The document discusses the importance and roles of boards for nonprofit organizations. It provides legal, ethical, and practical reasons for establishing boards, including to assume fiduciary responsibility, ensure the organization acts ethically, and provide continuity. Board members have important legal duties to care for and be loyal to the organization. The document outlines expectations and responsibilities for board service, such as advising on policy, oversight of finances and programs, and promotion of the organization. It details the roles of officers like the president and committees in governing board affairs.
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.
Presentation on Governance of nonprofit in CSO Partners Workshop "Opportunities in Challenging Times - A Workshop for NGOs" held on September 14-15, 2009 at Secunderabad
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.
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.
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.
Presentation on Governance of nonprofit in CSO Partners Workshop "Opportunities in Challenging Times - A Workshop for NGOs" held on September 14-15, 2009 at Secunderabad
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.
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.
Common Good Vermont hosts a 75 minute panel with Jim LeFevre of LeFevre Associates to discuss the main functions of the modern board and strategies for successful governance. Jim will present a full day workshop on the subject with Marlboro Graduate School on 3/18/11
Your nonprofit Board of Directors plays a critical role in nonprofit leadership and sustainability. Investment in reviewing and refining best practices and innovative strategies will further increase engagement and effectiveness, therefore better serving the organization’s mission. During the board training, board members will discuss and explore:
• Foundational governance roles and responsibilities
• Shared leadership between board and staff
• The role of the board in ensuring necessary financial and human resources (e.g. fundraising and chief executive oversight and support)
• Organizational and board lifecycles
Participants will receive templates, checklists, and resources for implementation following the training. Governance trainings provide a unique and important opportunity for board members’ professional development and investment in the organizational mission.
Presented on Monday 2 November at NCVO/BWB Trustee Conference 2015.
Nicola Grinstead, Chair & Anita Tiesson, CEO, World Association of Girl Guides & Girl Scouts
Chair and chief executive relationships - the most important relationship in an organisation?
If you would like to find out more about our 2016 Trustee Conference email us at ncvoevents@ncvo.org.uk or call us on 020 750 3153.
GuideStar Webinar (01/09/14) - Overcoming Your Less Than Perfect BoardGuideStar
What we hear most from nonprofit fundraising consultants is the need for our clients to improve their boards – to keep them engaged and focused on fundraising.
If you are serious about improving your board in this new year, your leadership must create a strategic approach and be flexible in changing old habits. You should also consider bringing in an outside consultant to assess and make recommendations. In our combined 50 years of working shoulder-to-shoulder with nonprofits as they improve their board structures and processes, we have learned how to build stronger, more engaged boards that better support the nonprofits they serve.
While fixing your board’s biggest problems is not going to happen overnight, you will walk away from this webinar with ideas for how to kick off the new year with an approach for how to begin to make the adjustments necessary to give you strong board leadership in support of your mission.
Presenters: Stephen K. Orr, Managing Partner, Orr Associates Inc. (OAI); Kelly Dunphy, Vice President, Fundraising and Development, Orr Associates, Inc. (OAI); and Jenny Taylor, Marketing Specialist, GuideStar USA (moderator)
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
board srtructure process evaluation by kammari uday kiran UdayKiran16378
board structure process evaluation in the management system in business ethics and corporate goverance in india it will be helpful to everyone in the master of business administration
Common Good Vermont hosts a 75 minute panel with Jim LeFevre of LeFevre Associates to discuss the main functions of the modern board and strategies for successful governance. Jim will present a full day workshop on the subject with Marlboro Graduate School on 3/18/11
Your nonprofit Board of Directors plays a critical role in nonprofit leadership and sustainability. Investment in reviewing and refining best practices and innovative strategies will further increase engagement and effectiveness, therefore better serving the organization’s mission. During the board training, board members will discuss and explore:
• Foundational governance roles and responsibilities
• Shared leadership between board and staff
• The role of the board in ensuring necessary financial and human resources (e.g. fundraising and chief executive oversight and support)
• Organizational and board lifecycles
Participants will receive templates, checklists, and resources for implementation following the training. Governance trainings provide a unique and important opportunity for board members’ professional development and investment in the organizational mission.
Presented on Monday 2 November at NCVO/BWB Trustee Conference 2015.
Nicola Grinstead, Chair & Anita Tiesson, CEO, World Association of Girl Guides & Girl Scouts
Chair and chief executive relationships - the most important relationship in an organisation?
If you would like to find out more about our 2016 Trustee Conference email us at ncvoevents@ncvo.org.uk or call us on 020 750 3153.
GuideStar Webinar (01/09/14) - Overcoming Your Less Than Perfect BoardGuideStar
What we hear most from nonprofit fundraising consultants is the need for our clients to improve their boards – to keep them engaged and focused on fundraising.
If you are serious about improving your board in this new year, your leadership must create a strategic approach and be flexible in changing old habits. You should also consider bringing in an outside consultant to assess and make recommendations. In our combined 50 years of working shoulder-to-shoulder with nonprofits as they improve their board structures and processes, we have learned how to build stronger, more engaged boards that better support the nonprofits they serve.
While fixing your board’s biggest problems is not going to happen overnight, you will walk away from this webinar with ideas for how to kick off the new year with an approach for how to begin to make the adjustments necessary to give you strong board leadership in support of your mission.
Presenters: Stephen K. Orr, Managing Partner, Orr Associates Inc. (OAI); Kelly Dunphy, Vice President, Fundraising and Development, Orr Associates, Inc. (OAI); and Jenny Taylor, Marketing Specialist, GuideStar USA (moderator)
How do you increase the effectiveness of committees? Use good governance practices, your vision, board evaluations, bylaws, and your strategic plan to identify the need for committees, then set your purpose and goals to attract the right people and become more accountable.
board srtructure process evaluation by kammari uday kiran UdayKiran16378
board structure process evaluation in the management system in business ethics and corporate goverance in india it will be helpful to everyone in the master of business administration
This presentation explains the role of a Committee or Board of Directors. It addresses job descriptions for these volunteers and the impact it has on an organization if a conflict of interest arises.
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.
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.
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
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.
We are born in nonprofit hospitals, we leave our children in nonprofit child care, we are educated at nonprofit schools and universities, and we come together in nonprofits seeking social justice, we are inspired in nonprofit museums and theatres, we worship in nonprofit churches, synagogues and mosques and we rely on nonprofits when challenges confront families and tragedy strikes our communities.
The nonprofit sector is like air -- it is all around us.
Presentation from the NASBLA Exeuctive Board Academy held March, 2008. It covers responsibilities of non profit boards, commitment of Board service and the steps that take place from recruitment to elections.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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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
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
19.
20.
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.
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
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?
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