The document provides an overview and orientation for a board of directors. It discusses the purpose of board orientation which is to share key information about the organization, focus on the strategic direction and mission, and encourage questions. It also outlines the organization's mission statement, goals, board responsibilities, committee structure, and important legal and risk considerations for board members.
Why Boards Matter: The Relationship Between Strong Boards and Organizational ...TCC Group
As a sector, we have come to some consensus on “good governance” and the things boards should do to effectively govern nonprofits. We have identified the board’s basic roles and developed metrics to gauge organizational success. What we DON’T know is whether and why these practices actually result in improved organizational health and long-term sustainability. Until now.
Analyzing the data from its Core Capacity Assessment Tool — an organizational diagnostic that has been taken by more than 4,000 nonprofits (representing more than 19,000 individual who took the CCAT) — TCC Group has identified the ways in which strong board performance correlates with overall organizational strength. Through our analysis of data from organizations with strong board leadership scores, we have determined what these boards do that result in stronger leadership and adaptive capacities. The combination of this research and TCC’s consulting experience with hundreds of nonprofit organizations enables it to offer practical ideas aimed at strengthening board performance.
This presentation was prepared to support the induction process of new Board members of a Board I chaired for several years. It presents basic and introductory information sourced from various experts. It was intended to help Board members understand the role of the Board, their role as Board members and the difference between Board/policy and Operational roles. Feel free to use and adapt this slide show. I know how hard it is to Chair a volunteer Board and how frustrating it can be having to reinvent the wheel for processes like Board member induction. Some pictures would probably help this. A manual was also produced for distribution to Board members and that has been uploaded to Scribd.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
A critical component of board governance is overseeing the organization and determining its strategic direction. Strategic planning is more than a work plan for the organization. Learn how organizations can benefit from the strategic planning process itself, how to identify the right facilitator, and specific tools for implementation and accountability.
Why Boards Matter: The Relationship Between Strong Boards and Organizational ...TCC Group
As a sector, we have come to some consensus on “good governance” and the things boards should do to effectively govern nonprofits. We have identified the board’s basic roles and developed metrics to gauge organizational success. What we DON’T know is whether and why these practices actually result in improved organizational health and long-term sustainability. Until now.
Analyzing the data from its Core Capacity Assessment Tool — an organizational diagnostic that has been taken by more than 4,000 nonprofits (representing more than 19,000 individual who took the CCAT) — TCC Group has identified the ways in which strong board performance correlates with overall organizational strength. Through our analysis of data from organizations with strong board leadership scores, we have determined what these boards do that result in stronger leadership and adaptive capacities. The combination of this research and TCC’s consulting experience with hundreds of nonprofit organizations enables it to offer practical ideas aimed at strengthening board performance.
This presentation was prepared to support the induction process of new Board members of a Board I chaired for several years. It presents basic and introductory information sourced from various experts. It was intended to help Board members understand the role of the Board, their role as Board members and the difference between Board/policy and Operational roles. Feel free to use and adapt this slide show. I know how hard it is to Chair a volunteer Board and how frustrating it can be having to reinvent the wheel for processes like Board member induction. Some pictures would probably help this. A manual was also produced for distribution to Board members and that has been uploaded to Scribd.
This presentation attempts to make the concepts of the Carver model of "Policy Governance" (registered trade mark) available to small nonprofits and their boards
The Essentials of Board Governance
Presented by Fran Whittenburg Alvis, Homeless & Housing Coalition of Kentucky
The Board of Directors sets the tone and direction of the organization. Creating an effective Board is a continual
process that includes recruitment, engagement, and development. Effective Board leadership and governance helps ensure that an organization can operate at its fullest capacity. Whether you are the CEO of the agency or serve on the Board of the agency, this session will give you the tools to use to improve the effectiveness of your Board.
A critical component of board governance is overseeing the organization and determining its strategic direction. Strategic planning is more than a work plan for the organization. Learn how organizations can benefit from the strategic planning process itself, how to identify the right facilitator, and specific tools for implementation and accountability.
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
Nonprofit Boards and Effective Governance4Good.org
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
Organizational Capacity-Building Series - Sessions 3 & 4: Good GovernanceINGENAES
This session describes how to maintain good governance practices within organizations. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
I have created a self-scoring checklist of indicators for board of directors effectiveness. This checklist is based on the latest governance best practices. You can download your own copy at governance.pro. Enjoy!
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
Have you heard of the Policy Governance system for boards? This slideshow provides a very brief overview of this system and the benefits it provides for boards of directors and staff of companies and organizations. To learn how to maximize accountability and transparency without sacrificing creativity, innovation and efficiency, contact Susan at Brown Dog Consulting at 1-877-847-4552 or email susan@browndogconsulting.com.
