Boards in Gear€¦ · difference in your community and the world beyond. ... other organizations,...
Transcript of Boards in Gear€¦ · difference in your community and the world beyond. ... other organizations,...
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards
Boards in Gear
Unlocking the Why, What, Who, and How
of Nonprofit Boards
CreatedbyWashingtonNonprofits
learning@washingtonnonprofits.orgwww.washingtonnonprofits.orgwww.wanonprofitinstitute.org
855.299.2922
Introduction
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 2
Thereisafolderofkeydocumentsavailabletoyouonline.Visitwww.wanonprofitinstitute.org/boards.BoardsinGeariscomplementedbythesetoolkits.Allareavailableforfreeatwww.wanonprofitinstitute.org.FINANCEUNLOCKEDFORNONPROFITS:Unlockingfinancialliteracyfornonprofitboards.LET’SGOLEGAL:Therightroadtocomplianceandprotection.STRATEGICPLANNINGINNONPROFITS:Yourstep-by-stepguidetoachieveyourmission.BUILDAMOVEMENT!:Toolstousepublicpolicytoachieveyour501(c)3mission.BoardsinGeardrawsontheinformationandinsightsprovidedintheseresources.Weencourageyoutoexplorethemfurther.
501CommonsBestPracticeMaterialsforNonprofitBoardshttp://www.501commons.org/resources/tools-and-best-practices/boards-governance/501CommonsBestPracticesforBoards.doc/view
BoardsourceLeadingwithIntent:ANationalIndexofNonprofitBoardPracticehttps://www.boardsource.org/eweb/dynamicpage.aspx?webcode=LeadingwithIntent
ColoradoNonprofitAssociationPrinciples&Practiceshttps://www.coloradononprofits.org/resources/principles-practicesMinnesotaCouncilofNonprofitsPrinciples&PracticesforNonprofitExcellencehttps://www.minnesotanonprofits.org/resources-tools/principles-practices-for-nonprofit-excellence
NationalCouncilofNonprofitsEverydayAdvocacyhttps://www.councilofnonprofits.org/everyday-advocacy
NonprofitAssociationoftheMidlandsGuidelines&Principleshttps://www.nonprofitam.org/page/GuidelinesandPrinciplesSocialVenturePartnersSVPOrganizationalCapacityAssessmentToolhttp://socialventurepartners.org.s3.amazonaws.com/www.socialventurepartners.org/sites/40/2013/10/SVP-Org-Capacity-Assessment-Tool-2006.pdf
StandforYourMissionADiscussionGuideonAdvocacyforBoardshttp://standforyourmission.org
LinksupdatedAugust2019
TheBoardsInGearvideoseries,whichaccompaniesthiskit,featurestheseexpertspeakers:AmaraOden,AmaraOdenConsultingHowardDonkin,JacobsonJarvisPLLCLauraPierce,WashingtonNonprofitsNancyLong,501Commons
RebeccaSherrell,OfficeoftheSecretaryofStateRebeccaZanatta,OstaraGroupSaraLawson,ShorthandConsultingSusanHowlett,BoardsonFire
Withgratitude…BoardsinGearwasfundedbyCedarmereFoundation,theCommunityFoundationofNorthCentralWA,andtheOfficeoftheSecretaryofState.FreeboardtrainingisavailableonlinethroughapartnershipwiththeOfficeoftheSecretaryofState.Wearegratefulfortheirsupport.
Introduction
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Youcareaboutyourorganization’smission.Youwantyourorganizationtosurviveandthriveandmakeadifferenceinyourcommunityandtheworldbeyond.Youwantyourvolunteerhoursasaboardmembertomakeanimpactontheissuesyoucareabout.Inshort,youwantyourboardtogetingearsothattogetheryoucandriveyourorganizationwhereitneedstogo.BoardsinGear–whichintentionallyabbreviatestoBIGinrecognitionofthelargerolethatboardsplayinanorganization’ssuccess—wasdesignedtoprovideactionableinformationandtoolsthatelevateboardpractice.Itisguidedbythreecorevalues:quality,simplicity,andaccessibility.TheinformationcontainedinBIGcomesfromarangeofsourcesandhasbeenvettedbynonprofitexpertsworkingdirectlywithboards.Fromtheseresources,wehaveidentifiedkeyquestionsandmainideas,makingBIGaccessibletothediverseboardsworkingincommunitiesacrossWashington.AsyouapproachBIG,keepinmindthesethemes:ê Startfromwhereyouare.Organizationshavelifecycles,justlikeanylivingthing.Theyarecreated,theygrow,theyplateau,andsometimestheydie.Theworkofanorganization’sboardisguidedbywherethatorganizationisinitslifecycleandwhatishappeningaroundit.Itsroleandscopeareheavilyinfluencedbywhetherthereisstaffinplaceorifitisanallvolunteerendeavor.ê Ask3kindsofquestions.Boardsguidetheirorganizationstoachievetheirmissionswithinalandscapeofotherorganizations,fundinglimitations,andchangingdemographics,amongotherelements.Toeffectivelynavigatethislandscape,boardsneedtoaskquestionsthatdemonstratetheirthreekeyrolesasstewards,strategists,andsense-makersoftheirmissions.
Oversight:StewardsoftheorganizationTechnicalwork:What’shappening?What’swrong?Arewecompliantwithourlegalobligations?Lookunderthemagnifyingglass.
Foresight:StrategistsfortheorganizationStrategicwork:Wherearewegoing?What’stheplan?Seethroughthebinoculars.
Insight:Sense-makersfortheorganizationwithinabiggercauseBigpicturework:Whydoweexist?Whatwillbestmoveourmissionforwardovertimewithinourchangingcommunitiesandworld?Viewthehorizonthroughthetelescope.
Ineachchapter,wehavegivenexamplesofhowtheserolesrelatetothetopic.
ê Createaculturethatalignspeople,resources,andconnectionstowardsyourmission.Cultureisdefinedasthewayofthinking,behaving,orworkingthatexistswithinanorganization.Weexperiencecultureinthreeways:the“artifacts”(visiblethingsyousee,likeagendas,nametags),actions(behaviorsyousee,wordsyouhear),andassumptions(unspoken,assumedperceptionsorbeliefs).Effectiveboardscreateaculturethatbestservesitsmission.
Introduction
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TheseBIGmaterialsareorganizedinfivetopics,eachansweringabasicquestionaboutthewhy,what,who,andhowforyourorganization.
