpactingyourwork?

Act1q Developasharedvisionforthefuture,includingwhattheworldwouldlooklikeifyourorganizationfully

succeededinachievingitsmission.q Mapalloftheplayerswhowouldhavearoleinshapingthisworld—thinkacrosssectors,including

communityleaders,electedofficials,nonprofitleaders,privatesectorleaders,etc.q Identifyotherorganizationsworkinginthesamecauseasyou.Aretheydoingsimilarordifferentwork?Is

thereagapthatnooneisaddressing?q Developadeeperunderstandingofyourwork,includingallofthecausalrelationshipsthatcreatetheneed

foryourorganization.Inviteaguestexperttoaboardmeeting,assignashortarticle,orplanafieldtriptocollectnewperspectivesontheissueathand.Weavetheseintothestoriesthatyoutellabouttheimpactyourorganizationismaking.

q Identifytheopportunitiesandthreatsthatexistoutsideyourorganization.Thinkaboutthefundingclimate,policyclimate,andtrends.

q Embeddiscussionaboutthesebiggerissuesintoyourboardmeetings,includingtimeonagendastotalkaboutpublicpolicyandhowitisimportantforyourorganizationorthepeopleyouserve.

KeydocumentsAnorganizationexpandingitsadvocacyroleshouldconsiderreviewingthesedocuments:q ArticlesofIncorporationq Advocacyplanq One-pagehandoutfordecisionmakersontheorganizationanditsimpactq 501(h)(iforganizationislobbying)q Lobbyingtrackingdocument(iforganizationislobbying)

1StandforYourMission:standforyourmission.org

Connection to Cause


Purpose Map Writeyourpurposeinthecircle.Brainstormeverythingthatconnectstothispurpose.Thinkaboutcauseandeffect,solutionsandsymptoms,opportunitiesandchallenges.

Purposeofthisorganization*

*Yourpurposeliesattheintersectionofyourcauseandyourmission.Needhelpfiguringoutyourpurpose?Takeyourmission.Threetimesask,“Why?”or“Sowhat?”

Connection to Cause


PathwayCirclethedescriptionthatbestmatchesyourboard.Startbylookingatthe“Good”columnandmoveleftorrightasappropriate.

A.Communication

Needswork Okay Good GreatBoardmemberscannotgiveapitchabouttheorganization.

Boardmemberscangivesomethingofapitchabouttheorganization.

Boardmemberscangivea“pitch”abouttheorganization.

Boardmemberscangivea“pitch”abouttheorganizationthatresonateswithdiverseaudiences.

Boardmembershavenostoriesabouttheorganization.

Boardmembershaveatleastonestorythattheycantell.

Boardmembershaveasetofstoriesthattheycantellabouttheorganizationandtheroleitplaysinthelivesofconstituents.

Boardmembershaveregularwaystogathernewstories.

Boardmembershavenobrochureorhandout.

Boardmembershaveabrochureorsomehandout,thoughmaybenotcurrent.

Boardmembershaveacurrentone-pagehandouttosharewithpotentialsupporters.

Boardmembershavecustomizedhandoutsfordifferentaudiences.

B.Connectingmissiontocause

Needswork Okay Good GreatBoardmembershavenounderstandingofhowrelevantpoliciesaffecttheorganization.

Boardmembershavesomeunderstandingofhowrelevantpoliciesaffecttheorganization.

Boardmembersdemonstrateanunderstandingofhowrelevantpoliciesaffecttheorganization.

Boardmemberstakeleadershiponpoliciesimpactingtheorganizationandcause.

Boardmembersdonotdiscussnoractonpolicypositions.

Boardmembersdiscusspositionsonrelevantpoliciesbutdonotact.

Boardmemberstakepositionsonrelevantpolicies(notcandidates)thataffecttheorganization.

Boardmembersserveasleadersonpoliciesaffectingtheorganizationandotherslikeit.

Boardmembershavenocontactwithotherorganizations.

Boardmembershavesomecontactwithotherorganizationsaroundpolicyofcommoninterest.

Boardmembersseekcoordinationorcollaborationwithotherorganizationsaroundpolicyissuesofcommoninterest.

Boardmembersleadcollaborationswithotherorganizations.

Boardhasnotdiscussedanadvocacyplan.

êBoardhasdiscussedelementsofaplanbuthasnotadoptedone.

êBoardhasadoptedanadvocacyplanthatreflectstheorganization’sstrategicplan.

êBoardleadsthedevelopmentofanadvocacyplanincoalitionwithothers.

ê Forboardslookingtoacceleratetheiradvocacywork.

Connection to Cause


C.Lobbying&politicalcampaigns

ê Fororganizationsthattakethenextstepandgetinvolvedinpolicymaking.Needswork Okay Good GreatBoardmembersdonotknowthatthereisadifferencebetweeneducationandlobbying.

Boardmembersknowthatthereisadifferencebutcan’tarticulateit.

Boardmemberscanarticulatethedifferencebetweeneducationandlobbying.

Boardmemberscaneducateothersaboutthedifferencebetweeneducationandlobbying.

Boardmembersdon’tknowthatlobbyingisallowed.

Boardmembersknowthatlobbyingisallowedbutmaynotbereportingit.

Boardmembersknowthatlobbyingisallowedin“insubstantialamounts”*withmandatoryreportingonIRSForm990.

Boardhasmadea501(h)electionbyfilingFrom5768.

Boarddoesnotknowaboutthelimitationsoffundingsourcestosupportlobbying.

Boardknowsoflimitationsbutnotthespecifics.

Boardisawareofthelimitationsofsomefundingsourcestosupportlobbyingefforts.

Boarddocumentsthelimitationsoffundingsourcestosupportlobbying.

Boardtakespositionsand/orengagesinpoliticalactionrelatedtocandidates.

Boardisneutraloncandidatesforpoliticaloffice.

Boardknowsthatitisprohibitedfrompoliticalactivityforaparticularcandidate.

Boardrecognizesthedistinctionbetweentheboardactingasaunitandboardmemberstakingpositionsasindividuals.

Boarddoesnotdiscussoradoptapolicythatclarifiesthescopeofthepublicpolicyworkthattheorganizationwillengagein.

Boarddiscussesbutdoesnotadoptawrittenpolicythatclarifiesthescopeofthepublicpolicyworkthattheorganizationwillengagein.

Boardadoptsawrittenpolicythatclarifiesthescopeofthepublicpolicyworkthattheorganizationwillengagein.

*“Insubstantialamount”isbasedontheamountofresourcesusedinlobbying.ThereisnocleardefinitionfromtheIRS,butageneralruleofthumbis5%ofitsoverallactivities,accordingtotheAllianceforJustice.(www.afj.org)

Responsibilities


Boardmembersfulfilltheirresponsibilities,fromsettingaclearmissiontomakingthatmissionhappenthrougheffectiveprograms.TheboardisentrustedbytheStateandbythecommunitytoensurethattheorganizationpursuesitsmissionvigorously,iscompliantwithallfederal,state,andlocalrequirements,andconductsactivitieswithaccountabilityandtransparency.Boardsoforganizationswithstafffacedifferentrolesandresponsibilitiesthanorganizationswithnostaff.

Why? Whenboardmembersfulfilltheirresponsibilities:

Theyprovidetheoversightanorganizationneedstogrowitsmissionandprotectitsassets.

Theymakeintentionalstrategicdecisionsthatrespondtonewopportunitiesorthreats.

Theystewardtheorganizationonbehalfofthecommunity,whichisentrustingthemwithresourcestomakeadifference.

Know BoardmembersshouldunderstandtheseRESPONSIBILITIES:

ü Individualresponsibilities:Boardmembershaveindividualresponsibilitiestowardstheorganizationdefinedbybestpracticeandthelaw.Theygovernasateamandsupportasindividuals.

ü Legalandfiduciaryresponsibilities:Theboardhasasetoflegalresponsibilitiesthatkeepitingoodstandingwithvariousgovernmentagenciesandthepublic.

ü Financialresponsibilities:Theboardhasasetoffinancialresponsibilitiesthatenableittogrowitsmissionandprotectitsassets.

