1. Board and Staff Roles 2014 Capacity Building Institute
Date: February 7, 2014

2. Partners in Leadership
Roles and Responsibilities for Nonprofit Leaders
Most successful nonprofit leadership involves:
Board chair
Board members
CEO
Staff
Clarity of roles and responsibilities is key to success.
Board=Governance and oversight
CEO and staff=management and operations

3. Board chair and board Board takes the lead: Guiding values, mission
Hiring, supporting, evaluating Chief Executive
Community ambassadors
Fiscal oversight
Recruiting new board members

4. Chief Executive CEO takes the lead: Developing and proposing policy
All human resources questions related to staff
Developing and running programs
Association operations

5. Board, board chair, chief executive, staff
Team collaborates on:
Strategic planning
Organizational evaluations
Board meetings
Fund development

6. Basic board responsibilities as fiduciaries
Duty of Obedience
Duty of Care
Duty of Loyalty

7. Basic responsibilities of nonprofit boards
YWCA Her-story Presentation
Basic responsibilities of nonprofit boards
Mission and purpose
Hire, orient, support and evaluate the CEO
Planning
Resources: adequate and effective
Ambassadors and bridges
Program and services oversight
Integrity and accountability
Board recruitment and evaluation

8. Role of board development committee
“Care and Feeding” of the Board
Recruit board members
Prepare profiles of demographic, skill, and “bridge” needs
Strategic recruiting from profiles, all year
Develop and implement orientation
Develop board handbook
Continuing education for board
Develop effective communications methods
Annual board retreat
Develop annual slate of officers
Lead annual board assessment

9. CEO Roles & Responsibilities
Support for the Board of Directors
Planning
Community Relations
Revenue Generation
Programs
Advocacy
Operational Oversight
Association Relationships

10. Top 10 ways to strengthen your board
YWCA Her-story Presentation
Top 10 ways to strengthen your board
Recruit strategically through profiles
Form governance committee and recruit year-round
Develop meaningful orientation
Conduct on-going board training
Review all governing documents annually
Form an audit committee and perform sound financial oversight
Transparency for all board dealings
Be accountable for program outcomes.
Make fundraising a serious board commitment.
Implement regular board self-assessment and board member evaluation

11. Best practices for boards
Annual retreat (1-2 1/2 days)
Consent agenda
Governance or board development committee
Streamline committees
Board commitment sheet
Term limits
Right-sized board
Strategic recruiting

12. Conflict of interest
Cannot gain unfair advantage in financial profit from membership on nonprofit board of directors
1st action: declare potential conflict
2nd action: recuse yourself from relevant decisions
3rd action: be sure all purchasing done through competitive bid process, large contracts can be awarded through blind ratings
4th action: may need to decide between board service and financial opportunity

13. Financial vitality roles: board
Partner in developing budget; approve balanced budget; monitor spending through regular budget-to-actual reports
Also monitor regular balance sheet reports
Appoint audit committee; conduct annual audit; everyone reviews audit and management letter; meet with auditor
Ensure adequate resources to meet expenses; effective use of resources
Approve use of any funds other than current revenue (credit line, accumulated reserves) to meet cash flow needs

14. Financial vitality roles: staff
Partner in developing balanced budget; oversee spending in line with budget projections; forecast needed revisions; manage cash flow
Prepare regular reports for board
Partner in developing annual fund development plan
Oversee grant writing and grant management
Engage board in special events and individual fundraising

15. Build a culture of philanthropy
Board understands the compelling mission, vision and impact of the YWCA…members fluent in key messages
Board understands the YWCA’s resource needs and embraces its resource development responsibility
YWCA staff understand the YWCA’s resource needs and embrace their fundraising roles
An appreciation of donors, volunteers permeates the YWCA
CEO provides leadership—expectations, metrics, accountability, staff support. Models behavior
Resources and systems are in place to develop, nurture and steward YWCA constituents

16. YWCA Her-story Presentation
Board and Fundraising
Contribute a “stretch” gift—100%
Plan
Mailing list
Notes on appeal letters
Prospecting
Cultivation
Open doors
Write support letters, thank yous, personal notes, phone calls
Go on solicitation
Make ask

17. Do you know who. . .
Hires, supports, and evaluates the chief executive
Develops and implements programs
Makes a personal, financial contribution to the organization
Prepares for board meetings
Develops and proposes policy questions about undertaking new programs
Identifies, recruits, orients, and involves new board members
Ensures that adequate financial controls are in place
Creates a fund-raising plan and strategies

18. Develops and monitors adherence to personnel policies
Approves the annual budget reflecting the organization’s goals and policies
Promotes the organization in the community
Reviews the organizations policies, procedures, and bylaws
Develops a strategic plan and monitors the organization’s initiatives against it
Determines the organization’s mission and purpose
Monitors income and expenses on a daily basis
Serves as a liaison and provides information to board committees