EachBIGtopicincludesthreesections:★ KNOW:Whatboardmembersshouldknowaboutthetopic★ SHOW:Howaboardoritsmemberscandemonstrateunderstanding★ GROW:Whataboardanditsmemberscanaskanddotoimproveitspractice
EachtopicincludesaVIDEO,supportingCHAPTER,andaPATHWAYguidetohelporganizationsgaugetheirboard’spracticeandgetideasforimprovement.Don’tforgettheBoardsinGearGAME,too!
Why does your organization exist and why do you serve on its board?
1:CONNECTIONTOCAUSE:Boardmembersplacetheworkoftheorganizationwithinalargercontext,understandingthecircumstancesthatcausetheorganizationtoexist.Theyareawareofothersworkinginthesamespaceandareabletogivevoicetostories,challenges,andopportunitiesthatexistforthepeopletheirorganizationserves.
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What is the job of a board member?
2:RESPONSIBILITIES:Boardmembersfulfilltheirresponsibilities,fromsettingaclearmissiontoensuringtheimpactofthatmission.Theboardensuresthattheorganizationiscompliantwithallfederal,state,andlocalrequirementsandconductsactivitieswithaccountabilityandtransparency.
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Who serves on the board and who works to reinvigorate the board over time?
3:COMPOSITION&DEVELOPMENT:Anonprofitboardensuresthattheboarditselfhasthecharacteristicsandqualificationsneededtoeffectivelyrepresentthepeoplethattheorganizationservesandtheorganization’sneeds.
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How does a board operate to achieve its mission?
4:OPERATIONSOFTHEBOARD:Theboardoperatesinawaythatallowstheorganizationtoachieveitsmissioneffectivelyandefficiently.5:FUNDRAISING:Boardmembersensurethattheorganizationhasthenecessaryresourcestosustainitsworkovertime.Formanyboards,thisinvolvesanactiveroleinfundraising,oftenwiththehelpofstaff.
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Connection to Cause
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Boardmembersplacetheworkoftheorganizationwithinalargercausetounderstanditsplaceinthesysteminwhichitworksandtoaffectchangesthatbetterthatsystemwhenpossible.Theyserveasambassadorsandadvocatesforacausethattheyarepassionateabout.Theyareleadersbringingintotheorganizationknowledge,ideas,andconnections.Theyplacetheirrolewithinthecontextofbeingastewardofanorganizationoperatingforthepublicbenefitwithsupportfromthegeneralpublic.
Why? Whenaboardconnectsitsmissiontothelargercauseandadvocatesforitwithinalargerlandscapeofindividuals,organizations,andagencies:
Itbecomespartofanetworkmakingsuretherulesthatgovernnonprofitsprovidetherightlevelofoversight.
Itexpandsitsstrategicvisiontoincludealargercommunityofindividualsandorganizationsworkinginthesamespace,suchasgovernmentagencies.
Itcontributestothechangingofcircumstancesthatcreatedtheneedfortheirorganizationinthefirstplace,thusallowingtheorganizationtoachieveitsmissionovertime.Itconnectstorootcausesandcanrespondbettertochange.
Know BoardmembersshouldunderstandtheseelementsofCONNECTION:ü Connectingmissiontothecause:Organizationsexistwithinalargercontextofcircumstances,individuals,
organizations,andagenciesthatimpacttheworkoftheorganization.ü Communication:Boardmembershaveapowerfulvoiceinconnectingtheirorganizationtothelarger
causesthatpeopleofinfluencecareabout.ü Advocacyasatool:Advocacycanbeapowerfultooltoadvanceyourcausebypartneringwithpolicy
makers.It’simportanttoknowhowtoengageinadvocacyandlobbyingsothatyourorganizationiseffectiveandcompliantwithapplicablelaws.Lobbyingmaynotbeasubstantialpartofanorganization'soverallactivity.
Show AboardshowsunderstandingofCONNECTIONintheseways:
o Boardmemberscanarticulatetheconnectionbetweentheirmissionandthecausewhichtheorganizationisworkingtoadvance.
o Boardmembersareambassadorsfortheorganization,buildingconnectionswiththecommunityanditsleaders.
o Boardmembersengagekeycommunitydecisionmakersandthoseinvolvedintheirworkintellingthestoryoftheorganizationanditswork.
Connection to Cause
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Grow Askq Whydoesitmatterthatboardmembersconnectthemissiontothebiggercauseandgivevoicetothat
causewithpeopleofinfluence?
Howmightyourorganizationhelpguidedecisionsthatimpactpotentiallyburdensomeoversightrequirementsoruncovercriticaldatatounderstandingyourcause?
Howmighttheinvolvementofkeycommunitydecisionmakersandotherpeopleofinfluencehelpyourorganizationtoachieveitsmission?
Whatcouldbedonetochangethecircumstancesthatcauseyourorganizationtoexist?Whatcanyourboarddotoconnectthedotsbetweenyourorganization’sworkandlargerissuesimpactingyourwork?
Actq Developasharedvisionforthefuture,includingwhattheworldwouldlooklikeifyourorganizationfully
succeededinachievingitsmission.q Mapalloftheplayerswhowouldhavearoleinshapingthisworld—thinkacrosssectors,including
communityleaders,electedofficials,nonprofitleaders,privatesectorleaders,etc.q Identifyotherorganizationsworkinginthesamecauseasyou.Aretheydoingsimilarordifferentwork?Is
thereagapthatnooneisaddressing?q Developadeeperunderstandingofyourwork,includingallofthecausalrelationshipsthatcreatetheneed
foryourorganization.Inviteaguestexperttoaboardmeeting,assignashortarticle,orplanafieldtriptocollectnewperspectivesontheissueathand.Weavetheseintothestoriesthatyoutellabouttheimpactyourorganizationismaking.
q Identifytheopportunitiesandthreatsthatexistoutsideyourorganization.Thinkaboutthefundingclimate,policyclimate,andtrends.
q Embeddiscussionaboutthesebiggerissuesintoyourboardmeetings,includingtimeonagendastotalkaboutpublicpolicyandhowitisimportantforyourorganizationorthepeopleyouserve.