ü Riskmanagement:Theboardtakesactiontominimizevariouskindsofriskthattheirorganizationmayface.

Show AboardshowsunderstandingofitsRESPONSIBILITIESintheseways:

o Boardmembersarecommittedtothemissionandworkoftheorganization.o Boardmembersensurethattheorganizationiscompliantwithfederal,stateandlocalrequirements.o BoardmembersreviewthebudgetandIRSForm990annually.o Boardmemberspossessandrefertokeyorganizationaldocumentswhenfulfillingresponsibilities.o Boardmembersaddknowledge,resources,andconnectionstothedevelopment,implementation,and

evaluationofkeyprogramsandservices.

Responsibilities


Grow

Askq Whydoesitmatterthatyourboardmembersindividuallyandcollectivelyknowandactontheir

responsibilitiesasboardmembers?

Whatoversightdotheyprovide?

Whatopportunitiesorchallengesdotheyneedtobeanticipating?

Whatroledotheyplayasstewardsofyourmissionwithinyourcommunity?

Actq Reviewthattheorganizationiscompliantatthefederal,state,andlocallevel.Boardswithfinance

committeesoftentaskthatgroupwithcompliance.q Federal:FileIRSForm990(orEZdependingonincome);q State(nonprofitcorporations):FileanAnnualReport(nonprofitcorporations)q State(charities,ororganizationsraisingfundsfromthepublic):FileanAnnualRenewalwiththe

SecretaryofStateq State:MakesurethatyourregisteredagentisonfilewiththeSecretaryofState.

(Visithttp://www.sos.wa.gov/corps/search_advanced.aspxtocheck.)q Reviewtheroleoftheboardchair.Whatistheirroleinyourorganization?Isthatroleconducivetomoving

theorganizationforward?q Discussthemission.Hasitbeenreviewedwithinthelastthreeyears?Isitstillrelevant?Ifyourmission

hasnotbeenreviewedinthelastthreeyearsorisotherwisenotrelevant,makeaplantoupdateit.(Typicallymissionsarerevisitedevery3-5yearsinstrategicplanning.)

q Discussthebylaws.Havetheybeenreviewedwithinthelastthreeyears?Istheboardincompliance?Aretheystillrelevant?Ifyourbylawshavenotbeenreviewedinthelastthreeyearsortheyareotherwisenotrelevant,makeaplantoupdatethem.(Typicallybylawsarereviewedevery4-5years.)

q UseWashingtonNonprofits’FinanceUnlockedforNonprofits(FUN)tobrushuponnonprofitfinancelearningthatyourboardneeds.www.wanonprofitinstitute.org/finance

Responsibilities


Keydocuments

Requireddocumentstohaveonfileq IRSForm1023(application)q IRSDeterminationLetter-501(c)(3)q ArticlesofIncorporation*q Bylaws*q CertificateofArticlesofIncorporationq DocumentRetentionandDestructionPolicyq WhistleblowerPolicy

*Eachboardmembershouldhaveacopyofthesetwodocuments

Requiredannualactions&theirkeydocumentsq IRSForm990q WashingtonStateSecretaryofState

q NonprofitCorporations–AnnualReport(duethelastdayofyourincorporationmonth)q Charities–AnnualRenewal(duenolaterthan11monthsafteryouraccountingyearends)q CharitableTrusts(carrying>$250,000inassets)–Annualreport

Recommendedq Annualreport(forfunders/community)q Boardcommitmentform(annual)q Boardjobdescriptionq Conflictofinterestpolicyq Directors&OfficersInsurancepolicyq ExecutiveEvaluationPlan(annual)q Reimbursementpolicyq Strategicplanq Successionplan(emergency&longterm)

Responsibilities


Responsibilities



A.Individualresponsibilities

Needswork Okay Good GreatBoardmemberscannotarticulatethemissionorvision.

Boardmemberscanarticulatethemissionandvisioninageneralorvaguesense.

Boardmemberscanarticulatethemissionandvisionoftheorganization.

Boardmemberscanarticulatethemissionandvisionandtiethemtotheirownexperiences.

Boardmembersdonotunderstandthedutytheyholdwithrespecttotheorganization.

Boardmembersunderstandthattheyhaveuniquedutiesbutnotthedetailsofthem.

Boardmembersunderstandtheirultimatedutiesasboardmembersaretocarefortheorganizationandtoworkinthebestinterestsoftheorganization.*

Theboardreflectsontheirdutiesregularlyasawaytoreinvigoratecommitmentandoperationalizethesedutieswithintheirorganization.

Boardmembersdonotdemonstrateanunderstandingthatthereisadifferencebetweentheboardactingasaunitvs.boardmembersactingasindividuals.

Boardmembersknowthatthey“weardifferenthats”whenoperatinginunisonvs.asindividualsbutsometimescrossboundaries.

Boardmembersknowthattheymakedecisionsasaboard(govern)andvolunteerasindividuals(support).Individualboardmembersdonotmakedecisionsonbehalfoftheboard.

Boardmembersgobetweenworkingasaboardandvolunteeringasindividualswithahighleveloftrustwiththeexecutiveandstaff.

Boardmembersarenotawareoftheprogramsorservicesoftheorganization.

Boardmembersareawareofprogramsorservicesbutdonotaddvalue.

Boardmembersaddknowledge,resources,andconnectionstothedevelopment,implementation,andevaluationofkeyprogramsandservices.

Theroleofthechairisundefined.

Theroleofthechairisfunctionsinpracticethoughnotwelldefined.

Theroleoftheboardchairisdefinedandistrainingisavailable.

Theroleofthechairisdefinedandintegratedintosuccessionplanning.

*Boardmemberlegaldutiesarereferredtoas“DutyofCare,”“DutyofLoyalty,”and“DutyofObedience”:DutyofCare:Boardmemberswilltakereasonablecare(thatofanordinarilyprudentperson)whenmakingadecisionasastewardoftheorganization.Theywillparticipateactivelyandinquirereasonably.DutyofLoyalty:Boardmemberswillgiveundividedattentiontotheorganizationwhenmakingdecisionsaffectingtheorganization.Theboardmemberwillworkinthebestinterestsoftheorganizationandnotforpersonalgain.DutyofObedience:Boardmemberswillbefaithfultotheorganization’smissionandgoverningdocuments,stewardingfundsinawaythathonorsthepublic’strustinthatorganization.

Responsibilities


B.Legalandfiduciaryresponsibilities

Needswork Okay Good GreatBoardmembersarenotawareofcurrentfederalcompliancestatus.

Organizationiscompliantwithsomefederalrequirementsbutnotall.

Organizationiscompliantwithallfederalrequirements.q Form1023(application)&

IRSDeterminationLetterq Form990(annualfiling)

Organizationhasawrittenannualcalendarsharedbymultiplepeopletotrackannualdeadlines.

Boardmembersarenotawareofcurrentstatecompliancestatus.

Organizationiscompliantwithsomestaterequirementsbutnotall.

Organizationiscompliantwithallstaterequirements:q Nonprofitcorporationq Charity(solicitpublicfunds)q Charitabletrust(>$250K

assets)q Businesslicenseq Business&occupationtaxq Salestax

Organizationisawareofotherstateregulationsthatmayaffectthem,iegaming,revenue,andothers.

Boardmembersarenotawareofcurrentlocalcompliancestatus.

Organizationiscompliantwithsomelocalrequirementsbutnotall.

Organizationiscompliantwithalllocalrequirements.q Businesslicenseq Business&occupationtaxq Salestax

OrganizationdoesnotfilewiththeIRS.

BoardmembersdonotrevieworapprovetheIRSForm990.

BoardmembersreviewandapprovetheIRSForm990annually.

Boardmembersusethe990toimprovesystemsandcommunicateimpact.

Theboardhasnosystemicwaytoprovidefeedbacktotheexecutive.

Theboardhiresbutdoesnotregularlyreviewtheexecutive.

Theboardhiresandannuallyreviewstheorganization’sexecutive.

Theboardprovidestheexecutiveathoroughandusefulannualreview,ongoingsupportandpartnership,andinvestsinexecutive’sprofessionaldevelopment.

