CIAA GM Meeting Board Education (Summary)

2. CIAA MEMBER

3. Legal Reasons – State laws are explicit to indicate that nonprofit
corporations need a board to assume the fiduciary role for the organizations
well-being. It designate overall responsibility and liability to the board.
Ethical Reasons – One of the key ethical reasons to build a board is to create
structure that functions to assure the public and all individual members
within the organization is in good hands. Its role in this capacity is to go
beyond the legal requirements and ensure that the organization not only
does things right, but does the right thing.
Practical Reasons – The boards role is limited to control and supervision. A
board is made up of individuals who most likely, at one time for
another, served the board on committees. The board represents each
member within the organization. The board is the body that provides
continuity to the organization. Individuals come and go but the board as an
entity remains. When good practices are implemented, the changing of the
guards does not adversely affect the good work that has been accomplished.

4. Serving as a board member is one of the
most challenging and rewarding of
volunteer assignments. While
appointment or election to a board is an
honor, board members have important
legal and fiduciary responsibilities that
require a commitment of time, skill, and
resources.

5. Is the level of competence that is expected of a
board member and is commonly expressed
duty of “care that an ordinarily prudent person
would exercise in a like position and under
similar circumstances” This means the board
member owes the duty to exercise reasonable
care when he or she makes a decision as a
steward of the organization.

6. Is a standard of faithfulness; a board member
must give undivided allegiance when making
decisions affecting the organization. This
means that a board member can use
information obtained as a member for
personal gain, but must act in the best
interests of the organization.

7. Requires a board member to be faithful
to the organization’s mission. They are
not permitted to act in a way that is
inconsistent with the central goals of the
organization. A basis for this rule lies in
the public’s trust that the organization
will manage donated funds to fulfill the
organization’s mission.

8. Purpose: To advise, govern, oversee policy and direction, assist with the
leadership and general promotion of Central Iowa Apartment Alliance so
as to support the organization’s mission and needs.
Major Responsibilities:
• Organizational leadership and advisement
• Organization of the Board of Directors, officers, and Committees
• Formulation and oversight of policies and procedures
• Financial Management, including adoption and oversight of the annual
budget
• Oversight of program planning and evaluation
• Personnel evaluation and staff development
• Review of organizational and programmatic reports
• Promotion of the organization

9. Meetings and time commitment:
• Monthly meetings typically averaging 2 to 3 hours
• Standing Committee Chairs of the board meet monthly averages 10 hrs
Weekly
• Special Committee Chairs will report monthly to the board averages 80 hrs
Annually
• Board members are asked to attend all board meetings and special events
Expectations of Board Members:
• Attend and participate in meetings on a regular basis and special events
• Participate on Standing Committee and/or Special Committees
• Be Alert to Community Concerns that can be address by CIAA
mission, objectives, and programs
• Help communicate and promote CIAA mission and programs to the
community
• Become familiar with CIAA finances, budget, and financial resource needs

10. RED
Executive
Officers
RED & Blue Board of

11. • Ensures the effective action of the board in governing and supporting the
organization, and oversees board affairs. Acts as the representative of
the board as a whole, rather than as an individual supervisor to staff.
• Speaks to the media and community on behalf of the organization (Also
AE) represents the organization in the community.
• Develops agendas for meetings in concert with the Executive Director.
Presides at board meetings.

12. • Recommends to the board which committees are to be established.
Seeks volunteers for committees and coordinates individual board
member assignments. Makes sure each committee has a chairperson,
and stays in touch with chairpersons to be sure that their work is carried
out. Determines whether executive committee meetings are necessary
and convenes the committee accordingly.
• Establishes search and selection committee for hiring Staff. Convenes
board discussion on evaluating the AE and negotiating compensation
packages and conveys information to the AE.
• Ensures board matters are handled properly, including preparation of
pre-meeting materials, committee functioning, and recruitment and
orientation new board members.

13. • Act as the president/chair in his or her
absence; assists the president/chair on
specified duties
• Frequently assigned to a special area of
responsibility, such as
membership, media, annual meetings, or
personnel.
• Serves on a Standing or Special Committee

14. • Attend all board meetings
• Serve on the Executive Committee
• Maintain all board records and ensure their accuracy
and safety
• Review board minutes
• Assume responsibilities of the president in the
absence of the board president, and vice president
• Provide notice of meetings of the board and/or of a
committee when such notice is required

15. • Manages the board’s review of and action related to the boards
financial responsibilities. May work directly with the CPA’s and
staff in developing and implementing financial procedures and
systems.
• Ensures that appropriate financial reports are made available to
the board. Regularly reports to board on key financial
events, trends, concerns, and assessment of fiscal health.
• Recommends to the board whether the organization should have
an audit. If so, selects and meets annually with the auditor in
conjunction with the Auditor.
• Ensures that all Accounting reporting is sound management and
maximization of cash and investments.