Strategic Planning Tips for Non Profit Organizations | Shaun Dallas Dance | R...S. Dallas Dance
Strategic planning is an essential part of any business – even a nonprofit organization. This may sound like an intimidating prospect for a variety of reasons. Yet, it is not a step that can be overlooked.
Strategic planning allows organizations to plan ahead – not just for the following year but for any potential emergencies. If 2020 taught us anything, it’s that everyone needs an emergency plan in place.
Critical components of nonprofit board governance are determining strategic direction and providing oversight. While strategic planning falls squarely within these responsibilities, is often dreaded and misunderstood by nonprofit boards. With the right process it can actually increase board engagement and even be (dare we say) fun. Your strategic plan is the roadmap for programmatic and financial sustainability; don't take shortcuts that can sabotage your efforts. Go beyond a basic work plan or one-day, self-led retreat and learn the most effective processes and practices for strategic planning success.
When a Board of Directors serves in a governing capacity (e.g. for a non-profit, a public agency, or a corporation), the Board needs to act in certain ways in order to assure high levels of performance throughout the organization. This tool lays out the five habits of high-performing governing boards.
Nonprofit Boards and Effective Governance4Good.org
The nonprofit governing board has been described as an ineffective group of effective people. Trustees are recruited for their stature, skills or connections, and then are not fully engaged. Why do nonprofits so broadly fail to use their boards wisely? And how might they do better? We will look at four interrelated areas: membership (including recruitment, development, self-assessment), process (including structure, meetings), capacity, and fiduciary issues.
The Board of Directors Chairperson has a valuable leadership role top lay in high performance governance. Unfortunately, most chairs have had no training in the "role of the chair." Here are learning slides from a two day Credit Union Executives Seminar on the role of the chairperson for chairs and vice chairs.
Organizational Capacity-Building Series - Sessions 3 & 4: Good GovernanceINGENAES
This session describes how to maintain good governance practices within organizations. These presentations are are part of a workshop series that was implemented in Nepal and 2016 as part of the INGENAES initiative.
I have created a self-scoring checklist of indicators for board of directors effectiveness. This checklist is based on the latest governance best practices. You can download your own copy at governance.pro. Enjoy!
During the Independent Sector Conference in Detroit on October 26th, we presented these slides to discuss how to generate better board decisions using the "Generative governance" framework, created by Richard Chait, William Ryan, and Barbara Taylor in their seminal book, "Governance As Leadership."
Have you heard of the Policy Governance system for boards? This slideshow provides a very brief overview of this system and the benefits it provides for boards of directors and staff of companies and organizations. To learn how to maximize accountability and transparency without sacrificing creativity, innovation and efficiency, contact Susan at Brown Dog Consulting at 1-877-847-4552 or email susan@browndogconsulting.com.
Strategic Planning Tips for Non Profit Organizations | Shaun Dallas Dance | R...S. Dallas Dance
Strategic planning is an essential part of any business – even a nonprofit organization. This may sound like an intimidating prospect for a variety of reasons. Yet, it is not a step that can be overlooked.
Strategic planning allows organizations to plan ahead – not just for the following year but for any potential emergencies. If 2020 taught us anything, it’s that everyone needs an emergency plan in place.
Critical components of nonprofit board governance are determining strategic direction and providing oversight. While strategic planning falls squarely within these responsibilities, is often dreaded and misunderstood by nonprofit boards. With the right process it can actually increase board engagement and even be (dare we say) fun. Your strategic plan is the roadmap for programmatic and financial sustainability; don't take shortcuts that can sabotage your efforts. Go beyond a basic work plan or one-day, self-led retreat and learn the most effective processes and practices for strategic planning success.
Learn the action steps you must implement to ensure your nonprofit's board of directors is not only actively engaged but also passionate and willing to put in the time required to see your nonprofit succeed.
Manage to lead - board development and operations v2IntelliVen
These slides present a framework for boards that make clear the difference between a Board of Directors and a Board of Advisors as well as how to set up and get the most from each.
One of the primary roles of a nonprofit board of directors is to provide fiscal oversight for the organizations they serve. Yet there are different approaches to financial oversight by boards. What are the best and most effective practices? What can your staff and volunteer leaders do to increase the financial literacy of your board? Does your board know how to read and understand the financial statements being presented at every meeting? During this webinar, we will explore some of the key components for your board members to enhance their role in providing effective governance oversight for the nonprofit’s financial management policies and activities. The learning objectives will cover these topics:
• What are the typical financial responsibilities and misunderstandings of board members?
• What are the fundamental fiduciary duties for nonprofit board and its members?