Note:Taxeslicensesvarybyjurisdiction.City,county,andstaterequirementsmayapplydifferentlydependingonwhereyouarelocated.

Responsibilities


C.Financialmanagement

Needswork Okay Good GreatTheboardtreasurerhasnofinanceknowledgeorexperience.

Theboardtreasurerhassomepriorfinanceknowledgeorexperience.

Theboardtreasurerhasafinancebackgroundandisqualifiedtoserveinthisrole.

TheboardtreasurerisaCPAandhasreceivednonprofitfinancetraining.

Organizationdoesnothaveabudget.

Boardapprovesbudgetformallybutdoesnotnecessarilyunderstandit.

Theboardcontributestothedevelopmentofthebudget,understandsit,andapprovesit.

Boardmembersintegratethebudgetprocessintoitslargerstrategicplanningandgoal-settingprocess.

Theboardrarelyordoesnotreviewfinancestatements.

Theboardoccasionallyreviewsthebalancesheet,incomestatementandcashflowstatements,orsomecombinationofthem.

Theboardregularlyreviewsthebalancesheetandincomestatement,aswellasacashflowstatementifpossible.

Theboardusesfinancestatementstoguidestrategicdecisions.

Theboardisnotawareorpracticingseparationofdutieswithinitsfinances.

Theboardismindfulofseparationofdutiesbutdoesnothavespecificpoliciesandproceduresinplacetoenforceit.

Theboardverifiesonanannualbasisthatthepersonwritingandsigningchecksisdifferentthanthepersonreviewingandreconcilingbankaccounts.Morethanonesignerisonthebankaccount.

Theboardhaswrittenpoliciesinplaceoninternalcontrols;itconductsoccasionalmini-auditstocheckthatsafeguardsareinplace.

Thereisnoconnectionbetweenfundraisingandfinancialmanagement.Theboarddoesnotdifferentiatebetweenrestrictedandunrestrictedfunds.

Theboardisawareofrestrictedfundsbutdoesnottrackthemseparatelyfromunrestrictedfunds.

Theboardensuresthatthereiscommunicationbetweenfundraisingactivitiesandfinancetoensurethatrestrictedfundsarebeingspentasdirected.

Theboardbuildssystemsforconsistentcommunication,bothinternallyandexternally,suchaswithagiftacceptancepolicy.

Theboardhasnotreviewedincomestreams.

Theboardhasreviewedincomestreamstoensurethattheyarediverseandbalanced,butthereisnotadocumentedfinanceplan.

Theboardensuresthattheorganizationhasasustainablefinanceplan.Ithastherightbalanceofincomestreams,earnedincome,andgrantsupport.

Theboardispro-activelyimplementingstrategiestofurtherdiversifyincomestreams.

Theboarddoesnoboardtrainingforhowtoreadandinterpretfinancialstatements.

Theboardprovidessomefinancialtraining.

Theboardconductsanannualreviewofnonprofitfinancialliteracy.

Responsibilities


D.Riskmanagement

Needswork Okay Good Great TheboardholdsDirectors&

Officersinsurance.

TheboardhasaDocumentDestructionPolicy&WhistleblowerPolicytobeincompliancewithSarbannes-Oxleylegislation.

Theboarddoesnothaveaconflictofinterestpolicyinplace.

Theboardhascreatedaconflictofinterestpolicy,etc.,buthasnotupdatedannually.

Theboardupdatesannuallyconflictofinterestpolicies,procedures,andsignedformsfromboard,staff,andvolunteers.

Theboarddoesnotreviewordiscussriskfactors.

Theboardoccasionallyreviewsriskfactors,thoughnotsystematically.

Theboardreviewsandplansforriskfactors,including:legal,financial,regulatory,HR,technology,andproperty.

Theboardpro-activelyreviewsriskfactorsacrossallpossibletypes,weighslikelihood,anddevelopsplanstomitigatedamage.

Theboardhasnotdiscussedordevelopedanyemergencysuccessionplan.

Theboardhasdiscussedanemergencysuccessionbuthasnotdocumentedaplan.

Theboardmaintainsanemergencysuccessionplanforexecutiveorkeyorganizationmembers.

Theboardensuresthattrainingopportunitiesanddocumentsareup-to-datetoensurereadiness.

Theboardhasnotdiscussedordevelopedanygeneralemergencyplan.

Theboardhasdiscussedwhattodoinageneralemergencybuthasnotdocumentedaplan.

Theboardmaintainsageneralemergencyplanfordisruptionindeliveryofprogramsorservices(weather,strike,etc.)

Theboardexercisesdrillsrelatedtotheemergencyplanonaregularbasistoensurereadiness.

Theboardhasnotdiscussedordevelopedanyemergencycommunicationplan.

Theboardhasdiscussedwhattodoinacaseofbadpressrelatedtotheorganizationorcausebyhasnotdocumentedaplan.

Theboardmaintainsanemergencycommunicationplaninthecaseofnegativepressrelatedtoorganizationorthecauseinwhichitisworking.

Theboardexercisesdrillsrelatedtotheemergencycommunicationplanonaregularbasistoensurereadiness.

Responsibilities


Your Job Description Title: Purpose Term / time commitment Skills, knowledge and abilities General Responsibilities Specific Tasks Time Demands Other

Composition & Development


Anonprofitboardensuresthattheboarditselfhasthecharacteristicsandqualificationsneededtoeffectivelyrepresentthepeoplethattheorganizationservesandtheorganization’sneeds.

Why? Whenaboardisthoughtfulaboutitscompositionanddevelopment:

Itcanbetterprovidetheoversightitsorganizationneedstogrowitsmissionandprotectitsassets.

Ithastherightpeoplewiththerighttoolsinplacetorespondtonewopportunitiesorchallenges.

Itcanbringthecommunityintoitsmembership,ensuringthattheorganizationisguidedbyindividualswithuniqueinsightsandexperiencesthatstrengthentheorganization’sabilitytoachieveitsmission.

Know BoardmembersshouldunderstandtheseelementsofboardCOMPOSITION&DEVELOPMENT:

ü Recruitment,selection,orientationandevaluation:Aboardcanbestmakesurethatithastheright

peoplewiththerightinformationinplacewhenitfollowsastructuretorecruit,select,andorientboardmembers,andthenevaluatestheboardanditsmembersonaregularbasis.

ü Commitmenttomissionandsuccessoftheorganization:Theboardisrecruitingandselectingindividualswithastrongcommitmenttothemissionandsuccessoftheorganization.

ü Conflictofinterest:Theseindividualshavenoundocumentedconflictsofinterestwiththewell-beingoftheorganization.

ü Positions:Theboardhasenoughpeopleserving,aclearsetofleadershipwithofficers,andclearjobsoutlinedinwriting.

Show AboardshowsunderstandingofitsCOMPOSITION&DEVELOPMENTintheseways:

o Boardrepresentsthediversityofthecommunityandconstituencyserved.o Boardismadeupofatleastfiveindividuals,withsevenpreferable.15-20isconsideredamanageable

maximum.Morethan15canbedifficulttomanageandrequiresastrongboardchair.o Boardhasatleastachairandatreasurer,aswellasavice-chairandsecretaryifpossible.o Boardmembersareunpaidandvolunteertheirtimetoshowcommitmenttothemission.o StaffboardserviceislimitedtotheExecutiveDirector(insomecases),and(s)hedoesnotserveinan

officerposition.



o Atleast2/3oftheboardisindependent.Generallyspeaking,thismeansthatthey(ortheirfamilymembers)donotreceivecompensationfromtheorganizationorcontractwithit.Loanstoboardmembersarespecificallyprohibited.

o Boardhasanestablishedprocesstorecruit,select,andorientnewboardmembers.o Boardmembersareprovidedwithaclearjobdescription.o Boardmembershavesignedandupdateannuallyaconflictofinterestdocument.o Boardimplementsaclearpolicydefiningboardmembertermlength,limits,rotation(termstaggering),

andremoval,allofwhichareincludedinthebylaws.o Boardregularlyevaluatesitselfasaboardandtheindividualsservingonit.o Boardprovidesopportunitiesforongoingtrainingrelatedtoitscause,nonprofitpractice,andtheactivities

oftheorganization.

