This document summarizes a lecture on board governance and development for nonprofit organizations. It discusses the roles and responsibilities of board members, including their legal and fiduciary duties. It also outlines the role of the chief executive officer and how to prevent conflicts between the board and staff. The lecture recommends that nonprofits create a board manual covering topics like board member bios and responsibilities, organizational history and policies, finances, staffing, and strategic plans.
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.
Are you interested in becoming the next MSCSA Cabinet member? Perhaps you’re considering running for the Governing Council or Platform member at large? In this presentation you will learn all you need to know about the responsibilities of each
position and how to apply! If you’re interested at all please come and feel free to ask any questions you have after the presentation.
Governing Council Roles and Expectations: Organizational Oversight 101Brenna Mohr
Your role within MSCSA, MSCSA budget overview and what to expect in the next year, fiduciary responsibility, what to expect in an audit & closed-door session, and how to plan and manage regional meetings.
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.
Are you interested in becoming the next MSCSA Cabinet member? Perhaps you’re considering running for the Governing Council or Platform member at large? In this presentation you will learn all you need to know about the responsibilities of each
position and how to apply! If you’re interested at all please come and feel free to ask any questions you have after the presentation.
Governing Council Roles and Expectations: Organizational Oversight 101Brenna Mohr
Your role within MSCSA, MSCSA budget overview and what to expect in the next year, fiduciary responsibility, what to expect in an audit & closed-door session, and how to plan and manage regional meetings.
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.
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.
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.
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.
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.
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.
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.
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
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.
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
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
How to Make a Field invisible in Odoo 17Celine George
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Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
For more information, visit-www.vavaclasses.com
Students, digital devices and success - Andreas Schleicher - 27 May 2024..pptxEduSkills OECD
Andreas Schleicher presents at the OECD webinar ‘Digital devices in schools: detrimental distraction or secret to success?’ on 27 May 2024. The presentation was based on findings from PISA 2022 results and the webinar helped launch the PISA in Focus ‘Managing screen time: How to protect and equip students against distraction’ https://www.oecd-ilibrary.org/education/managing-screen-time_7c225af4-en and the OECD Education Policy Perspective ‘Students, digital devices and success’ can be found here - https://oe.cd/il/5yV
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
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Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
1. Nonprofit Organization
Development & Management
LECTURE V
BOARD GOVERNANCE AND DEVELOPMENT
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2. Objectives
Participants will:
Gain an understanding of the meaning of fiduciary
Review components of a Board Policy Manual
Understand the role and responsibilities of
a Board Member
Understand the role and responsibilities of the
Chief Executive Officer
Understand how to diffuse potential conflict
between board and staff
3. What Do Boards Do?
Legal and fiduciary
Oversight
Fundraising
Provide representation of constituencies and
viewpoints
4. “Fiduciary”
Responsibility
A person to whom another‘s property or the management of
another‘s property is entrusted
A nation under whose authority a trust territory is placed
Any of a group or board of persons appointed to manage the affairs
of an institution or organization
To commit (property or management) to a trustee or trustees
5. What Should You Know Before Joining the
Board?
Ask questions about the organization’s programs
How do current programs relate to the mission?
Ask questions about the organization’s financial
status
Does the board discus and approve the annual budget?
How often do board members receive financial reports?
6. What Should You Know Before Joining the
Board?
Ask questions about the organization’s clients and
constituencies
Are the organization’s clients or constituents satisfied with the
organization?
7. What Should You Know Before Joining the
Board? (Continued)
Ask questions about the structure of the board
Are there descriptions of the responsibilities of the board
as a whole and of individual board members?
Best practice suggests the development of “job
descriptions” for the chairperson, vice-chairperson,
secretary, and treasurer
8. The Board Manual: An Orientation and
Resources Tool
The board should create a Board Manual
that will include the following areas:
Board members’ listings and bios
Board members’ terms
Board member description of responsibilities
Committee and task force job and descriptions
9. The Board Manual: (Continued)
Historical references of the organization
Brief written history and/or fact sheet
Articles of Incorporation
Bylaws
IRS determination letter
Listing of board members
10. The Board Manual Continued
Strategic framework
Mission and vision statement
Strategic plan
Current annual operating plan
Minutes from some recent board meetings
11. The Board Manual continued
Policies pertaining to the board
Policy on potential conflicts of interest
Board insurance policy coverage
Legal liability policy
Travel/meeting expense reimbursements
12. The Board Manual
Finance and fund-raising
Prior year annual report
Most recent audit report
Current annual budget
Form 990
Banking resolutions
Investment policy
Current funder/grants list
13. The Board Manual continued
Staff
Staff listing
Organization/team chart
Annual Evaluations
Other information
Annual calendar
Web site information
Promotional material (membership brochure, information brochure,
advertisements, etc.)