KeydocumentsAnorganizationexpandingitsadvocacyroleshouldconsiderreviewingthesedocuments:q ArticlesofIncorporationq Advocacyplanq One-pagehandoutfordecisionmakersontheorganizationanditsimpactq 501(h)(iforganizationislobbying)q Lobbyingtrackingdocument(iforganizationislobbying)
Connection to Cause
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Purpose Map Whydoyouexist?Whatchangedoyouhopetomake?Whatdoyoubelievetobetruerelatedtoyourmission?Thesequestionsmoveyoutowardyourpurpose.Tofindyourpurpose,takeyourmissionandaskthreetimes:“Why?”or“Sowhat?”(1)Writeyourpurposeinthecircle.(2)Brainstormeverythingthatconnectstothispurpose.Thinkaboutcauseandeffect,solutionsandsymptoms,opportunitiesandchallenges.Therearetwoshortvideosonpurposemappingavailablehere:https://www.wanonprofitinstitute.org/5-minute-learning.
Purposeofthisorganization
Connection to Cause
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PathwayCirclethedescriptionthatbestmatchesyourboard.Startbylookingatthe“Good”columnandmoveleftorrightasappropriate.
A.Communication
Needswork Okay Good GreatBoardmemberscannotgiveapitchabouttheorganization.
Boardmemberscangivesomethingofapitchabouttheorganization.
Boardmemberscangivea“pitch”abouttheorganization.
Boardmemberscangivea“pitch”abouttheorganizationthatresonateswithdiverseaudiences.
Boardmembershavenostoriesabouttheorganization.
Boardmembershaveatleastonestorythattheycantell.
Boardmembershaveasetofstoriesthattheycantellabouttheorganizationandtheroleitplaysinthelivesofconstituents.
Boardmembershaveregularwaystogathernewstories.
Boardmembershavenobrochureorhandout.
Boardmembershaveabrochureorsomehandout,thoughmaybenotcurrent.
Boardmembershaveacurrentone-pagehandouttosharewithpotentialsupporters.
Boardmembershavecustomizedhandoutsfordifferentaudiences.
B.Connectingmissiontocause
Needswork Okay Good GreatBoardmembershavenounderstandingofhowrelevantpoliciesaffecttheorganization.
Boardmembershavesomeunderstandingofhowrelevantpoliciesaffecttheorganization.
Boardmembersdemonstrateanunderstandingofhowrelevantpoliciesaffecttheorganization.
Boardmemberstakeleadershiponpoliciesimpactingtheorganizationandcause.
Boardmembersdonotdiscussnoractonpolicypositions.
Boardmembersdiscusspositionsonrelevantpoliciesbutdonotact.
Boardmemberstakepositionsonrelevantpolicies(notcandidates)thataffecttheorganization.
Boardmembersserveasleadersonpoliciesaffectingtheorganizationandotherslikeit.
Boardmembershavenocontactwithotherorganizations.
Boardmembershavesomecontactwithotherorganizationsaroundpolicyofcommoninterest.
Boardmembersseekcoordinationorcollaborationwithotherorganizationsaroundpolicyissuesofcommoninterest.
Boardmembersleadcollaborationswithotherorganizations.
Boardhasnotdiscussedanadvocacyplan.
êBoardhasdiscussedelementsofaplanbuthasnotadoptedone.
êBoardhasadoptedanadvocacyplanthatreflectstheorganization’sstrategicplan.
êBoardleadsthedevelopmentofanadvocacyplanincoalitionwithothers.
ê Forboardslookingtoacceleratetheiradvocacywork.
Connection to Cause
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C.Lobbying&politicalcampaigns
ê Fororganizationsthattakethenextstepandgetinvolvedinpolicymaking.Needswork Okay Good GreatBoardmembersdonotknowthatthereisadifferencebetweeneducationandlobbying.
Boardmembersknowthatthereisadifferencebutcan’tarticulateit.
Boardmemberscanarticulatethedifferencebetweeneducationandlobbying.
Boardmemberscaneducateothersaboutthedifferencebetweeneducationandlobbying.
Boardmembersdon’tknowthatlobbyingisallowed.
Boardmembersknowthatlobbyingisallowedbutmaynotbereportingit.
Boardmembersknowthatlobbyingisallowedin“insubstantialamounts”*withmandatoryreportingonIRSForm990.
Boardhasmadea501(h)electionbyfilingFrom5768.
Boarddoesnotknowaboutthelimitationsoffundingsourcestosupportlobbying.
Boardknowsoflimitationsbutnotthespecifics.
Boardisawareofthelimitationsofsomefundingsourcestosupportlobbyingefforts.
Boarddocumentsthelimitationsoffundingsourcestosupportlobbying.
Boardtakespositionsand/orengagesinpoliticalactionrelatedtocandidates.
Boardisneutraloncandidatesforpoliticaloffice.
Boardknowsthatitisprohibitedfrompoliticalactivityforaparticularcandidate.
Boardrecognizesthedistinctionbetweentheboardactingasaunitandboardmemberstakingpositionsasindividuals.
Boarddoesnotdiscussoradoptapolicythatclarifiesthescopeofthepublicpolicyworkthattheorganizationwillengagein.
Boarddiscussesbutdoesnotadoptawrittenpolicythatclarifiesthescopeofthepublicpolicyworkthattheorganizationwillengagein.
Boardadoptsawrittenpolicythatclarifiesthescopeofthepublicpolicyworkthattheorganizationwillengagein.
*“Insubstantialamount”isbasedontheamountofresourcesusedinlobbying.ThereisnocleardefinitionfromtheIRS,butageneralruleofthumbis5%ofitsoverallactivities,accordingtotheAllianceforJustice.(www.afj.org)
Responsibilities
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Boardmembersfulfilltheirresponsibilities,fromsettingaclearmissiontomakingthatmissionhappenthrougheffectiveprograms.TheboardisentrustedbytheStateandbythecommunitytoensurethattheorganizationpursuesitsmissionvigorously,iscompliantwithallfederal,state,andlocalrequirements,andconductsactivitieswithaccountabilityandtransparency.Boardsoforganizationswithstafffacedifferentrolesandresponsibilitiesthanorganizationswithnostaff.
Why? Whenboardmembersfulfilltheirresponsibilities:
Theyprovidetheoversightanorganizationneedstogrowitsmissionandprotectitsassets.
Theymakeintentionalstrategicdecisionsthatrespondtonewopportunitiesorthreats.
Theystewardtheorganizationonbehalfofthecommunity,whichisentrustingthemwithresourcestomakeadifference.
Know BoardmembersshouldunderstandtheseRESPONSIBILITIES:
ü Individualresponsibilities:Boardmembershaveindividualresponsibilitiestowardstheorganizationdefinedbybestpracticeandthelaw.Theygovernasateamandsupportasindividuals.