Grow

Askq Whydoesitmatterwhoisservingonyourboardandhowtheyareprepared?

Howcantherightpeoplehelpwithoversightofassets,projects,ortheorganizationasawhole?Howcouldbetterorientationhelpprepareboardmembersfortheirroleoverseeingandadvocatingfortheorganization?

Whatopportunityorthreatcouldtheboardprepareforthroughtherecruitmentandselectionofkeyindividuals?

Whatroledoesyourorganizationplaywithinitslargercommunity?Howdoyouprepareboardmemberstomakesenseofyourworkwithinthiscommunity?

Actq AddaBoardApplicationtohowyourecruitboardmembers.Gatherkeyinformationaboutprospective

boardmemberspriortothemjoiningtheboard.q Tieboardrecruitmentandselectiontoyourlargerorganizationalstrategy,whetheryouhaveaplanornot.

Identifywhatskillsorconnectionsyouneedtogetfromwhereyouarenowtowhereyouwanttobein2-4years.

q Reviewthelistofkeydocuments.Makesurethateveryboardmemberhastherequireditems;prioritizeotherdocumentsbasedonyourcalendarofactivities.

q ConveneaBoardDevelopmentCommitteethatcoordinatesrecruitment,onboarding(orientationandmentoring),evaluation,andtraining.

q Createaboardmatrixthatlistsyourcurrentboardmembers,theirprofessions,skillsets,andconnections.Makeaplanforreachingouttopotentialmemberswhowouldmeetunmetcriteriaidentifiedinthematrix.



q Considercommunitymemberswhocouldserveonboardcommittees.Thisisagreatwaytoexpandthecapacityofasmallboardandgettoknownewpeoplewhomaybegoodfutureboardmembers.

q Createalearningagendafortheboardbasedonneedsidentifiedintheannualboardassessment.Weavetrainingtopicsintoboardmeetings.

Keydocuments

Stronglyrecommendedq Conflictofinterestpolicy*q Whistleblowerpolicy*q Jobdescriptions:BoardMembersq Jobdescriptions:Officerpositions

Recommendedq Attendancepolicyq Boardapplicationq Boardmatrixq Boardrecruitmentplanq Boardselfassessmentq Calendar,includingrecruitmenttimelineandorientationscheduleq Committeechartersand/orjobdescriptionsq Terms:rotationandremovalpolicy

*ListedonIRSForm990,SectionB.



4

Board Matrix

12

Board Orientation ChecklistSource:TechnicalAssistanceforCommunityServices,2004

q NewBoardmembersreceivewrittennoticeoftheirelectiontotheboardstatingdatestheirtermbeginsandends,regularmeetingdates,times,places,andinformationabouttheboardorientationprocess.

BoardOrientationProcess:q SpecialmeetingfornewBoardmembersq Orientationpacketq PersonalphonecallormeetingwithanexperiencedBoardmemberq FollowuppersonalcontactafterfirstthreemonthsofBoardserviceBoardOrientationPacket:q Statementofpurposeormission(ifdevelopedandadoptedbytheBoard)q Briefoverviewofagencyprogramsandservicesq Agencyannualreportwithfinancialstatementsforthepastfiscalyearq ByLawsq PersonnelPoliciesinbrief,orbriefoverviewofpersonnelsystemforlargerorganizationincluding:staff

organizationchart,numberofprofessionalandnon-professionalstaff,identificationofanyunionsoremployeebargainingassociations,dateoflastmajorrevisionofPersonnelPolicies.

q PolicystatementandproceduresthathavebeenformallyadoptedbytheBoardq Abbreviationsandacronymsofagenciesandprogramswithwhichthisorganizationisconnectedq ListofallBoardmembers’names,addresses,phonenumbers,andtermsofofficeq Listofcommitteeswithchairpersonidentified.Ifcommitteeshaveregularmeetingtimesandplaces,these

areincluded.Boardorganizationchartshowingcommitteeandsub-committeestructure.q Mostrecentfinancialstatementsandcurrentannualbudget.q MinutesformostrecentBoardmeeting.q Listingoffacilitiesownedorrentedbytheorganizationforitsoperations,includingaddress,staffmemberin

charge,andgeneralpurposeofthefacility.BoardOrientationMeeting:q OpportunityforpersonalintroductionsamongnewandexperiencedBoardmembers.q MoreformalintroductionofnewBoardmembersbythenominatingcommittee,highlightingbackground

andcredentialsfornewmembersq BriefpresentationsbyexperiencedBoardmembersexplainingBoardroleandproceduresq Briefpresentationbystaffaboutscopeofagency’sservicesq Structuredopportunityforsmallgroupdiscussionbyinterestareas(i.e.financial,personnel,programs,

planning,fundraising)q ClearstatementofexpectationsofBoardmembers,includingroleinagencyfundraisingq Open-endedopportunityforquestionsfromnewBoardmemberPersonalContactwithExperiencedBoardMember:q DiscussionofnewBoardmemberpreferencesforcommitteeassignmentq BriefexplanationofupcomingsignificantBoarddecisionsoreventsq SpecificcommitmenttogreetthenewBoardmemberatthenextBoardmeetingandprovidepersonal

introductionstoBoardmemberswithcommoninterestsFollowUpContactAfterThreeMonthsofService:q OpportunityforgeneralcommentsaboutBoardservicesofarq Inquiryintoinvolvementwithcommitteesifnoinvolvementyet,discussionofbarriersandproblemsolvingq Requestforfeedbackinorientationprocess

7

Board of Directors Job Description I,__________________________________________,recognizingtheimportantresponsibilityIamundertakinginservingasamemberoftheBoardofDirectorsoftheAgencyherebypersonallypledgetocarryoutinatrustworthyanddiligentmanneralldutiesandobligationsinherentinmyroleasaDirector.MYROLE:TheAgencyBoardExpectations1. Todeterminethemission,valuesandpoliciesoftheAgency,andperiodicallyevaluatetheAgency’s

successinfulfillingitsmission,livinguptoitsvalues,andcomplyingwithitspolicies;2. Tounderstandtheagency’shistoryandprograms;3. ToelectmembersoftheBoard,electBoardOfficers,periodicallyevaluatetheperformanceofBoard

MembersandBoardOfficers,andperformallcorporateactsonbehalfoftheAgency;4. Toparticipateinensuringstaffaccountabilityforimplementingthatmissionandplan;5. Tohelptheagencyconnecttothecommunity(ies)ofrecipientsandpotentialrecipientsofitsservicesand

programs;6. Totakeadvantageofopportunitiestoinformmyselfabouttheagency-operatedservicesandprograms;7. Tofulfillthefunctionsofofficesetforthintheorganization’sbylawsanddescribedinthisvolunteerjob

description;8. Asapartofmyfiduciaryresponsibility,toreviewandapproveallbudgets,reviewallfinancialstatements,

audits,andotherfinancialreports,andactivelyinformmyselfabouttheagency’sfinancialhealth;9. Tocreate,reviewandapprovestrategicplans,majorprogramsandmajorfacilitiesissues.10. TointeractwithotherBoardmembers,staffandstakeholdersinarespectfulandcourteousmanner;11. Toactivelyparticipateinandsupporttheagency’sfundraising,includingpersonalsolicitation,majorgift

campaigns,specialevents,andplannedgiving;12. Torepresenttheagency,whenasked,toelectedofficials,fundersandotherswithresourcesandinfluence

orwhoneedtobeinfluencedtoaccomplishagencygoals;13. ToselecttheExecutiveDirectorandperiodicallyevaluatehis/herperformance.14. IunderstandthatsolongasIcarryoutmydutiesandresponsibilitiesingoodfaithandtothebestofmy

ability,IwillgenerallybefreefromanyliabilityforthedebtsandactionsoftheorganizationasprovidedinSeattle,KingCounty,andWashingtonState.