14. Ten Basic Responsibilities of Nonprofit
Boards
1. DETERMINE THE ORGANIZATION'S MISSION AND PURPOSES
2. SELECT AND TERMINATE THE CHIEF EXECUTIVE
3. SUPPORT THE CHIEF EXECUTIVE AND ASSESS HIS OR HER
PERFORMANCE
4. ENSURE STRATEGIC PLANNING
5. ENSURE ADEQUATE RESOURCES
6. MANAGE RESOURCES EFFECTIVELY
7. DETERMINE, MONITOR, AND STRENGTHEN THE ORGANIZATION'S
PROGRAMS AND SERVICES
8. ENHANCE THE ORGANIZATION’S PUBLIC STANDING
9. ENSURE LEGAL AND ETHICAL INTEGRITY AND MAINTAIN
ACCOUNTABILITY
10. RECRUIT AND ORIENT NEW BOARD MEMBERS AND ASSESS BOARD
PERFORMANCE
15. Legal Responsibilities
Duty of care: Be diligent and act prudently.
Duty of loyalty: Act in good faith and not allow
personal interests to override responsibility.
Duty of obedience: Adhere to the mission and
policies of the Organization
16. Board Officers
Board Chair – provide leadership to board members.
Chair Board meetings.
Secretary – maintain the Board’s minutes and other
pertinent documents.
Treasurer – maintain the financial records, approve
expenditures and produce financial reports. (CPA or
seasoned accountant)
18. Chief Executive Officer Role
Hiring and terminating staff
Management of day to day operations
Assure that staff receive proper training
Providing accurate, timely information and reports
to the Board
Supporting Board Committees
Fundraising
Make the most of all resources, financial, human
resources and equipment
19. Keeping Your Board Motivated
Training
Recognition – say thank you often
Match task with skill sets
Build team spirit
Recruit diverse board members
20. Role Conflict: Executive Dir. VS Board
Member
VIDEO Case Study: Balancing the Board and Staff.
Three common areas where board and staff need to
work together to get the job done right: Budget and
Finance, Fundraising and Strategic Planning.
Which task are primarily for the Board or the staff?
Most nonprofits are corporations, which means they are legal entities distinct from the individuals who founded them. Like their for-profit counterparts, nonprofit corporations are governed by boards of directors with legal and ethical responsibilities that cannot be delegated. The board’s responsibilities fall into the following broad categories.
1.The board is responsible for ensuring that the organization meets legal requirements and that it is operating in accordance with its mission and for the purpose for which it was granted tax-exemption. Individual board members must exercise the duty of care (meaning they must attend meetings, be prepared to make informed decisions by reading the information provided and requesting additional information if necessary, and carry out their duties in a reasonable and responsible manner). As safeguards of a public trust, board members are responsible for protecting the organization’s assets.
2. The board is responsible for ensuring that the organization is well run. It moderates the power of management, and has the power to hire and remove the chief executive, usually called the executive director or president.
3. As part of their fiduciary responsibility, many board members are actively involved in making sure that the organization has the money it needs. This may include making a personal contribution; serving as an advocate with a foundation, corporation, or government entity; organizing a fund-raising event or hosting a benefit; or face-to-face solicitation of other individuals.
4. Often, board members are chosen so that they can bring to the board the experience or perspective of a particular group or segment of the organization’s constituency. Boards are not inherently democratic institutions, but they do provide an opportunity for the groups and communities that a nonprofit serves to have a voice in its governance. However, representing a constituency or viewpoint takes a back seat when voting — all board members are expected to vote with the nonprofit’s best interest in mind.
Treasurer
Maintain knowledge of the organization and personal commitment to its goals and objectives Understand financial accounting for nonprofit organizations Serve as financial officer of the organization and as chairperson of the finance committee. Manage, with the finance committee, the board's review of and action related to the board's financial responsibilities. Work with the chief executive and the chief financial officer to ensure that appropriate financial reports are made available to the board on a timely basis. Assist the chief executive or the chief financial officer in preparing the annual budget and presenting the budget to the board for approval. Review the annual audit and answers board members' questions about the audit.
Treasurer
Maintain knowledge of the organization and personal commitment to its goals and objectives Understand financial accounting for nonprofit organizations Serve as financial officer of the organization and as chairperson of the finance committee. Manage, with the finance committee, the board's review of and action related to the board's financial responsibilities. Work with the chief executive and the chief financial officer to ensure that appropriate financial reports are made available to the board on a timely basis. Assist the chief executive or the chief financial officer in preparing the annual budget and presenting the budget to the board for approval. Review the annual audit and answers board members' questions about the audit.