ü Legalandfiduciaryresponsibilities:Theboardhasasetoflegalresponsibilitiesthatkeepitingoodstandingwithvariousgovernmentagenciesandthepublic.
ü Financialresponsibilities:Theboardhasasetoffinancialresponsibilitiesthatenableittogrowitsmissionandprotectitsassets.
ü Riskmanagement:Theboardtakesactiontominimizevariouskindsofriskthattheirorganizationmayface.
Show AboardshowsunderstandingofitsRESPONSIBILITIESintheseways:
o Boardmembersarecommittedtothemissionandworkoftheorganization.o Boardmembersensurethattheorganizationiscompliantwithfederal,stateandlocalrequirements.o BoardmembersreviewthebudgetandIRSForm990annually.o Boardmemberspossessandrefertokeyorganizationaldocumentswhenfulfillingresponsibilities.o Boardmembersaddknowledge,resources,andconnectionstothedevelopment,implementation,and
evaluationofkeyprogramsandservices.
Responsibilities
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Grow
Askq Whydoesitmatterthatyourboardmembersindividuallyandcollectivelyknowandactontheir
responsibilitiesasboardmembers?
Whatoversightdotheyprovide?
Whatopportunitiesorchallengesdotheyneedtobeanticipating?
Whatroledotheyplayasstewardsofyourmissionwithinyourcommunity?
Actq Reviewthattheorganizationiscompliantatthefederal,state,andlocallevel.Boardswithfinance
committeesoftentaskthatgroupwithcompliance.q Federal:FileIRSForm990(orEZdependingonincome);q State(nonprofitcorporations):FileanAnnualReport(nonprofitcorporations)q State(charities,ororganizationsraisingfundsfromthepublic):FileanAnnualRenewalwiththe
SecretaryofStateq State:MakesurethatyourregisteredagentisonfilewiththeSecretaryofState.
(Visithttp://www.sos.wa.gov/corps/search_advanced.aspxtocheck.)q Reviewtheroleoftheboardchair.Whatistheirroleinyourorganization?Isthatroleconducivetomoving
theorganizationforward?q Discussthemission.Hasitbeenreviewedwithinthelastthreeyears?Isitstillrelevant?Ifyourmission
hasnotbeenreviewedinthelastthreeyearsorisotherwisenotrelevant,makeaplantoupdateit.(Typicallymissionsarerevisitedevery3-5yearsinstrategicplanning.)
q Discussthebylaws.Havetheybeenreviewedwithinthelastthreeyears?Istheboardincompliance?Aretheystillrelevant?Ifyourbylawshavenotbeenreviewedinthelastthreeyearsortheyareotherwisenotrelevant,makeaplantoupdatethem.(Typicallybylawsarereviewedevery4-5years.)
q UseWashingtonNonprofits’FinanceUnlockedforNonprofits(FUN)tobrushuponnonprofitfinancelearningthatyourboardneeds.www.wanonprofitinstitute.org/finance
Responsibilities
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Keydocuments
Requireddocumentstohaveonfileq IRSForm1023(application)q IRSDeterminationLetter-501(c)(3)q ArticlesofIncorporation*q Bylaws*q CertificateofArticlesofIncorporationq DocumentRetentionandDestructionPolicyq WhistleblowerPolicy
*Eachboardmembershouldhaveacopyofthesetwodocuments
Requiredannualactions&theirkeydocumentsq IRSForm990q WashingtonStateSecretaryofState
q NonprofitCorporations–AnnualReport(duethelastdayofyourincorporationmonth)q Charities–AnnualRenewal(duenolaterthan11monthsafteryouraccountingyearends)q CharitableTrusts(carrying>$250,000inassets)–Annualreport
Recommendedq Annualreport(forfunders/community)q Boardcommitmentform(annual)q Boardjobdescriptionq Conflictofinterestpolicyq Directors&OfficersInsurancepolicyq ExecutiveEvaluationPlan(annual)q Reimbursementpolicyq Strategicplanq Successionplan(emergency&longterm)
Responsibilities
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Responsibilities
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Responsibilities
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PathwayCirclethedescriptionthatbestmatchesyourboard.Startbylookingatthe“Good”columnandmoveleftorrightasappropriate.
A.Individualresponsibilities
Needswork Okay Good GreatBoardmemberscannotarticulatethemissionorvision.
Boardmemberscanarticulatethemissionandvisioninageneralorvaguesense.
Boardmemberscanarticulatethemissionandvisionoftheorganization.
Boardmemberscanarticulatethemissionandvisionandtiethemtotheirownexperiences.
Boardmembersdonotunderstandthedutytheyholdwithrespecttotheorganization.
Boardmembersunderstandthattheyhaveuniquedutiesbutnotthedetailsofthem.
Boardmembersunderstandtheirultimatedutiesasboardmembersaretocarefortheorganizationandtoworkinthebestinterestsoftheorganization.*
Theboardreflectsontheirdutiesregularlyasawaytoreinvigoratecommitmentandoperationalizethesedutieswithintheirorganization.
Boardmembersdonotdemonstrateanunderstandingthatthereisadifferencebetweentheboardactingasaunitvs.boardmembersactingasindividuals.
Boardmembersknowthatthey“weardifferenthats”whenoperatinginunisonvs.asindividualsbutsometimescrossboundaries.
Boardmembersknowthattheymakedecisionsasaboard(govern)andvolunteerasindividuals(support).Individualboardmembersdonotmakedecisionsonbehalfoftheboard.
Boardmembersgobetweenworkingasaboardandvolunteeringasindividualswithahighleveloftrustwiththeexecutiveandstaff.
Boardmembersarenotawareoftheprogramsorservicesoftheorganization.
Boardmembersareawareofprogramsorservicesbutdonotaddvalue.
Boardmembersaddknowledge,resources,andconnectionstothedevelopment,implementation,andevaluationofkeyprogramsandservices.
Theroleofthechairisundefined.
Theroleofthechairisfunctionsinpracticethoughnotwelldefined.
Theroleoftheboardchairisdefinedandistrainingisavailable.
Theroleofthechairisdefinedandintegratedintosuccessionplanning.