MYDUTIES:EachAgencyBoardMemberisexpectedto:1. Stayfullyinformedofthemission,goals,policies,programsandcurrentconcernsofAgency.2. AttendallBoardmeetings.Amembershouldbepunctualandplantostayforthefullmeeting.Ifan

absenceisnecessary,theExecutiveAssistantshouldbenotifiedpriortothemeeting.3. Preparefor,andparticipatein,BoardandCommitteemeetingsandorganizationalactivities(e.g.

VolunteerAppreciationNight,HolidayLuncheon,AnnualMeetingandAwardsEvents).4. FaithfullyreadandunderstandAgency’sfinancialstatementsandhelptheBoardfulfillitsfiduciary

responsibility.5. Serveinleadershippositions,oncommittees,orundertakespecialassignmentswillinglyand

enthusiasticallywhenasked.6. Holdinconfidenceallboarddiscussionsandactivitieswarrantingsuchtreatment.7. SupportAgencyadministratorsandrespecttheirauthoritybydealingwithgrievancesordivergent

5

Board Member Application Form Name:___________________________________________________________________________________HomeAddress:____________________________________________________________________________HomePhone:()__________HomeFax:()__________HomeE-mail:______________________________CurrentEmployment/Title:___________________________________________________________________WorkAddress:_____________________________________________________________________________WorkPhone:()_________________WorkFax:()__________WorkE-mail:________________________CurrentInvolvementwithothernon-profitorganizations:

OrganizationName NatureofInvolvement(member,volunteer,board,etc.)

BoardProfile:TheAgencyBoardseeksleaderswhoaredeeplycommittedtotheagency’smissionandvalues.Inaddition,theBoardseeksmemberswithabroadrangeofskillsandbackgrounds,includingbutnotlimitedtoexperienceinlaw,media/marketingandtransportation;aswellasbusiness,accounting,finance,fundraising,socialservices,humanresourcesandthefoodindustry(includinggrowing,processing,handlinganddistributing).Theagencyhasanhistoricalandongoingconnectiontoreligiouscommunities,soone-thirdofBoardseatsarereservedforpeoplewhoareactivelyengagedinthefaithbasedcommunity.Pleasedescribeanyexperience,skillsandcharacteristicsthatfittheBoardProfiledescribedabove:__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Doyouhaveanyotherexperience,skillsorcharacteristicsthatwouldinformorenrichtheworkoftheBoard?Weareparticularlyinterestedinculturalperspectives,lifeexperiences,andpointsofviewthatwillhelpusinawaythatrespectsthedignityofthemanydiversecommunitiesweserve.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________PleasedescribeanypriorinvolvementwiththeAgency:______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________WhyareyouinterestedinservingontheBoardoftheAgency?___________________________________________________________________________________________________________________

ThesedocumentsandmoreintheWashingtonNonprofitInstitute“keydocuments”documentvault!



PathwayCirclethedescriptionthatbestmatchesyouoryourboard.Startbylookingatthe“Good”columnandmoveleftorrightasappropriate.

A.Recruitment,selection,andorientation

Needswork Okay Good GreatThereisnoprocessordocumentationonboardrecruitment.

Boardfollowsaprocessbutitisnotsystemizedordocumented.

Boardhasadocumentedprocesstorecruitandselectnewboardmembers.

Boardhasacommitteededicatedtoboarddevelopment.

Boarddoesnotrepresentthediversityofthecommunity.

Boardrepresentssomeofthediversityofthecommunity.

Boardrepresentsthediversityofthecommunity.

Boardincorporatesdemographicandothercommunityshiftsinitsunderstandingofwhatdiversitymeans.

Boardhasnorepresentationoftheorganization’sconstituents.

Boardhassomerepresentationoftheorganization’sconstituents.

Boardrepresentstheorganization’sconstituents.

Boardhasasystemtoengagingitsconstituentsbeyondboardmembership.

Boarddoesnothavediversityofskill,expertise,andexperiences.

Boardhassomediversityofskill,expertise,andexperiences.

Boardincludesmemberswithdiverseskills,expertise,andexperience.

Boardhasanactivedevelopmentcommitteethatsolicitsapplicationsfromindividualswithdiverseexperiences.

Boardhasnotermlimits.Boardmembersserveindefinitely.

Boardhastermlimitsbutitispossibletocontinuallyrenewservice.

Boardhastermlimitsandarotationofservicethatguideboardcomposition.Thatmeansthatboardmembersstopbeingboardmemberswhentermsend.

Boarddevelopmentcommitteetrackstermsandrotations;thereisaplaninplacetocontinuetoengageformerboardmembersintheorganization.

Boardmembersarenotorientedinanyway.

Boardmembersattendacursoryreview,eitherwithaboardmemberortheExecutiveDirector,butnotafullorientation.

Boardmembersattendanorientationatthestartoftheirboardservice.

Boardhasastrongcultureofongoingeducationandpro-activeengagementofitsmembers.



B.Commitmenttomissionandsuccessoftheorganization

Needswork Okay Good GreatBoardmembershavenointerestintheworkoftheorganization.

Boardmemberssaythattheyhaveaninterest,buttheyhavenotactedonthatinterestbefore.

Boardmembershavedemonstratedaninterestinthemissionoftheorganization.

Boardmembershaveactedontheirinterestinwaysthatwillstrengthentheorganization.

Boardmembersdonotattendkeyeventsorvolunteer.

Boardmembersexpressaninterestinattendingkeyeventsorvolunteeringbuthavenoyetdoneso.

Boardmembersattendkeyeventsorvolunteer(asappropriate)onbehalfoftheorganization.

Boardmembersattendkeyeventsorvolunteerregularly.

Boardmembersdonothavekeyorganizationaldocuments.

Boardmembershavethedocumentsbuthavenotrecentlyreviewedthem.

Boardmemberspossessandhavereadorganization’skeydocuments(bylaws,articles,annualreport,budget,etc.)

Keydocuments(budget,strategicplan,etc)guideboarddiscussionsanddecisions.

Boardmembersdonotexpresshowtheywillcontributetotheorganization.

Boardmembersstateannuallyhowtheywillcontributetotheorganization.

Boardmemberscompleteaboardcommitmentformannuallytoexpresshowtheywillcontributetotheorganizationthatyear.

Thetrackingofboardcommitmentsisusedintheboard’sannualreviewofitsperformance.

C.Conflictofinterest

Needswork Okay Good GreatBoarddoesnotdiscussordiscloseconflictsofinterest.

Boardmembershavenoconflictsofinterest,butthereisnoannualdocumentation.

Boardmembershavenoundocumentedconflictsofinterest(materialorrelationships).

Boardmembersreviewanddiscloseconflictsofinterestannuallyandastheyarise,signingannualstatements.

Boarddoesnotdiscussordisclosepaymentmadetoboardmembers.

Boardmembersdonoreceivecompensation,butthereisnodocumentationofthispolicy.

Boardmembersdonotreceivecompensationfortheirservice,otherthanreimbursementforboard-relatedexpenses.

Boardmembersdonotreceiveloansfromtheorganizationoritsstaff.



D.PositionsNeedswork Okay Good GreatBoardhas5orfewerpeople.

Boardhasfewerthan7people.

Boardhasatleast7individualstoensurethatthereareenoughpeopletoserveandperspectivestosupportstrongdecision-making.

Boardhasenoughmemberstomeetasafullboardandwithincommittees(7-15),possiblyusingcommunitymemberstoexpandthecapacityofcommittees.

Boardhasoneortwopeopleservinginallroles.

Boardhasatleastachairandatreasurerandavice-chairandsecretaryifpossible.

Boardhasfourseparatepeopleservingasofficers.

Allofficerpositionsarefilledwithsuccessionplaninplace.

Thereisnodistinctionbetweenstaffandboard.Inanallvolunteerorganization,thereisnounderstandingofthedifferenceofroles.

Ifastaffmemberservesontheboard,itistheExecutiveDirector,and(s)hedoesnotserveinanofficerposition.

Ifastaffmemberservesontheboard,(s)heservesinanexofficiocapacityanddoesnotvote.

Thereisacleardistinctionbetweenstaffandboard.