Suggested contents
As an essential companion to orientation and education, every organization should have a thorough, easy to use manual that board members can use throughout their terms. A board manual serves two functions. For the new board member, it is an orientation handbook that provides useful information about the organization, board structure and operations, and fellow board members and staff. For the balance of a member's board service, the manual then becomes an indispensable working tool and a central resource about the organization and the board. Materials can be added and removed to create an up to date reference. The board manual is developed by staff in consultation with the board chairperson and other officers. Present it to board members in a durable, attractive loose-leaf notebook with a table of contents and clearly divided and labeled sections. Date every item and replace material when necessary. Insert stationery, brochures, and similar items in pockets of the notebook.
To develop a working manual that board members use and rely on:
Don't overwhelm new board members with too much information. When several examples are available (e.g., current press clippings), include only one.
Keep each item brief. A two paragraph biography of the executive director is preferable to a four page resume, for example.
Use the handbook as a "textbook" during board orientation.
Encourage board members to read and ask questions about the material.
Ask board members to evaluate the usefulness of the manual each year.
Revise the contents or format based on their comments.
MISSION Every organization needs to define its fundamental purpose, philosophy, and values. The mission statement clarifies the reason for the organization's existence. It describes the needs the organization was created to fill and answers the basic question of why the organization exists.
Without guidance, it is difficult to establish programmatic priorities. The mission statement provides the basis for judging the success of the organization and its programs. It helps to verify if the organization is on the right track and making the right decisions. It provides direction when the organization needs to adapt to new demands. Attention to mission helps the board adhere to its primary purpose and helps during conflicts by serving as a touchstone for every decision. The mission statement can be used as a tool for resource allocation. A powerful mission statement attracts donors, volunteers, and community involvement.
VISION Through its vision statement a nonprofit defines its ultimate motivation, its dreams, its image of a desired future. A vision statement describes the ideal situation if the organization could fulfill its utmost wish.
Some examples:"No child in our city will go hungry to bed in the evening." (Soup kitchen)"In two decades our services will no longer be needed." (Illiteracy program)"We will be recognized as the best symphony orchestra in America." (Symphony orchestra)
Form 990 is an annual information return, an annual tax form, that nonprofits file with the IRS. This public document provides information that allows the IRS to determine whether the organization continues to fill the requirements for its tax-exempt status. Accountability and transparency are keys to retaining public trust, and nonprofits can accomplish it by providing easy and open access to this document.
Form 990 explains the mission and program activities of the organization. The organization's financial information details revenues, expenses, and net assets. It is also necessary to list the names of the board members and their compensation, and key staff and their compensation if more than $50,000 annually.
1 A statement of mission and purposes should articulate the organization's goals, means, and primary constituents served. It is the board of directors' responsibility to create the mission statement and review it periodically for accuracy and validity. Each individual board member should fully understand and support it.
2 Boards must reach consensus on the chief executive's job description and undertake a careful search process to find the most qualified individual for the position.
3 The board should ensure that the chief executive has the moral and professional support he or she needs to further the goals of the organization. The chief executive, in partnership with the entire board, should decide upon a periodic evaluation of the chief executive's performance.
4 As stewards of an organization, boards must actively participate with the staff in an overall planning process and assist in implementing the plan's goals.
5 One of the board's foremost responsibilities is to provide adequate resources for the organization to fulfill its mission. The board should work in partnership with the chief executive and development staff, if any, to raise funds from the community.
6 The board, in order to remain accountable to its donors, the public, and to safeguard its tax-exempt status, must assist in developing the annual budget and ensuring that proper financial controls are in place.
7 The board's role in this area is to determine which programs are the most consistent with an organization's mission, and to monitor their effectiveness.
8 An organization's primary link to the community, including constituents, the public, and the media, is the board. Clearly articulating the organization's mission, accomplishments, and goals to the public, as well as garnering support from important members of the community, are important elements of a comprehensive public relations strategy.
9 The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. Solid personnel policies, grievance procedures, and a clear delegation to the chief executive of hiring and managing employees will help ensure proper decorum in this area. The board must establish pertinent policies, and adhere to provisions of the organization's bylaws and articles of incorporation.
10 All boards have a responsibility to articulate and make known their needs in terms of member experience, skills, and many other considerations that define a "balanced" board composition. Boards must also orient new board members to their responsibilities and the organization's history, needs, and challenges. By evaluating its performance in fulfilling its responsibilities, the board can recognize its achievement and reach consensus on which areas need to be improved.
Duty of Care The duty of care describes the level of competence that is expected of a board member, and is commonly expressed as the duty of "care that an ordinarily prudent person would exercise in a like position and under similar circumstances." This means that a board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization.
Duty of Loyalty The duty of loyalty 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 never use information obtained as a member for personal gain, but must act in the best interests of the organization.
Duty of Obedience The duty of obedience requires board members 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.