*Boardmemberlegaldutiesarereferredtoas“DutyofCare,”“DutyofLoyalty,”and“DutyofObedience”:DutyofCare:Boardmemberswilltakereasonablecare(thatofanordinarilyprudentperson)whenmakingadecisionasastewardoftheorganization.Theywillparticipateactivelyandinquirereasonably.DutyofLoyalty:Boardmemberswillgiveundividedattentiontotheorganizationwhenmakingdecisionsaffectingtheorganization.Theboardmemberwillworkinthebestinterestsoftheorganizationandnotforpersonalgain.DutyofObedience:Boardmemberswillbefaithfultotheorganization’smissionandgoverningdocuments,stewardingfundsinawaythathonorsthepublic’strustinthatorganization.
Responsibilities
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B.Legalandfiduciaryresponsibilities
Needswork Okay Good GreatBoardmembersarenotawareofcurrentfederalcompliancestatus.
Organizationiscompliantwithsomefederalrequirementsbutnotall.
Organizationiscompliantwithallfederalrequirements.q Form1023(application)&
IRSDeterminationLetterq Form990(annualfiling)
Organizationhasawrittenannualcalendarsharedbymultiplepeopletotrackannualdeadlines.
Boardmembersarenotawareofcurrentstatecompliancestatus.
Organizationiscompliantwithsomestaterequirementsbutnotall.
Organizationiscompliantwithallstaterequirements:q Nonprofitcorporationq Charity(solicitpublicfunds)q Charitabletrust(>$250K
assets)q Businesslicenseq Business&occupationtaxq Salestax
Organizationisawareofotherstateregulationsthatmayaffectthem,iegaming,revenue,andothers.
Boardmembersarenotawareofcurrentlocalcompliancestatus.
Organizationiscompliantwithsomelocalrequirementsbutnotall.
Organizationiscompliantwithalllocalrequirements.q Businesslicenseq Business&occupationtaxq Salestax
OrganizationdoesnotfilewiththeIRS.
BoardmembersdonotrevieworapprovetheIRSForm990.
BoardmembersreviewandapprovetheIRSForm990annually.
Boardmembersusethe990toimprovesystemsandcommunicateimpact.
Theboardhasnosystemicwaytoprovidefeedbacktotheexecutive.
Theboardhiresbutdoesnotregularlyreviewtheexecutive.
Theboardhiresandannuallyreviewstheorganization’sexecutive.
Theboardprovidestheexecutiveathoroughandusefulannualreview,ongoingsupportandpartnership,andinvestsinexecutive’sprofessionaldevelopment.
Note:Taxeslicensesvarybyjurisdiction.City,county,andstaterequirementsmayapplydifferentlydependingonwhereyouarelocated.
Responsibilities
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C.Financialmanagement
Needswork Okay Good GreatTheboardtreasurerhasnofinanceknowledgeorexperience.
Theboardtreasurerhassomepriorfinanceknowledgeorexperience.
Theboardtreasurerhasafinancebackgroundandisqualifiedtoserveinthisrole.
TheboardtreasurerisaCPAandhasreceivednonprofitfinancetraining.
Organizationdoesnothaveabudget.
Boardapprovesbudgetformallybutdoesnotnecessarilyunderstandit.
Theboardcontributestothedevelopmentofthebudget,understandsit,andapprovesit.
Boardmembersintegratethebudgetprocessintoitslargerstrategicplanningandgoal-settingprocess.
Theboardrarelyordoesnotreviewfinancestatements.
Theboardoccasionallyreviewsthebalancesheet,incomestatementandcashflowstatements,orsomecombinationofthem.
Theboardregularlyreviewsthebalancesheetandincomestatement,aswellasacashflowstatementifpossible.
Theboardusesfinancestatementstoguidestrategicdecisions.
Theboardisnotawareorpracticingseparationofdutieswithinitsfinances.
Theboardismindfulofseparationofdutiesbutdoesnothavespecificpoliciesandproceduresinplacetoenforceit.
Theboardverifiesonanannualbasisthatthepersonwritingandsigningchecksisdifferentthanthepersonreviewingandreconcilingbankaccounts.Morethanonesignerisonthebankaccount.
Theboardhaswrittenpoliciesinplaceoninternalcontrols;itconductsoccasionalmini-auditstocheckthatsafeguardsareinplace.
Thereisnoconnectionbetweenfundraisingandfinancialmanagement.Theboarddoesnotdifferentiatebetweenrestrictedandunrestrictedfunds.
Theboardisawareofrestrictedfundsbutdoesnottrackthemseparatelyfromunrestrictedfunds.
Theboardensuresthatthereiscommunicationbetweenfundraisingactivitiesandfinancetoensurethatrestrictedfundsarebeingspentasdirected.
Theboardbuildssystemsforconsistentcommunication,bothinternallyandexternally,suchaswithagiftacceptancepolicy.
Theboardhasnotreviewedincomestreams.
Theboardhasreviewedincomestreamstoensurethattheyarediverseandbalanced,butthereisnotadocumentedfinanceplan.
Theboardensuresthattheorganizationhasasustainablefinanceplan.Ithastherightbalanceofincomestreams,earnedincome,andgrantsupport.
Theboardispro-activelyimplementingstrategiestofurtherdiversifyincomestreams.
Theboarddoesnoboardtrainingforhowtoreadandinterpretfinancialstatements.
Theboardprovidessomefinancialtraining.
Theboardconductsanannualreviewofnonprofitfinancialliteracy.
Responsibilities
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D.Riskmanagement
Needswork Okay Good Great TheboardholdsDirectors&
Officersinsurance.
TheboardhasaDocumentDestructionPolicy&WhistleblowerPolicytobeincompliancewithSarbannes-Oxleylegislation.
Theboarddoesnothaveaconflictofinterestpolicyinplace.
Theboardhascreatedaconflictofinterestpolicy,etc.,buthasnotupdatedannually.
Theboardupdatesannuallyconflictofinterestpolicies,procedures,andsignedformsfromboard,staff,andvolunteers.
Theboarddoesnotreviewordiscussriskfactors.
Theboardoccasionallyreviewsriskfactors,thoughnotsystematically.
Theboardreviewsandplansforriskfactors,including:legal,financial,regulatory,HR,technology,andproperty.
Theboardpro-activelyreviewsriskfactorsacrossallpossibletypes,weighslikelihood,anddevelopsplanstomitigatedamage.
Theboardhasnotdiscussedordevelopedanyemergencysuccessionplan.
Theboardhasdiscussedanemergencysuccessionbuthasnotdocumentedaplan.
Theboardmaintainsanemergencysuccessionplanforexecutiveorkeyorganizationmembers.
Theboardensuresthattrainingopportunitiesanddocumentsareup-to-datetoensurereadiness.
