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B3   building blocks for board development - materials
 

B3 building blocks for board development - materials

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A successful nonprofit organization must have a responsible and engaged board of directors. This workshop will address fundamental nonprofit governance concepts including board members’ roles and ...

A successful nonprofit organization must have a responsible and engaged board of directors. This workshop will address fundamental nonprofit governance concepts including board members’ roles and responsibilities, board policies, and financial and legal oversight.

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    B3   building blocks for board development - materials B3 building blocks for board development - materials Document Transcript

    • Board of Directors Full Board Evaluation DISAGREE ------------------ AGREE Board Activity 1 2 3 4 5 The board operates under a set of policies, procedures, and guidelines with1. which all members are familiar.2. The Executive Committee reports to the board on all actions taken. There are standing committees of the board that meet regularly and report3. to the board.4. Board meetings are well attended, with near full turnout at each meeting.5. Each board member has at least one committee assignment. Nomination and appointment of board members follow clearly established6. procedures using known criteria. Newly elected board members receive adequate orientation to their role and7. what is expected of them. Each board meeting includes an opportunity for learning about the8. organization’s activities.9. The board follows its policy that defines term limits for board members. The board fully understands and is supportive of the strategic planning10. process of the ministry. Board members receive meeting agendas and supporting materials in time11. for adequate advance review. The board adequately oversees the financial performance and fiduciary12. accountability of the organization. The board receives regular financial updates and takes necessary steps to13. ensure the operations of the organization are sound.14. The board regularly reviews and evaluates the performance of the CEO.15. The board actively engages in discussion around significant issues. The board chair effectively and appropriately leads and facilitates the board16. meetings and the policy and governance work of the board.Page 1 of 4
    • Board of Directors Full Board Evaluation DISAGREE ------------------ AGREE Mission and Purpose 1 2 3 4 5 Statements of the organization’s mission are well understood and supported1. by the board. Board meeting presentations and discussions consistently reference the2. organization’s mission statement. The board reviews the organization’s performance in carrying out the stated3. mission on a regular basis. Governance1. The board exercises its governance role: Ensuring that the organization supports and upholds the mission statement, core values, vision statement, and conflict of interest policies. The board periodically reviews (every two years), and is familiar with, the2. organization’s policies. The board reviews its own performance and measures its own effectiveness3. in governance work.4. The board is actively engaged in the board development processes. Board Organization Information provided by staff is adequate to ensure effective board1. governance and decision-making. The committee structure logically addresses the organization’s areas of2. operation.3. All committees have adequate agendas and minutes for each meeting.4. All committees address issues of substance.Page 2 of 4
    • Board of Directors Full Board Evaluation DISAGREE ------------------ AGREE Board Meetings 1 2 3 4 51. Board meetings are frequent enough to ensure effective governance.2. Board meetings are long enough to accomplish the board’s work.3. Board members fully and positively participate in discussions. Board Membership1. The board size is adequate to effectively govern the organization.2. The board has a range of talents, experience, and knowledge to accomplish its role.3. The board uses its members’ talents and skills effectively.4. The board makeup is diverse with experience, skills, ethnicity, gender, denomination, and age group.5. Fellow board members review each member’s performance at the end of every three-year term.6. Each board member participates in financially supporting the organization on an annual basis.7. The board demonstrates a deep spiritual commitment to Jesus Christ, to the Christian mission of our organization, and to obedience to God’s word as revealed in the scriptures. Administration and Staff Support1. The committee structure provides adequate contact with administration and staff.2. Communication is strong and clear between the board and staff.3. Staff support before, during, and after-board meetings is effective.Page 3 of 4
    • Board of Directors – Self Evaluation FormBoard Member: ____________________1. How do you assess your contribution to our organization? (You might want to include such things as: attendance at board meetings, participation, promotion and fund-raising, prayer, committee work, or any other areas on which you would like to comment)2. Do you feel that your financial contributions to our organization are at a level which is “personally significant” for you? Why or why not?3. How has our organization invested in your growth as a board member?4. What would you like to contribute to or involve yourself in if you were to serve another term?5. How would you like our organization to invest in and facilitate your personal development as a board member?6. What changes would you suggest, as a board member, in the operation and involvement of the board?Page 4 of 4
