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Date: February 7, 2014

Board and Staff Roles

2014 Capacity Building Institute

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Partners in LeadershipRoles 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 oversightCEO and staff=management and operations

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Board chair and board

Board takes the lead:

• Guiding values, mission

• Hiring, supporting, evaluating Chief Executive

• Community ambassadors

• Fiscal oversight

• Recruiting new board members

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Chief Executive

CEO takes the lead:

• Developing and proposing policy

• All human resources questions related to staff

• Developing and running programs

• Association operations

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Board, board chair, chief executive, staff

Team collaborates on:

• Strategic planning

• Organizational evaluations

• Board meetings

• Fund development

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Basic board responsibilities as fiduciaries

• Duty of Obedience

• Duty of Care

• Duty of Loyalty

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Basic responsibilities of nonprofit boards

1. Mission and purpose

2. Hire, orient, support and evaluate the CEO

3. Planning

4. Resources: adequate and effective

5. Ambassadors and bridges

6. Program and services oversight

7. Integrity and accountability

8. Board recruitment and evaluation

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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

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CEO Roles & Responsibilities

1. Support for the Board of Directors2. Planning3. Community Relations4. Revenue Generation5. Programs6. Advocacy7. Operational Oversight8. Association Relationships

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Top 10 ways to strengthen your board

1. Recruit strategically through profiles2. Form governance committee and recruit year-round3. Develop meaningful orientation4. Conduct on-going board training5. Review all governing documents annually6. Form an audit committee and perform sound financial

oversight7. Transparency for all board dealings8. Be accountable for program outcomes.9. Make fundraising a serious board commitment.10.Implement regular board self-assessment and board

member evaluation

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Best practices for boards

Annual retreat (1-2 1/2 days)Consent agendaGovernance or board development committeeStreamline committeesBoard commitment sheetTerm limitsRight-sized boardStrategic recruiting

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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

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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

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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

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Build a culture of philanthropy1. Board understands the compelling mission, vision and impact of the

YWCA…members fluent in key messages

2. Board understands the YWCA’s resource needs and embraces its resource development responsibility

3. YWCA staff understand the YWCA’s resource needs and embrace their fundraising roles

4. An appreciation of donors, volunteers permeates the YWCA

5. CEO provides leadership—expectations, metrics, accountability, staff support. Models behavior

6. Resources and systems are in place to develop, nurture and steward YWCA constituents

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Board and Fundraising

1. Contribute a “stretch” gift—100%2. Plan3. Mailing list4. Notes on appeal letters5. Prospecting 6. Cultivation7. Open doors8. Write support letters, thank yous, personal notes,

phone calls9. Go on solicitation10.Make ask

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Do you know who. . .1. Hires, supports, and evaluates the chief executive

2. Develops and implements programs

3. Makes a personal, financial contribution to the organization

4. Prepares for board meetings

5. Develops and proposes policy questions about undertaking new programs

6. Identifies, recruits, orients, and involves new board members

7. Ensures that adequate financial controls are in place

8. Creates a fund-raising plan and strategies

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9. Develops and monitors adherence to personnel policies

10.Approves the annual budget reflecting the organization’s goals and policies

11. Promotes the organization in the community

12.Reviews the organizations policies, procedures, and bylaws

13.Develops a strategic plan and monitors the organization’s initiatives against it

14.Determines the organization’s mission and purpose

15.Monitors income and expenses on a daily basis

16.Serves as a liaison and provides information to board committees

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