Theboardhasnotdiscussedordevelopedanygeneralemergencyplan.
Theboardhasdiscussedwhattodoinageneralemergencybuthasnotdocumentedaplan.
Theboardmaintainsageneralemergencyplanfordisruptionindeliveryofprogramsorservices(weather,strike,etc.)
Theboardexercisesdrillsrelatedtotheemergencyplanonaregularbasistoensurereadiness.
Theboardhasnotdiscussedordevelopedanyemergencycommunicationplan.
Theboardhasdiscussedwhattodoinacaseofbadpressrelatedtotheorganizationorcausebyhasnotdocumentedaplan.
Theboardmaintainsanemergencycommunicationplaninthecaseofnegativepressrelatedtoorganizationorthecauseinwhichitisworking.
Theboardexercisesdrillsrelatedtotheemergencycommunicationplanonaregularbasistoensurereadiness.
Responsibilities
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Your Job Description Title: Purpose Term / time commitment Skills, knowledge and abilities General Responsibilities Specific Tasks Time Demands Other
Composition & Development
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 20
Anonprofitboardensuresthattheboarditselfhasthecharacteristicsandqualificationsneededtoeffectivelyrepresentthepeoplethattheorganizationservesandtheorganization’sneeds.
Why? Whenaboardisthoughtfulaboutitscompositionanddevelopment:
Itcanbetterprovidetheoversightitsorganizationneedstogrowitsmissionandprotectitsassets.
Ithastherightpeoplewiththerighttoolsinplacetorespondtonewopportunitiesorchallenges.
Itcanbringthecommunityintoitsmembership,ensuringthattheorganizationisguidedbyindividualswithuniqueinsightsandexperiencesthatstrengthentheorganization’sabilitytoachieveitsmission.
Know BoardmembersshouldunderstandtheseelementsofboardCOMPOSITION&DEVELOPMENT:
ü Recruitment,selection,orientationandevaluation:Aboardcanbestmakesurethatithastheright
peoplewiththerightinformationinplacewhenitfollowsastructuretorecruit,select,andorientboardmembers,andthenevaluatestheboardanditsmembersonaregularbasis.
ü Commitmenttomissionandsuccessoftheorganization:Theboardisrecruitingandselectingindividualswithastrongcommitmenttothemissionandsuccessoftheorganization.
ü Conflictofinterest:Theseindividualshavenoundocumentedconflictsofinterestwiththewell-beingoftheorganization.
ü Positions:Theboardhasenoughpeopleserving,aclearsetofleadershipwithofficers,andclearjobsoutlinedinwriting.
Show AboardshowsunderstandingofitsCOMPOSITION&DEVELOPMENTintheseways:
o Boardrepresentsthediversityofthecommunityandconstituencyserved.o Boardismadeupofatleastfiveindividuals,withsevenpreferable.15-20isconsideredamanageable
maximum.Morethan15canbedifficulttomanageandrequiresastrongboardchair.o Boardhasatleastachairandatreasurer,aswellasavice-chairandsecretaryifpossible.o Boardmembersareunpaidandvolunteertheirtimetoshowcommitmenttothemission.o StaffboardserviceislimitedtotheExecutiveDirector(insomecases),and(s)hedoesnotserveinan
officerposition.
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o Atleast2/3oftheboardisindependent.Generallyspeaking,thismeansthatthey(ortheirfamilymembers)donotreceivecompensationfromtheorganizationorcontractwithit.Loanstoboardmembersarespecificallyprohibited.
o Boardhasanestablishedprocesstorecruit,select,andorientnewboardmembers.o Boardmembersareprovidedwithaclearjobdescription.o Boardmembershavesignedandupdateannuallyaconflictofinterestdocument.o Boardimplementsaclearpolicydefiningboardmembertermlength,limits,rotation(termstaggering),
andremoval,allofwhichareincludedinthebylaws.o Boardregularlyevaluatesitselfasaboardandtheindividualsservingonit.o Boardprovidesopportunitiesforongoingtrainingrelatedtoitscause,nonprofitpractice,andtheactivities
oftheorganization.
Grow
Askq Whydoesitmatterwhoisservingonyourboardandhowtheyareprepared?
Howcantherightpeoplehelpwithoversightofassets,projects,ortheorganizationasawhole?Howcouldbetterorientationhelpprepareboardmembersfortheirroleoverseeingandadvocatingfortheorganization?
Whatopportunityorthreatcouldtheboardprepareforthroughtherecruitmentandselectionofkeyindividuals?
Whatroledoesyourorganizationplaywithinitslargercommunity?Howdoyouprepareboardmemberstomakesenseofyourworkwithinthiscommunity?
Actq AddaBoardApplicationtohowyourecruitboardmembers.Gatherkeyinformationaboutprospective
boardmemberspriortothemjoiningtheboard.q Tieboardrecruitmentandselectiontoyourlargerorganizationalstrategy,whetheryouhaveaplanornot.
Identifywhatskillsorconnectionsyouneedtogetfromwhereyouarenowtowhereyouwanttobein2-4years.
q Reviewthelistofkeydocuments.Makesurethateveryboardmemberhastherequireditems;prioritizeotherdocumentsbasedonyourcalendarofactivities.
q ConveneaBoardDevelopmentCommitteethatcoordinatesrecruitment,onboarding(orientationandmentoring),evaluation,andtraining.
q Createaboardmatrixthatlistsyourcurrentboardmembers,theirprofessions,skillsets,andconnections.Makeaplanforreachingouttopotentialmemberswhowouldmeetunmetcriteriaidentifiedinthematrix.
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©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 22
q Considercommunitymemberswhocouldserveonboardcommittees.Thisisagreatwaytoexpandthecapacityofasmallboardandgettoknownewpeoplewhomaybegoodfutureboardmembers.
q Createalearningagendafortheboardbasedonneedsidentifiedintheannualboardassessment.Weavetrainingtopicsintoboardmeetings.
Keydocuments
Stronglyrecommendedq Conflictofinterestpolicy*q Whistleblowerpolicy*q Jobdescriptions:BoardMembersq Jobdescriptions:Officerpositions
Recommendedq Attendancepolicyq Boardapplicationq Boardmatrixq Boardrecruitmentplanq Boardselfassessmentq Calendar,includingrecruitmenttimelineandorientationscheduleq Committeechartersand/orjobdescriptionsq Terms:rotationandremovalpolicy
*ListedonIRSForm990,SectionB.
