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Bill Schankel VP, Marketing SCTE BOARD MEMBER ROLES AND RESPONSIBILITIES.

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Presentation on theme: "Bill Schankel VP, Marketing SCTE BOARD MEMBER ROLES AND RESPONSIBILITIES."— Presentation transcript:

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2 Bill Schankel VP, Marketing SCTE BOARD MEMBER ROLES AND RESPONSIBILITIES

3 A QUICK PARABLE

4 AGENDA  The Role of a Board  SCTE Structure Overview and Fiduciary Duty  Pitfalls – Areas of Concerns  What is a Strategic Board  Board / Committee Structure  Role of Parliamentary Procedure

5 THE ROLE OF A BOARD

6 WHAT IS A BOARD? The board of directors is the governing body responsible for the ultimate direction of the organization

7 LEGAL RESPONSIBILITIES Duty of Care Association’s best interest Protect confidential information Duty of Loyalty Undivided allegiance Avoid conflicts of interest Duty of Obedience Bylaws compliance Aware of affairs of the chapter Fiduciary Responsibility

8 SCTE  Financials Tax Status – 501(c)6 Each Chapter is under our IRS Tax ID Your Chapter Financials are reported to the IRS Form 990  Legal Your chapter and board members are covered under our liability insurance however board members have a responsibility to the chapter and the entire society (SCTE) as a whole.

9 YOUR CHAPTER BYLAWS Legal – The chapter shall comply with all federal, state and local laws, rules and regulations governing chapter operations. Also, the chapter shall comply with all applicable policies and reporting requirements to Headquarters in order for SCTE to maintain its tax exempt status. Liabilities – Except in cases of fraud or acts of bad faith, the directors and officers of this organization shall not be held personally responsible for debts, obligations, or liabilities of the organization or for their actions on behalf of the organization.

10 FIDUCIARY DUTY OF THE BOARD Directors owe duties of “care” and “loyalty” to the organization. These duties required the board of directors to: »act in good faith. »with the care of an ordinarily prudent person in a like position would exercise under similar circumstances, and »in a manner he or she reasonably believes to be in the best interest of the organization and its members.

11 FIDUCIARY RESPONSIBILITIES  Funds used to accomplish SCTE Mission  Keep accurate financial records  Enforce financial internal controls  Follow policies, procedures & bylaws  Safeguard funds  Keep chapter board informed  Whistleblower policy

12 GOTCHAS! PITFALLS FOR BOARD MEMBERS

13 THE ROLE OF A BOARD MEMBER

14 QUALITIES OF A GOOD BOARD MEMBER  Integrity  Open mind  Competence  Sense of humor  Enthusiasm

15 ATTRIBUTES NOT DESIRED  Johnny-one-note  Devil’s advocate  Authority figure  Off-the-wall artist  Board hopper Taken from Welcome to the Board, by Fisher Howe

16 RESPONSIBILITIES OF A BOARD MEMBER  Provide Direction for the Organization Mission-Focused Goal Creation  Fiduciary Responsibility  Program oversight and support Evaluate events Assist in Logistics  Board effectiveness Attend Follow Policy/systems

17 BOARD MANAGEMENT  Develop a list of specific qualities that should be contained collectively within the board Evaluate where your board is weak  Use elections to fill upcoming voids Succession Planning  Do a periodic self-evaluation of board performance

18 WHAT IS A STRATEGIC BOARD?

19 STRATEGIC PLANNING Mission & Objectives Environmental Scan Strategy Formulation Strategy Implementation Evaluation & Control

20 THE STRATEGIC PLAN ANSWERS:  What are we doing today as a chapter that we need to be doing different in the future to sustain success?  What are we not doing today that we need to be doing in the future to sustain success?

21 CHARACTERISTICS OF A STRATEGIC BOARD  Right sizing of the Board  Strategic vs. Tactical  What’s on your agenda? Reports vs. discussion Priority-based order of business Use of the Consent agenda

22 BOARD / COMMITTEE STRUCTURE

23 VALUE OF COMMITTEES PROs  Can improve efficiency  Reduce frequency or time of board meetings CONs  Arbitrarily establishing committees is a recipe for disaster  Committee structure must be tied to priorities of the board  Must have definitive goals and timelines

24 COMMITTEE TYPES AND ALTERNATIVES  Standing Committees  Ad-hoc Committees  Advisory Councils Consider using a “Zero-based” approach to committee formation

25 ROLE OF PARLIAMENTARY PROCEDURE

26 REASON FOR PARLIAMENTARY PROCEDURE “Parliamentary procedure is not intended to intimidate anyone or stifle debate. Rather, its goal is to enable deliberative bodies to practice good governance. It ensures that the will of the majority is established and the voice of the minority is protected.” (Leigh Wintz, Soroptimist International of the Americas)

27 REASON FOR PARLIAMENTARY PROCEDURE  Don’t let it get in the way  Unnecessary motions  Unneeded seconds  Unclear motions  Ineffective use of time

28 KEY QUESTIONS

29 FINAL EXAM  How is your board doing in carrying out their fiduciary responsibilities?  What are you and your peer board members contributing to the board?  How are you ensuring that the road you are on is the correct one?  Are you leveraging the full value of the board members on your board?  Have you made plans to implement an idea or concept you heard today?

30 PARTING THOUGHT There is only one thing worse than training your volunteers and having them leave - and that's not training them, and having them stay.

31 QUESTIONS/COMMENTS?


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