Boardmembersarenotprovidedwithanyjobdescriptions

Boardmembersdemonstrateanunderstandingoftheirjobs,thoughwithoutjobdescriptions.

Boardmembersareprovidedwithajobdescription.

Committeemembersareprovidedwithaclearjobdescriptionandunderstandtheirmandatefromtheboard.

E.BoarddevelopmentNeedswork Okay Good GreatBoarddoesnotreviewitsperformanceatall.

Boardreviewsitsperformanceonanirregularbasis.

Boardconductsanannualreviewofitsownperformance.

Boardreviewsitsperformanceanddevelopsplanstostrengthenitovertime.

Boarddoesnotreviewkeydocuments.

Boardreviewskeydocumentsonanirregularbasis.

Boardreviewseverythreeyearstheorganization’sbylaws,missionstatement,articlesofincorporation,andpolicies.

Boarddoesnotengageinlearning.

Boardengagesinsomelearningrelatedtononprofitoperations,theworkoftheorganization,andthecauseingeneral.

Boardengagesinongoinglearningrelatedtononprofitoperations,theworkoftheorganization,andthecauseingeneral.

TheBoardDevelopmentCommitteeplansanannuallearningagendabasedontheboard’sannualself-evaluation.

Boardhasnotdiscussedleadershipsuccession.

Boardhasdiscussedtheneedforaplanbutdoesnothaveaplaninplace.

Boardhasaplanforleadershipsuccession:officertraining,recruitmentandplanning.

Thedevelopmentoffutureleadersfortheorganizationisdiscussedregularly.

Board Operations


Theboardoperatesinawaythatachievestheorganization’smissioneffectivelyandefficiently.

Why? Whenaboardoperateseffectively:

Ithasthespaceandstructureinplacetoprovidetheoversightanorganizationneedstogrowitsmissionandprotectitsassets.

Itmakesintentionaldecisionsthatrespondtonewopportunitiesorchallenges.

Itcanbetterstewardtheorganizationonbehalfofthecommunityentrustingitwithresourcestomakeadifference.

Know BoardmembersshouldunderstandtheseelementsofBOARDOPERATIONS:

ü Boardmeetings:Regular,effectiveboardmeetingsallowtheworkoftheboardtomoveforwardtowards

theachievementofitsmission.ü Committees:Committeeschunkouttheworkoftheboardsothatitcanbemoreefficientandmore

effectiveinengagingindividualboardmembersinrelevantwork.ü Board/staffrelationship:Operatinganorganizationwithclearrolesandresponsibilitiesbetweenboard

andstaffstrengthenstherelationshipsbetweenthem,minimizesinterpersonalconflict,andfocuseseveryoneonthemission.

ü Boarddevelopment:Strongboardsarereflectiveabouttheirownpractice,celebratingachievementsandcreatingplansaroundareasforgrowth.

Show AboardshowsunderstandingofBOARDOPERATIONSintheseways:

o Boardmeetsregularly,withstrongattendanceandhighlevelsofengagementduringmeetings.Atleast

oneannualmeetingissuggested;annualmeetingsarerequiredofmembershiporganizations.o Boardmakesprogressontheworkoftheorganizationduringmeetingsdocumentedthroughminutes.o Boardutilizescommittees(ifsizeallows)tobreakupthefocusandwork.o Boardhires,supports,supervises,andreviewstheexecutivedirector.o Boardprovidesthestaffdirection,support,andaccountabilitythroughplans,policiesandvolunteering

whenappropriate.o Boardreviewsitsownperformanceonanannualbasis.

Board Operations


Grow Askq Whydoesitmatterthatyourboardoperateseffectively?

Howcouldachangeinhowyouorganizeyourselvesasaboardhelpyourorganizationoverseeitswork?

Howcouldboardmeetingsandfunctionsbestrengthenedsothatitcreatesthespaceforthinkingaboutopportunitiesandchallengesahead?

Whatkindofboardmeetings,relationships,orlearningwoulddeepentheconnectionboardmembersfeeltothelargercause?Whatwouldhelpboardmembersmakesenseoftheworkanditsimpact?

Actq Discusswhetherthereisenoughcontactwithboardmembers(bothintermsofattendanceandfrequency

ofmeetings)tostewardtheorganization.q Lookatyourmeetingagendas.Dotheyreflecttheconversationsthatyourboardshouldmostbehaving?

Dotheyreflectthethreekindsquestionsthatboardmemberscanask—oversight,foresight,andinsight?Howdotheybalancediscussionaboutthepastvs.thefuture?

q Trysomestrategiestogetmoreengagementatyourmeetings.Appointadifferentpersonas“thedevil’sadvocate”inordertoidentifypotentialproblemsoropportunities.Createaverbalorwritten“checkin”aftereverymeetingtoseehowpeoplearefeeling.

q Lookatyourstrategicplanoranyothergoaldocumentthatyouhave.Alignyourcommitteesaroundyourstrategyand/orgoals,writingdownthegoalsthatyouhaveforthesecommitteesthisyear.

q Createorupdateyourorganizationaldashboardthattracks2or3keymetricsonhowyoumeasurewhetheryouaremakingadifference.Organizationswithstaff:discusstheevaluationplantohelpboardmembersunderstandhowprogressistracked.Tiediscussionofevaluationtohowyoucommunicatewithyourdonors.

q Createaboardlearningplanthatincludesthreetypesoflearning:learningaboutyourorganization,aboutnonprofitpractice,andaboutthecauseinwhichyouareworking.

q Discussthecurrentinteractionbetweenboardandstaff(ifyouhavestaff).Howmightitbehelpingorhinderingtheworkoftheboardandorganization?

q Reviewhowyourorganizationtrainsboardofficersandthenmentorsthemonceinposition.Howcouldyoustrengthenthepathwaythatboardmemberstakethroughofficerpositions?

Board Operations


Keydocumentsare:

q ArticlesofIncorporationq Attendancepolicyq Boardapplicationq Boardmatrixq Bylawsq Calendarq Committeechartersand/orjobdescriptionsq Executivecompensationpolicy*q Jobdescription:Boardmemberq Jobdescription:Officersq Meetingagendaq Minutesq Orientationschedule/agendaq Stafforganizationchart

*ListedonIRSForm990,SectionB.

Board Operations



A.Boardmeetings

Needswork Okay Good GreatBoarddoesnotmeet. Boardmeetsacoupleof

timesayear.Boardmeetsatleastquarterlyduringtheyear.

Boardmeetsmoreregularly,eitherasawholeorincommittee.

Boardregularlyfailstohaveaquorumorhasdifficultyschedulingmeetingsatall.

Boardhasaquorumsomeofthetime.

Boardregularlyhasaquorumatmeetings.

Boardregularlyhasfullattendance.

Boardmeetingsarenotguidedbyanagenda.

BoardmeetingsareguidedbyanagendadeterminedbytheboardchairorED.

BoardmeetingsareguidedbyanagendadeterminedbytheboardchairandExecutiveDirectoranddistributedatleast3daysinadvance.

Boardutilizesa“consentagenda”toexpediteroutinebusiness.

Boardmembersdonotreceiveboardmaterials(agenda,financials,supportdocuments)priortomeetings.

Boardmembershaveaccesstomaterials(agenda,financials,supportdocuments)priortomeetings.

Boardmembershaveaccesstomaterials(agenda,financials,supportdocuments)insufficienttimethattheycanbepreparedtoengagemeaningfullyinconversationatmeetings.

Boardmeetingsarenotguidedbyanagenda.

Boardagendashaveamixofbusiness,butitisnotclearlyarticulated.

Boardagendasincludedifferenttypesofbusiness,suchasbusinessthatisnew,openfordeliberation,andreadyfordecision.

Boardmeetingsprovidespaceformemberstodiscussissuesthroughthreelenses:oversight,foresight,&insight.

Boarddoesnotkeepminutesofmeetings.

Boardkeepsnotesofboardmeetingsbutnotinasystematicway.

Boardkeepsasapermanentrecordminutesofallboardmeetingsanddocumentationofanyactionstakenbytheboard.

Boardhasnotdiscussedhowtohandleurgentmatters.