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4
Board Matrix
12
Board Orientation ChecklistSource:TechnicalAssistanceforCommunityServices,2004
q NewBoardmembersreceivewrittennoticeoftheirelectiontotheboardstatingdatestheirtermbeginsandends,regularmeetingdates,times,places,andinformationabouttheboardorientationprocess.
BoardOrientationProcess:q SpecialmeetingfornewBoardmembersq Orientationpacketq PersonalphonecallormeetingwithanexperiencedBoardmemberq FollowuppersonalcontactafterfirstthreemonthsofBoardserviceBoardOrientationPacket:q Statementofpurposeormission(ifdevelopedandadoptedbytheBoard)q Briefoverviewofagencyprogramsandservicesq Agencyannualreportwithfinancialstatementsforthepastfiscalyearq ByLawsq PersonnelPoliciesinbrief,orbriefoverviewofpersonnelsystemforlargerorganizationincluding:staff
organizationchart,numberofprofessionalandnon-professionalstaff,identificationofanyunionsoremployeebargainingassociations,dateoflastmajorrevisionofPersonnelPolicies.
q PolicystatementandproceduresthathavebeenformallyadoptedbytheBoardq Abbreviationsandacronymsofagenciesandprogramswithwhichthisorganizationisconnectedq ListofallBoardmembers’names,addresses,phonenumbers,andtermsofofficeq Listofcommitteeswithchairpersonidentified.Ifcommitteeshaveregularmeetingtimesandplaces,these
areincluded.Boardorganizationchartshowingcommitteeandsub-committeestructure.q Mostrecentfinancialstatementsandcurrentannualbudget.q MinutesformostrecentBoardmeeting.q Listingoffacilitiesownedorrentedbytheorganizationforitsoperations,includingaddress,staffmemberin
charge,andgeneralpurposeofthefacility.BoardOrientationMeeting:q OpportunityforpersonalintroductionsamongnewandexperiencedBoardmembers.q MoreformalintroductionofnewBoardmembersbythenominatingcommittee,highlightingbackground
andcredentialsfornewmembersq BriefpresentationsbyexperiencedBoardmembersexplainingBoardroleandproceduresq Briefpresentationbystaffaboutscopeofagency’sservicesq Structuredopportunityforsmallgroupdiscussionbyinterestareas(i.e.financial,personnel,programs,
planning,fundraising)q ClearstatementofexpectationsofBoardmembers,includingroleinagencyfundraisingq Open-endedopportunityforquestionsfromnewBoardmemberPersonalContactwithExperiencedBoardMember:q DiscussionofnewBoardmemberpreferencesforcommitteeassignmentq BriefexplanationofupcomingsignificantBoarddecisionsoreventsq SpecificcommitmenttogreetthenewBoardmemberatthenextBoardmeetingandprovidepersonal
introductionstoBoardmemberswithcommoninterestsFollowUpContactAfterThreeMonthsofService:q OpportunityforgeneralcommentsaboutBoardservicesofarq Inquiryintoinvolvementwithcommitteesifnoinvolvementyet,discussionofbarriersandproblemsolvingq Requestforfeedbackinorientationprocess
7
Board of Directors Job Description I,__________________________________________,recognizingtheimportantresponsibilityIamundertakinginservingasamemberoftheBoardofDirectorsoftheAgencyherebypersonallypledgetocarryoutinatrustworthyanddiligentmanneralldutiesandobligationsinherentinmyroleasaDirector.MYROLE:TheAgencyBoardExpectations1. Todeterminethemission,valuesandpoliciesoftheAgency,andperiodicallyevaluatetheAgency’s
successinfulfillingitsmission,livinguptoitsvalues,andcomplyingwithitspolicies;2. Tounderstandtheagency’shistoryandprograms;3. ToelectmembersoftheBoard,electBoardOfficers,periodicallyevaluatetheperformanceofBoard
MembersandBoardOfficers,andperformallcorporateactsonbehalfoftheAgency;4. Toparticipateinensuringstaffaccountabilityforimplementingthatmissionandplan;5. Tohelptheagencyconnecttothecommunity(ies)ofrecipientsandpotentialrecipientsofitsservicesand
programs;6. Totakeadvantageofopportunitiestoinformmyselfabouttheagency-operatedservicesandprograms;7. Tofulfillthefunctionsofofficesetforthintheorganization’sbylawsanddescribedinthisvolunteerjob
description;8. Asapartofmyfiduciaryresponsibility,toreviewandapproveallbudgets,reviewallfinancialstatements,
audits,andotherfinancialreports,andactivelyinformmyselfabouttheagency’sfinancialhealth;9. Tocreate,reviewandapprovestrategicplans,majorprogramsandmajorfacilitiesissues.10. TointeractwithotherBoardmembers,staffandstakeholdersinarespectfulandcourteousmanner;11. Toactivelyparticipateinandsupporttheagency’sfundraising,includingpersonalsolicitation,majorgift
campaigns,specialevents,andplannedgiving;12. Torepresenttheagency,whenasked,toelectedofficials,fundersandotherswithresourcesandinfluence
orwhoneedtobeinfluencedtoaccomplishagencygoals;13. ToselecttheExecutiveDirectorandperiodicallyevaluatehis/herperformance.14. IunderstandthatsolongasIcarryoutmydutiesandresponsibilitiesingoodfaithandtothebestofmy
ability,IwillgenerallybefreefromanyliabilityforthedebtsandactionsoftheorganizationasprovidedinSeattle,KingCounty,andWashingtonState.
MYDUTIES:EachAgencyBoardMemberisexpectedto:1. Stayfullyinformedofthemission,goals,policies,programsandcurrentconcernsofAgency.2. AttendallBoardmeetings.Amembershouldbepunctualandplantostayforthefullmeeting.Ifan
absenceisnecessary,theExecutiveAssistantshouldbenotifiedpriortothemeeting.3. Preparefor,andparticipatein,BoardandCommitteemeetingsandorganizationalactivities(e.g.
VolunteerAppreciationNight,HolidayLuncheon,AnnualMeetingandAwardsEvents).4. FaithfullyreadandunderstandAgency’sfinancialstatementsandhelptheBoardfulfillitsfiduciary
responsibility.5. Serveinleadershippositions,oncommittees,orundertakespecialassignmentswillinglyand
enthusiasticallywhenasked.6. Holdinconfidenceallboarddiscussionsandactivitieswarrantingsuchtreatment.7. SupportAgencyadministratorsandrespecttheirauthoritybydealingwithgrievancesordivergent
5
Board Member Application Form Name:___________________________________________________________________________________HomeAddress:____________________________________________________________________________HomePhone:()__________HomeFax:()__________HomeE-mail:______________________________CurrentEmployment/Title:___________________________________________________________________WorkAddress:_____________________________________________________________________________WorkPhone:()_________________WorkFax:()__________WorkE-mail:________________________CurrentInvolvementwithothernon-profitorganizations:
OrganizationName NatureofInvolvement(member,volunteer,board,etc.)