• Learn how to read, interpret and understand the financial reports for the nonprofit you represent
This presentation was given to MBA Alumni of the Berkeley-Haas School of Business on April 30, 2011. The presenters were Dr. Nora Silver, Director and Adjunct Professor of the Center for Nonprofit and Public Leadership, and Paul Jansen, Director Emeritus of the Social Sector Practice of McKinsey and Co. For more information: http://nonprofit.haas.berkeley.edu
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Enter your association’s name and logo on this cover page. You need PowerPoint and Word programs to utilized this program. Tailor it to your needs. Design it to fit your time and to focus on the key issues in your organization. You’ll need a screen and an LCD projector so that everyone can see. Have a flip chart and markers available. An effective room set up is crescent circles so that nobody has their back to the podium and you can break into small groups easily. Copies of the program can be printed and distributed to the attendees; the preference for training is to print them in PowerPoint format, “Three Up,” to leave room for taking notes. For help: Robert C. Harris, CAE - bob@hmgnet.com 335 Beard St., Tallahassee, FL USA 32303
Board Orientation Robert C. Harris, CAE (850) 222-6000 The 40 or so slides are intended to require 1.5 to 3 hours to discuss. Using a flip chart and reviewing your own association documents that support the information in the slides, will easily fill the time. If you want to add topics and time, consider a slide that identifies member benefits and a discussion of each. Also consider a slide on association communications and how/when board members can expect certain communication vehicles. You may also consider starting the presentation with a history of the organization to be sure all board members understand where it has come from and how it developed. Don’t be afraid to delegate specific topics or slides to volunteers to cover and lead the discussion.
Board Orientation Robert C. Harris, CAE (850) 222-6000 If needed, add a second slide here to describe your organization’s additional purposes. Or use a flip chart to add purposes and objectives provided by the audience in a discussion. Be sure to assemble your organization’s own documents, such as the budget, bylaws, policy manual, to support various discussion topics associated with the slides.
Board Orientation Robert C. Harris, CAE (850) 222-6000 If needed, add a second slide here to describe your organization’s additional purposes. Or use a flip chart to add purposes and objectives provided by the audience in a discussion. Be sure to assemble your organization’s own documents, such as the budget, bylaws, policy manual, to support various discussion topics associated with the slides.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Enter your organization’s mission statement on the slide. The mission statement should indicate who the organization serves and what it offers. Some organization’s have two additional components that you would insert near the mission statement slide; they are a: Vision Statement - A statement indicating where the organization intends to be and how it will serve the industry 5 to 10 years from now. Value Statement - A series of statements that indicate the most important beliefs and values of the organization. For example: “We value the input and participation members.”
Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Double click on the center of the slide to open up Microsoft Organizational Chart. Create your own organizational chart of insert your organizational chart as a file. Your organizational chart may be for the leadership, showing committees, board, subsidiaries, etc. and/or a staff organizational chart. To create a second organizational chart, go to “insert - duplicate slide” to create it. One of the most revealing discussions is to ask small leadership groups to draw their understanding of the organizational chart to determine how much they know about the association. If you don’t have an organizational chart, simply delete this slide. As an exercise, you may want to use a flip chart and discuss the structure of the association, including board, committees, subsidiaries, chapters, etc.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Insert the organization’s value statements or remove the slide. If you don’t have value statements, discuss with the leadership what they do value in the organization. With a flipchart you may be able to identify the culture and values that have emerged as important to your organization. To help, here are value statements identified by ASAE: Visionary leadership forever open to new ideas. Integrity evidenced by ethical, honest, and credible behavior. Service to society. Dedication to the freedom to associate. Commitment to association management as a profession. Belief in the value of collaboration.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Governing Documents Point out what you believe to be relevant in bylaws and financials. Review key points in financials; discuss the rules/limitations/financial goals. Importance of Representation Reinforce that Board members represent the entire industry, not a segment of the industry. While they may lobby for their position on matters which may be related to their segment or size within the privacy of Board meetings, their role on the Board is to represent the interests of all of the chapter members, and their public position is that of being a member-at-large.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Every association has a variety of documents that either create a framework for governance or serve as tools of governance. Many of these items will be included in a Board Orientation Manual. (For more information: http://www.hmgnet.com/nprc/references/orientation.html) These include the bylaws and articles of incorporation at a minimum. A budget outlines economic parameters and priorities. A policies and procedures manual catalogs previous motions of the board that have become policy. Every board should understand the organization’s goals, most often recorded as a strategic plan. If advocacy or lobbying is included in the mission, then position papers, statements or platforms should be available to the leaders. The key point here is that for effective leadership, “knowledge is power” and the tools of governance should be accessible to the board.