Boardhasdiscussedtheissueofhavingaprovisionforhandlingurgentmatters.

Boardhasaprovisionforhandlingurgentmattersbetweenmeetings.

Onlyafewindividualsspeakorparticipateinboardmeetings.

Mostboardmembersspeakorparticipateinmeetings.

Everyboardmemberspeaksorparticipatesinmeetings.

Board Operations


B.CommitteesNeedswork Okay Good GreatBoarddoesnotutilizecommittees.

Boardhasatleastonecommitteeoutsidethefullboard.

Boardorganizescommitteesasneededforgreatercapacityandbetterdecision-making.

Boardmembersrotatecommitteesovertimetoexpandknowledgeandcapacity.

Iftherearecommittees,boardmembersdonothaveaclearunderstandingoftheroleofthecommittee.

Boardmembersdemonstrateanunderstandingoftheroleofthecommittee,thoughthecharterisnotinwriting.

Eachcommitteehasacharter(jobdescription)sothatmembersknowwhatthefunctionofthecommitteeis.

Committeechartersarereviewedannuallytoalignthemwiththestrategicplanandannualgoals.

Iftherearecommittees,theydonotbringtheresultoftheirworktothefullboard.

Committeesbringinformationtotheboard,butnotinasystematicway.

Committeesbringdecisionsandotherkeyinformationbacktothefullboardforreviewandvoting.

Committeeworkisanintegralpartofthefunctioningoftheboard.

C.Board/staffrelationship(fororganizationswithstaff)Needswork Okay Good GreatBoarddoesnothiretheExecutiveDirector

BoardhirestheExecutiveDirectorbutdoesnotsystematicallyreviewhis/herperformance.

BoardhiresandreviewstheExecutiveDirector.

TheboardreviewstheExecutiveDirectorandinvestsinhis/herprofessionaldevelopment.

Boardprovidesnodirectiontothestaffthroughplansandpolicies.

Boardprovidessomedirectiontothestaffthroughplansandpolicies.

Boardprovidesdirectiontothestaffthroughplansandpolicies.

BoardandEDcommunicateregularlytoalignboardofboardandstaff.

Boarddoesnotdemonstrateanunderstandingofthedifferencebetweenboardandstafffunctions.

Boarddemonstratessomeunderstandingofthedifferencebetweenboardandstafffunctions.

Boardunderstandsthedifferencebetweenboardandstafffunctions.

Boardhasnotapprovedanypersonnelpolicies.

Boardhasapprovedsomelevelofpersonnelpolicies.

Boardapprovespersonnelpoliciesthatcoverclassification,compensation,evaluation,andreporting.

Boarddoesnotprovidesupportthroughadviceandvolunteering.

Boardprovidessomesupportthroughadviceandvolunteering.

Boardprovidessupportthroughadviceandvolunteering(asappropriate).

Boardprovidesnoaccountability.

Boardprovidesaccountability,butnotthroughareviewofprograms.

Boardprovidesaccountabilitythroughareviewofprogramevaluations.

Board Operations


Meeting Agenda

Mission

Whatprogresswillbemadeatthismeeting:

Anotherwaytothinkaboutthis…whatwillyou:

Discuss Topic introduced for the first

time, or re-introduced for future deliberation

Deliberate Topic for which data or

information has been provided with enough time to read and think

about it

Decide Topic ready for a decision or

vote

ConsentAgenda(topics for a singular vote)

Topic1____________________Facilitator____________________



Closure(Review progress, assign tasks, celebrate achievements)

Meetingchecklist:q Socialtimeforconnectionq Food/drinkforconnectionandsustenanceq Smallgroup/pairconversationtoengagemorevoicesq Balancefiduciary/strategic/generativeq Balancepast/present/future

Rankthisactivity:3=Highbrainpowerneeded2=Mediumbrainpower1=Littletonobrainpower

Makesure“3”activitiescomefirst.

Fundraising


Boardmemberssecureadequateresourcesfortheorganizationinwaysthatallowittobesustainableovertime.Theyconductfundraisingactivitiesinamannerthatupholdsthepublic’strustintheirstewardshipofcontributedfunds.

Why? Whenaboardparticipatesinfundraisingforitsorganization:

Itensuresthatfundraisingisconductedinanethical,professionalmanner,incompliancewithfederal,state,andlocallaw,aswellasAssociationofFundraisingProfessionalsCodeofEthics.

Itprovidestheresourcesneededfortheorganizationtobestrategicinhowitfulfillsitsmission.

Itexpandsthecommunitysupportingthemission,bringingalargersetofindividualsintothecauseinwhichitoperates.

Know BoardmembersshouldunderstandthesefourelementsofFUNDRAISING:

ü Roles&expectations:Everyboardmemberhasaroletoplayinraisingfunds,bothinparticipatinginthe

fundraisingprocessofcultivation,solicitation,andstewardshipandindonatingthemselves.Theyfosteracultureofgenerosity.

ü Planning:Planninghelpsaboardtomapoutandeventuallyachieveitsfundraisinggoals.ü Communications:Boardmembershavethetools,systems,andstoriestheyneedtobeeffective

ambassadorsfortheworkoftheorganization.ü Systems:Theboardcanimplementpoliciesandsystems(dependingonthesizeoftheorganization)to

ensurethatfundraisinghappensincompliancewiththelawandbestpractice.

Show AboardshowsunderstandingofFUNDRAISINGintheseways:o Boardmembersknowwhattheirroleisgenerallyandindividuallyrelatedtofunddevelopment.o Boardmembers“own”theirroleinfunddevelopment,whetheritisincultivation,solicitationor

stewardship.o Boardmembersreceivetrainingandtheinformationandresourcestheyneedtosupportfund

development.o Boardhassystemsinplacetosupportfunddevelopment.

Fundraising


Grow

Askq Whydoesitmatterthatyourboardcommitsitselftosecuringadequateresourcesforyourorganization?

Howcouldgreaterengagementoftheboardinfundraisingimprovetheoversightoffundsreceivedbyyourorganization?

Howcouldgreaterengagementoftheboardinfundraisingallowyourorganizationtobemorestrategic,bothintermsofhowitraisesfundsandwhatitdoeswiththefundsthatitraises?

Howcanyouusefundraisingtogrowacommunitycommittedtomakingadifferencewithinyourcause?

Actq Boardensuresthatallmembersgiveapersonallymeaningfulamount.q Thefunddevelopmentcycleinvolvesthreemajorsteps:cultivation,solicitation,andstewardship.

Describeallofthedifferentwaysthatthesestepscanbeaccomplishedinrelationtoyourmission.Inviteboardmemberstosaywhichstepstheyfeelmostcomfortablefocusingon.Assignfundraisingtasksbasedontheircomfortarea.

q Nomattertheirskilllevelwithfundraising,allboardmemberscanplayaroleinthankingdonors.Organizethank-a-thonstocallorwritenotestodonors,updatingthemonyourorganizationandtheimpactoftheirgift.

q Listallofthepossiblewaysthatthisorganizationcanbringinfunds,includingsupport(donations,grants,events)andrevenue(admissionfees,earnedincome,investments).Inachart,trackwhatpercentageoftotalincomewasreceivedfromeachsourceoverthepasttwoyears.Whatwouldyoulikethosepercentagestobeinthenexttwoyears?Makeaplanforhowtogetthere.

q Dedicatetimeduringaboardmeetingforstorytelling.Invitestaffmembers—andthoseserved,ifpossible—totellstoriesabouthowtheorganizationhasimpactedthem.Asksomeonetobethescribeandwritedownthekeyelementsofstoriesshared.

Keydocumentsare:q Boardjobdescriptionq Budgetq Caseforsupportq FinancialPlanq Fundraisingplanq Giftacceptancepolicyq Listofcurrentdonorsq Listofcurrentmembers(ifamembershiporganization)

Fundraising


PathwayA.Roles&expectations

Needswork Okay Good GreatFewifanyboardmemberscontribute.

Mostboardmemberscontributeinmeaningfulways.

Eachboardmembercontributesapersonallymeaningfulamountofmoneytotheorganization.