    • Sample Job Description for Nonprofit Board MembershipPosition Title: Member of the Board of DirectorsLength of Term: ______________________________Reports To: Entire Board of DirectorsResponsibilities: • • • • • • • • •The successful board member: • • • • •
    • BUILDING BLOCKS FOR BOARD DEVELOPMENT GOVERNANCE RESPONSIBILITIES OF A NONPROFIT BOARD OF DIRECTORSDEFINE THE MISSION AND PURPOSE OF THE ORGANIZATION • Develop a mission statement that communicates the goals of the organization. • Many organizations also establish a Vision and articulate Values as well. • New projects, lines of business, and initiatives should meet the mission test.BE AMBASSADORS FOR THE ORGANIZATION • Speak with one voice as a board. • Represent the organization well to the public, stakeholders, funders, and media. • Open doors for the organization and be a cheerleader.ENABLE THE BOARD TO FUNCTION • Attend and participate • Establish a committee structure • Hold annual elections • Fill vacancies as they occurPLANNING AND DIRECTION • Undertake regular strategic planning for the organization. • Assess the changing environment along with challenges and opportunities. • Develop an annual operations plan with specific goals and budget • Do succession planning.ORGANIZATIONAL OVERSIGHT • Know and evaluate the organization’s programs, service areas, and populations served. • Review and evaluate productivity and outcomes of the programs/services. • Analyze trends and performance over time. • Understand the community needs, demand for services, and gaps in services offered. • Hear from customers as to how well their needs are being met. • Assure the organization has competent staff.FINANCIAL OVERSIGHT • Receive and review financial reports monthly. • Conduct annual audits and have them presented to the board by the CPA. • Be sure financial policies provide for internal controls and safeguarding of assets. • Maintain appropriate financial reserves. • Make sure payroll taxes are paid, accounts are reconciled, and the IRS 990 is filed. • Receive insurance reviews from your carrier/agent. • Exercise fiduciary responsibility and seek to be transparent.
    • HIRE AND REVIEW PERFORMANCE OF CHIEF EXECUTIVE • Responsible for employing the Executive Director/CEO. • Develop a job description, share expectations, and communicate regularly. • Create parameters for CEO to operate in and don’t micro-manage • Conduct his/her annual performance review. • Review compensation comparables. • Document the review and salary decisions.RESOURCE DEVELOPMENT • Assist with identifying and securing resources for the organization to operate with. • Help with “the ask” and the “thank you”. • Make sure 100% of board members financially support the organization.CORPORATE DOCUMENTS, POLICIES AND COMPLIANCE • Review Articles of Incorporation and Bylaws every year or two. • Approve policies for the organization and make sure all necessary policies are in place. • Examples include Financial, Personnel, Operations, Ethics, Whistleblower, Disaster, Equal Opportunity, Conflict of Interest, Succession, etc.BE REPRESENTATIVE • Strategically look at the make-up of the board to see if there is suitable representation. • Representation could include geographic, race/ethnicity, male/female, age, etc. • Define the skills sets and experience needed for the board, such as affordable housing, nonprofit management, government, consumers/residents, community development, lenders/financial, etc.REPORT TO YOUR MEMBERS, STAKEHOLDERS, FUNDERS AND THE PUBLIC • Use newsletters and website to keep people informed. • Have an Annual Meeting and/or develop an Annual Report to articulate successes and outcomes.ASSESS BOARD PERFORMANCE • Board should assess its performance as a whole every so often. • Board members should assess their individual performance. • Follow-up on recommendations and suggestions.INVITE THIRD PARTY REVIEW • Learn from 3rd party evaluations such as audits, management reviews, and evaluations. • Consider suggestions and recommendations and make necessary changes. • Examples are United Way, NeighborWorks, HAC, T&MA Contractors, etc.
    • Sample Board of Directors Recruitment Grid Elected in 2010 Elected in 2011 Elected in 2012GENDERFemaleMaleAGE20-3536-5556 and olderRACEAfrican AmericanAsian AmericanCaucasianHispanicNative AmericanOtherRESIDENCYUrbanSuburbanRuralOtherCONSTITUENCYBusinessCommunityGovernmentProgram UserOtherSKILLSFinancialFundraisingLegalPersonnelPlanningProgram ExpertisePublic RelationsOther
    • Board ManualIt is a good idea to provide board members with a manual that they can use throughouttheir term(s). New board members will use the contents of the board manual to becomeacquainted with the organization and its operations. Existing board members can use themanual as a centralized resource tool. If the manual is in the form of a three ring binder,important handouts can be easily inserted or updated while brochures, stationary, andpamphlets can be placed in the pockets. SUGGESTED BOARD MANUAL CONTENTSORGANIZATIONAL INFORMATION • History of the organization • Mission statement • Organization fact sheet including a summary of programs and services • Organizational chart • Articles of Incorporation • Bylaws • Strategic plan • Budget • Organizational policies • Staff roster • Biography of executive director and/or key staff • List of major donors • Calendar of events • Annual report • Press releases • Key press coverage • Promotional materialsBOARD INFORMATION • Board of directors job description • Board of directors roster with contact information • Committee job descriptions • List of committee members • Schedule of board and committee meetings • Description of organization insurance policies • Board and committee meeting minutes • Conflict of interest disclosure form • Prospective board member referral formFINANCIAL INFORMATION • Most recent audit report • Current financial statements • Donors