1. Notes from Welcome to the Board: Your Guide to Effective Participation for All Nonprofit Trustees by Fisher Howe

2. Essential Qualities of Board Members Integrity Open Mind Competence Enthusiasm Sense of Humor

3. Nonprofit Board Responsibilities - Overview Ensure programs are useful and well run Attract funds sufficient to carry out the organization’s mission

4. 7 Responsibilities of a Board Member 1.Attendance Board meetings Committee work 2.Mission Define mission Periodic strategic planning Review purposes, programs, priorities, funding needs, targets of achievement

5. 7 Responsibilities of a Board Member (cont) 3. Executive Director -Approve selection and compensation -Regular evaluation of performance 4. Finances -Approve budget and oversee adherence to it -Contract for independent audit

6. 7 Responsibilities of a Board Member (cont) 5. Program oversight and support -Oversee and evaluate all programs -Support program staff and volunteers -Be an advocate in the community 6. Fundraising -Contribute personally and annually -Participate in identification, cultivation, and solicitation of prospective supporters

7. 7 Responsibilities of a Board Member (cont) 7. Board effectiveness -Assure board fulfills governance responsibilities -Maintain effective organization, procedures, recruitment

8. Board Organization and Procedures Composition –People with knowledge and experience in program area –Those with professional skills helpful in guiding the organization – accounting, legal, etc. –Those with prestige in the community/access to funding sources

9. Board Organization and Procedures Recruitment and Orientation of Members –Often 2 successive terms are permitted –Then person must take a year off before becoming eligible to return to the board –Staggered terms help achieve continuity –Need process for cultivating, recruiting, orienting, involving, and acknowledging each new member –Periodic orientation of veteran BOD members is highly valuable

10. Board Organization and Procedures Officers –Limited terms for officers –May want to keep succession orderly by grooming vice chair to take over chair position

11. Board Organization and Procedures Committee Structure –Committees focus BOD on things that need their attention –Committees make constructive recommendations for board decisions –Committees DO NOT make decisions on behalf of entire BOD

12. Board Committees Finance/Budget –Monitor financial statements, integrity, performance Board Governance –Nominations, meetings, annual retreat, committee activities, BOD orientation, BOD evaluation, etc. Development/Fundraising Programs –careful not to dominate program management Other?? - partnerships

13. Board Committees Each committee should have an annual plan, goals, targets

14. Board Meetings Early notices Frequent reminders Well-planned meetings by ED and/or BOD chair BOD member preparation for meetings, i.e. review prepared documents prior to meeting

15. BOD Chairperson Have a vision for organization Motivate BOD toward fulfillment of vision Cause BOD experience to be productive, interesting, and rewarding for members Help BOD be effective Limited term

16. BOD Chairperson “A board must have a strong chairman whose primary task is to create and maintain a spirit of unity among diverse people on the board and to ensure that it works appropriately with the [ED] in exercising effectively and ethically…It is the chairman’s task to lead and restrain, blend in proper proportion the more capable and vocal members with the less experienced and silent ones”

17. Defining the Mission A comprehensive document that sets out the BOD’s determination of the purposes, framework and bounds of the organization’s activities

18. Strategic Planning Assess future economic, social, demographic and environmental trends and their possible and probably impact on the organization and its programs Examine thoroughly and realistically the need for what the organization does, the why of its existence

19. Strategic Planning Set vision for what org wants to be in coming years, programs that will fulfill that vision, priorities among programs Assess funding needs for programs and organization Prepare case for why people should support the organization – “case statement”, elevator pitch Establish procedures to evaluate performance

20. Program Planning Statement of purpose Current status Planned course of action Targets

21. Evaluating ED’s Performance Board holds ED responsible for management of organization A specific annual evaluation process should be in place The BOD chairperson should NOT lead the ED evaluation ED should have her own plan for the year and evaluation should be based on that plan ED should be on BOD ex officio without voting rights

22. Fundraising Who is responsible: –“In almost all you do as a board member, you are deliberating and deciding; in fundraising, however, you are participating” –Responsibility for attracting resources lies with the BOD –BOD is helpless in fulfilling responsibility without strong staff – must be a partnership

23. Fundraising Staff* Roles –Keep files, records, and mailing lists –Researches potential funding sources –Prepares correspondence, acknowledgements of donations, grant proposals –Generates fundraising ideas BOD Chairperson and ED Role –Motivate BOD members to do their job –Engage BOD members in simple projects, make each task specific and limited –BOD members need to be individually stimulated, instructed, encouraged, thanked profusely and given credit * “ Staff” = ED, development officer, volunteers, or BOD fundraising committee

24. Fundraising Fundamentals People give money because they want to. In raising money you do not need to twist arms or beg. People want to give money to worthy and successful endeavors that are making a difference. You must believe your organization makes that difference. People give money to people, not to ideas. Personal relationship underlies most contributions, especially major gifts.

25. Board Participation in Fundraising A.k.a. how to contribute without actually asking for a contribution: 1.Personal contribution: no organization can expect others to invest in it if its leaders do not do so first 2.Strategic planning: participate in determining COHIs funding needs and setting out the case for why people should contribute

26. Board Participation in Fundraising 3. Development plans – regularly approve the plans for raising funds prepared by the staff 4. Add names to mailing list 5. Identify and evaluate prospects 6. Cultivate prospects – speak out in your community, spark interest in prospective donors

27. Board Participation in Fundraising 7. Introductions 8. Annual appeal letters – append personal notes 9. Supporting letter – append to grant proposals 10. Special events – attend and help plan/manage 11. Acknowledgements – letters of thanks 12. Accompanying on an ask

28. Take-Aways Board meeting attendance – what are our goals/expectations? 80% of meetings? 1 retreat over 2 year tenure? Board meeting style Board diversity – gender, skills, experience, etc. How programming achieves our mission Committee structure