Boardmembersaretreatedlikemajordonorsastheymaketheirmeaningfulfinancialandothergifts.

Boardmembersdonothaveanyindividualizedplanorunderstanding.

Mostboardmembershaveanindividualizedplanorunderstandingforsupportingtheorg.

Eachboardmemberhasanindividualizedplanforhowtheycansupporttheorg’sfundraisingactivities.

Boardmemberscelebrateeachother’ssuccessestowardstheirfundraisingplans.

Boardmembersarenottoldthattheywillbeexpectedtohelpraisefunds.

Boardmembersaretold,buttheroleisdownplayed.

Fundraisingexpectationsareexplicitandarticulated.

Boardmembersleanintothefundraisingroleasawaytohelptheorganizationmeetitsmission.

Boardmembersfeelnoconnectiontothebudget,orthereisnobudget.

Boardmembersunderstandthattheyhavearoletoplaybutdonot“own”thebudget.

Boardmembersfeelaccountableforthebudgetanditsfundraisingimplications.

Boardmemberscontributetothefundraisinglineitemsinthebudget.

B.Planning

Needswork Okay Good GreatBoardhasnotdiscusseditsfundraisingstrategy.

Boardhasdiscusseditsfundraisingstrategybutitisnotwritten.

Boardhasadoptedafundraisingplanorstrategythatreflectsthebudgetandorganization’sgoals.

Boardengagespartnersorothersoutsidetheorganizationtostrengthentheplan.

Boardhasnounderstandingofwhatsolicitationstheorganizationismaking.

Boardhasasenseofwhatsolicitationstheorganizationismaking.

Boardknowswhatkindofsolicitationstheorganizationismaking.

Boardguidesexistingandpotentialsolicitations,withaneyeongeneraloperatingfunds.

Boardhasnotreviewedthediversificationoffunds.

Boardhasreviewedthediversificationoffundsbutisnotworkingtoensurethatfundsarediversifiedasmuchaspossible.

Boardhasreviewedwherefundscomefromandisworkingtoensurethatfundsarediversifiedasmuchaspossible.

Boardhasadoptedafinancialplanoutlininghowtheywilldiversifyfundingovertime.

Boardisnotworkingonbuildingrelationshipsasapartofitsfundraisingwork.

Boardisworkingonbuildingstrongerrelationshipsbutwithoutfocus.

Boardanchorsfunddevelopmentinbuildingrelationshipswithcurrentandpotentialdonors.

Boardplaysanactiveroleinstrengtheningrelationshipswithcurrentandpotentialdonors.

Boardmembersonlyknowofonewaytocontribute,givingtheirownfunds.

Boardmemberscancontributeinatleastthreeways.

Boardmembershaveatleastfivedifferentwaystocontributetofundraising.

Boardmembershavethreekindsofopportunitiesbasedontheirinterestsandconnections.

Fundraising


C.CommunicationsNeedswork Okay Good GreatBoardmembershavenoresourcestouseindonoroutreach.

Boardmembershavematerialsbutmaybenotcurrent.

Boardmembershavecurrentprintorotherresourcestouseindonoroutreach.

Boardmembersreceivematerialscustomizedtotheindividualororganization.

Boardmemberscannottellanystoriesoroutcomesrelatedtotheorganization.

Boardmemberscantellatleastonestoryornameoneoutcomeoftheorganization.

Boardmemberscanarticulatethestoriesandoutcomesoftheorganization.

Boardmemberscantapintoastorybankformorestories.Theyreceiveregularupdatesaboutoutcomes.

Boardmembersarenotgivenanyinformation.

Boardmembersaregivengeneralinformationaboutpotentialdonors,butwithoutanyhistory.

Boardmembersaregiveninformationaboutpotentialdonors,includingbackgroundandhistory.

Donorupdatesarearegularpartofstaff/boardcommunication.

Staffandboardmembersdonotcommunicateafterdonorcontact.

Staffandboardmemberscommunicateinformallyaftercontactismadewithadonor.

Stafforfundraisingleaderandboardmemberscommunicateafterdonorcontacttoregistertheresultoftheexchange.

Staff/boardhavesystematizedcommunicationrelatedtodonors.

D.SystemsNeedswork Okay Good GreatBoardhasnosystemsinplace.

Boardhassomesystemsinplacetosupportfundraising,butnottiedtoaplan.

Boardhassystemsandpoliciesinplacetooperationalizethefundraisingplan.

Boardorcommitteereviewssystemsandpoliciesonanannualbasis.

Giftsarenotbeingacknowledged,orboardisnotsure.

Boardisprettysurethatgiftsarebeingacknowledged.

Boardensuresthatgiftsareacknowledgedproperly,includingthatallgiftsof$250ormoreareacknowledgedinwriting.

Theboardisactivelyinvolvedinacknowledgingdonors.

Boarddoesnotdiscussgiftacceptancepolicies.

Boardtalksaboutgiftacceptanceasissuesarisebuthasnopolicy.

Boardadoptsgiftacceptancepoliciesthatsetoutconditionsunderwhichitwoulddeclinefundsorin-kinddonations.

Boardmembersknowtobringcertaingiftsforreviewbeforetheyareaccepted.

Boarddoesnottrackrestrictedfundsseparatelyfromunrestrictedfunds.

Boardtracksrestrictedandunrestrictedfundsbutwithoutadirectconnectiontodonorsandthesystemsusedtocommunicatewiththem.

Boardreviewsfinancialstatementsmonthlywithacommitmenttohonordonorintentandcomplywithconditionsplaceondonations.

Board Calendar


ConnecttoCause ResponsibilitiesComposition&Development Operations Fundraising

Annualactivitiesforyourboardtoplugintoyourorganizational

calendar.

q Writedowneveryoneconnectedtoyourmission.Usethismapacrossboardfunctions.

q Reviewbudgetq Signconflictofinterestpolicy

Federal:q FileIRSForm990WASecretaryofState:*q FilecorporationannualreportIncorporationmonth

q Filecharitiesannualrenewal11mthsfollowingaccountingyearend

q Reviewprocesstorecruitandselectboardmembers

q Scheduleorientation.

q Evaluatetheboard.q Createlearningplanforboardmembers.

q Createameetingcalendarthatencouragesattendance.

q LayoutplanforevaluatingExecutive.

q Discusswhetherthisyearistheyearforastrategicplan.

q Scheduletrainingforofficers.

q Connectthebudgettofundraising.

q Createindividualizedplanforboardmembers.

q Updateprintresourceforboardmembers.

q Sharelistofdonors.

JANUARY

FEBRUARY

MARCH

JUNE

JULY

AUGUST

SEPTEMBER

OCTOBER

NOVEMBER

DECEMBER

Exact requirements may be different depending on your type of organization: www.sos.wa.gov/_assets/charities/CharityComplianceRequirements.pdf

Board Action Map


Beforewestart,let’smakenoteofyourbiggestchallengetohelpfocusonthemostimportantthingstoaccomplish.

EachBoardinGearchapterincludesaPathwaythatdescribeswhereyouarenowandwhereyoucango.Yourgoalistomoveyourboardto“good”or“great”withinatimeframethatworksforyourorganization.Onceyouhaveworkedthroughallofthechapters—orthechaptersmostofinterest—this“BoardActionMap”willhelpyoutakeaction.Itsummarizesandprioritizesyournotesonthe“GettingtoGoodandGreat”chartattheendofeachchapter.AFTERYOUHAVEWORKEDTHROUGHBOARDSINGEAR…Thinkaboutyourbiggestchallenge.What3-5ideas,actions,ordocumentsdoyouwanttomoveforward?Notethemhere.Makesuretoaddthemtoyourworkplan,calendar,ormeetingagendas.

Chapter Let’sCelebrate!Whatyouaredoingwell

Let’sGotoWorkWhatyouwanttoworkon

Let’sBeSureItHappensByWhomandByWhen

ConnectiontoCause

Responsibilities

Composition&development

Operations

Fundraising

One week from now, I will __________________________________________________________________________________________.

By 3 weeks from now, _______________________________________________________________________________________________.

One year from now, _________________________________________________________________________________________________.