16. • Ensures that the board of directors, executive committee , and officers
are fully informed of association conditions and of all important factors
influencing them
• Attends all meetings of the board of directors and executive committee
• Plans, formulates and recommends for the approval

17. • Ensures that the board of directors, executive committee , and officers
are fully informed of association conditions and of all important factors
influencing them
• Attends all meetings of the board of directors and executive committee
• Plans, formulates and recommends for the approval

18. • Ensures that the board of directors, executive committee , and officers
are fully informed of association conditions and of all important factors
influencing them
• Attends all meetings of the board of directors and executive committee
• Plans, formulates and recommends for the approval

21. Are committees
adopted by the Board
Of Directors while
listed in the bylaws
have an ongoing
resolution throughout
the year.
Are committees
appointed by the
President to perform a
certain duty. Can be
come a standing
committee upon
majority vote by the
Board.
Task Force or
Subcommittees are
appointed by the
President to perform a
certain task or project
specific to a Special or
Standing committee.
Results can be added
duties to a committee
or stand alone as a
Special or Standing
committee.

22. April St. Aubin,
Conlin Properties
VACANT

23. Tiffany
Stewart,
Seldin
Company
Vacan
t
Vacan
t
Tammy
Smith
Waste
Connections
Vacan
t
Aaron
Libbie
For Rent
Vacan
t

25. What Are Robert's Rules of Order?
By C. Alan Jennings, PRP from Robert's Rules For Dummies
Robert's Rules is practically synonymous with parliamentary
procedure, and for good reason. Robert's Rules of Order sets out the
parliamentary rules organizations can adopt as a guide for establishing
the conduct of the organization and the management of its meetings.
In a nutshell, Robert's Rules make meetings meaningful.
Robert's Rules provide guidance for most organizational
functions, including
Establishing an organization and the rules that govern it
Presiding over and participating in organizational meetings, including
making motions and debating those motions
Calling for and conducting elections within the organization

26. To do this:
Say this:
Interrupt
speaker
?
Second
required
?
Is motion
debatable?
Adjourn meeting
before business is
completed?
Is motion
amendable
?
What vote
is
required?
“I move that we
adjourn”
NO
YES
NO
NO
Majority
Recess the meeting
“I move that we
recess until”
NO
YES
NO
YES
Majority
Suspend further
consideration of an
issue
“I move we table
it”
NO
YES
NO
NO
Majority
End debate
“I move the
previous
question”
NO
YES
YES
YES
Two-Thirds
Study an issue
further
“I move we refer
this matter to a
committee”
NO
YES
YES
YES
Majority
Introduce business
(primary motion)
“I move that”
NO
YES
YES
YES
Majority

27. To do this:
Say this:
Interrupt
speaker
?
Second
required
?
Is motion
debatable?
Amend a motion
Is motion
amendable
?
What vote
is
required?
“I move that this
motion be
amended by”
NO
YES
YES
YES
Majority
Object to procedure
or a personal affront
“Point of Order”
YES
NO
NO
NO
No vote,
Chair
decides
Take up a previously
tabled matter
“I move we take
from the table”
NO
YES
NO
NO
Majority
Consider an issue
out of its scheduled
order
“I move we
suspend the rules
and consider”
NO
YES
NO
NO
Two-Thirds

28. Prospective
Members Should Ask
Questions

29. • What is the organization’s Mission?
• How do its current programs relate to
the mission?
• Can I visit the organization to observe
a a program first hand?
• Is there a strategic plan reviewed and
evaluated on regular basis?

30. • Is the financial condition of the
organization sound?
• Does the board discuss and approve
the annual budget?
• How often does the board members
receive financial reports?

31. • Whom does the organization serve?
• Are the constituents satisfied with the
organization?
• What more would the members like to
see from the organization?

32. • How is the board structured?
• Are there descriptions of the responsibilities of
the board as a whole and individual
members?
• Are there descriptions of committee functions
and responsibilities?
• Who are the other board members?
• Is there a system of checks and balances to
prevent conflicts of interests between board
members and the organization?
• Does the Board have D&0 Coverage?

33. • What are the ways that you think I can
contribute as a board member?
• How much of my time will be required for
meetings and special events?
• How are committee assignments made?
• What orientation will I receive to the
organization and to the responsibilities of
board service?

34. • Does the organization provide
opportunities for board
development and education?
• What is the boards role in fundraising?
• Will I be expected to make a specific
annual financial contribution?
• What role will I play in soliciting
donors?

35. • Is the board satisfied with the
performance of the Executive Staff?
• How do board members and senior
staff typically work with each other?

36. Satisfied with
the information
you have
received. Its
time to
evaluate your
own interest in
serving on the

37. • Am I committed to the mission of the
organization?
• Can I contribute the time necessary to be an
effective board member
• Can I contribute financial support consistent
with the organizations expectations of board
members and with my own means and
priorities?
• Can I place the organization’s purposes and
interests above my own professional and
personal interests when making decisions as

38. Why aren’t you serving
today?

39. We are happy to
serve you!