Board Orientation Robert C. Harris, CAE (850) 222-6000 This slide and the next will help board members understand their role and responsibilities. They can protect themselves by knowing what their responsibilities cover (and exclude.) Discuss each point to be sure it is understood; use examples as often as possible. Be sure to discuss and ask if there are questions regarding the responsibilities. Has anything been left off that they’d like to discuss or ask about?
Board Orientation Robert C. Harris, CAE (850) 222-6000
Board Orientation Robert C. Harris, CAE (850) 222-6000 Be sure to discuss the importance of the board focusing on governance, strategic thinking and the future. The staff should administer to the daily needs of the organization. The chief executive officer and the executive director are the primary link between board and staff communications. Treat staff with respect; it can be difficult to replace staff who are trained in the unique aspects of nonprofit management.
Board Orientation Robert C. Harris, CAE (850) 222-6000
Board Orientation Robert C. Harris, CAE (850) 222-6000
Board Orientation Robert C. Harris, CAE (850) 222-6000
Board Orientation Robert C. Harris, CAE (850) 222-6000 Financial responsibilities are critical to board performance. Focus the leadership on finances. Spend time with the treasurer to orient him or her to policies regarding finances. Prepare a monthly financial report and distribute at a minimum to the chief elected officer and treasurer; distribute a financial report at least quarterly to the board. Take this opportunity to distribute a sample financial report to discuss the meaning of the line items and various columns.
Board Orientation Robert C. Harris, CAE (850) 222-6000
Board Orientation Robert C. Harris, CAE (850) 222-6000 List your standing committees (found in the bylaws) and any task forces, ad hoc and other committees in existence.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Discuss the purpose and value of committees. How have the committee been charged with work thus far this year; are their goals and make up clear? Review the existing committees and opportunities for other workgroups to achieve the organization’s goals. Determine here if the current committees are properly appointed and charged with a plan of work. Could committees in some form serve the subgroups and special interests of members? What sort of reporting requirements are necessary to record the results of committee meetings. Consider any committees that are not performing properly and how to improve them.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Discuss how meeting notices will be distributed, including agendas, making reservations and RSVP mechanisms. Be sure to fill in the # of days prior to meetings that notice will be sent in the above slide. Discuss when and meetings are commonly held. Is there an annual calendar of meetings? What about conference calls? Are board members reimbursed for expenses; are expense forms provided? Who makes travel reservations to meetings.
Board Orientation Robert C. Harris, CAE (850) 222-6000 The agenda adds structure to the organization. A consent agenda, a grouping of the non-controversial issues to be voted upon at one time, will save time. The agenda protects the board from wandering into issues and discussions that may not be appropriate at a board meeting.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Many volunteer organizations are finding it difficult to recruit potential leaders. Discuss this with the board and ask how they think new leaders can be encouraged and trained. Consider leadership mentoring, ongoing leadership training, and advertising for leadership. Seek diversity and inclusivity for the make-up of the board. Consider these basic needs of leaders as described in, “Volunteers - How to Get Them, How to Keep Them,” by Helen Little. Assign specific manageable task with a beginning and end. Match volunteer interests and reasons for volunteering. Provide a good reason for doing the task. Offer written, clear instructions. Provide or set reasonable deadlines. Allow the freedom to complete the task when and where it is most convenient Provide everything necessary to complete the task w/o interruption (tools, information, help.) Offer adequate training if it is needed. Provide a safe, comfortable, and friendly working environment. Follow up to see that the task is completed. Set interim goals. Make opportunities to provide feedback. Show appreciation, recognition and rewards. Celebrate achievements.
Board Orientation Robert C. Harris, CAE (850) 222-6000 Long range plans in some organization’s have been replaced by action plans for the year ahead or next two years, because of the pace of change. If you have a list of current goals or a strategic plan, discuss what was achieved, what is pending, and what needs to be dropped or changed. A discussion of goals for the year can take 30 minutes to several hours. Plan to use a flip chart to record the goals. As time allows, discuss the details of any goals to consider resources, timeframes, delegation, strategies, etc. A plan and goals must be consistent with the organization’s budget and committee objectives.
Board Orientation Robert C. Harris, CAE (850) 222-6000 You may want to ask your insurance counselor to explain insurance coverages to the board. General counsel to the association should cover risk management with the board. Point out in the budget, the costs of various insurances.
Board Orientation Robert C. Harris, CAE (850) 222-6000 These are three legal principles that apply to non profit boards.
Board Orientation Robert C. Harris, CAE (850) 222-6000 In addition to the three legal principles, many boards face concerns about antitrust and apparent authority. If you have any questions about these three topics, you should be certain to learn more about them and/or bring in a specialist (attorney, accountant, insurance consultant) to explain the importance of the three topics.