BoardProfile:TheAgencyBoardseeksleaderswhoaredeeplycommittedtotheagency’smissionandvalues.Inaddition,theBoardseeksmemberswithabroadrangeofskillsandbackgrounds,includingbutnotlimitedtoexperienceinlaw,media/marketingandtransportation;aswellasbusiness,accounting,finance,fundraising,socialservices,humanresourcesandthefoodindustry(includinggrowing,processing,handlinganddistributing).Theagencyhasanhistoricalandongoingconnectiontoreligiouscommunities,soone-thirdofBoardseatsarereservedforpeoplewhoareactivelyengagedinthefaithbasedcommunity.Pleasedescribeanyexperience,skillsandcharacteristicsthatfittheBoardProfiledescribedabove:__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Doyouhaveanyotherexperience,skillsorcharacteristicsthatwouldinformorenrichtheworkoftheBoard?Weareparticularlyinterestedinculturalperspectives,lifeexperiences,andpointsofviewthatwillhelpusinawaythatrespectsthedignityofthemanydiversecommunitiesweserve.______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________PleasedescribeanypriorinvolvementwiththeAgency:______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________WhyareyouinterestedinservingontheBoardoftheAgency?___________________________________________________________________________________________________________________
ThesedocumentsandmoreintheWashingtonNonprofitInstitute“keydocuments”documentvault!
Composition & Development
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PathwayCirclethedescriptionthatbestmatchesyouoryourboard.Startbylookingatthe“Good”columnandmoveleftorrightasappropriate.
A.Recruitment,selection,andorientation
Needswork Okay Good GreatThereisnoprocessordocumentationonboardrecruitment.
Boardfollowsaprocessbutitisnotsystemizedordocumented.
Boardhasadocumentedprocesstorecruitandselectnewboardmembers.
Boardhasacommitteededicatedtoboarddevelopment.
Boarddoesnotrepresentthediversityofthecommunity.
Boardrepresentssomeofthediversityofthecommunity.
Boardrepresentsthediversityofthecommunity.
Boardincorporatesdemographicandothercommunityshiftsinitsunderstandingofwhatdiversitymeans.
Boardhasnorepresentationoftheorganization’sconstituents.
Boardhassomerepresentationoftheorganization’sconstituents.
Boardrepresentstheorganization’sconstituents.
Boardhasasystemtoengagingitsconstituentsbeyondboardmembership.
Boarddoesnothavediversityofskill,expertise,andexperiences.
Boardhassomediversityofskill,expertise,andexperiences.
Boardincludesmemberswithdiverseskills,expertise,andexperience.
Boardhasanactivedevelopmentcommitteethatsolicitsapplicationsfromindividualswithdiverseexperiences.
Boardhasnotermlimits.Boardmembersserveindefinitely.
Boardhastermlimitsbutitispossibletocontinuallyrenewservice.
Boardhastermlimitsandarotationofservicethatguideboardcomposition.Thatmeansthatboardmembersstopbeingboardmemberswhentermsend.
Boarddevelopmentcommitteetrackstermsandrotations;thereisaplaninplacetocontinuetoengageformerboardmembersintheorganization.
Boardmembersarenotorientedinanyway.
Boardmembersattendacursoryreview,eitherwithaboardmemberortheExecutiveDirector,butnotafullorientation.
Boardmembersattendanorientationatthestartoftheirboardservice.
Boardhasastrongcultureofongoingeducationandpro-activeengagementofitsmembers.
Composition & Development
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B.Commitmenttomissionandsuccessoftheorganization
Needswork Okay Good GreatBoardmembershavenointerestintheworkoftheorganization.
Boardmemberssaythattheyhaveaninterest,buttheyhavenotactedonthatinterestbefore.
Boardmembershavedemonstratedaninterestinthemissionoftheorganization.
Boardmembershaveactedontheirinterestinwaysthatwillstrengthentheorganization.
Boardmembersdonotattendkeyeventsorvolunteer.
Boardmembersexpressaninterestinattendingkeyeventsorvolunteeringbuthavenoyetdoneso.
Boardmembersattendkeyeventsorvolunteer(asappropriate)onbehalfoftheorganization.
Boardmembersattendkeyeventsorvolunteerregularly.
Boardmembersdonothavekeyorganizationaldocuments.
Boardmembershavethedocumentsbuthavenotrecentlyreviewedthem.
Boardmemberspossessandhavereadorganization’skeydocuments(bylaws,articles,annualreport,budget,etc.)
Keydocuments(budget,strategicplan,etc)guideboarddiscussionsanddecisions.
Boardmembersdonotexpresshowtheywillcontributetotheorganization.
Boardmembersstateannuallyhowtheywillcontributetotheorganization.
Boardmemberscompleteaboardcommitmentformannuallytoexpresshowtheywillcontributetotheorganizationthatyear.
Thetrackingofboardcommitmentsisusedintheboard’sannualreviewofitsperformance.
C.Conflictofinterest
Needswork Okay Good GreatBoarddoesnotdiscussordiscloseconflictsofinterest.
Boardmembershavenoconflictsofinterest,butthereisnoannualdocumentation.
Boardmembershavenoundocumentedconflictsofinterest(materialorrelationships).
Boardmembersreviewanddiscloseconflictsofinterestannuallyandastheyarise,signingannualstatements.
Boarddoesnotdiscussordisclosepaymentmadetoboardmembers.
Boardmembersdonoreceivecompensation,butthereisnodocumentationofthispolicy.
Boardmembersdonotreceivecompensationfortheirservice,otherthanreimbursementforboard-relatedexpenses.
Boardmembersdonotreceiveloansfromtheorganizationoritsstaff.
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D.PositionsNeedswork Okay Good GreatBoardhas5orfewerpeople.
Boardhasfewerthan7people.
Boardhasatleast7individualstoensurethatthereareenoughpeopletoserveandperspectivestosupportstrongdecision-making.
Boardhasenoughmemberstomeetasafullboardandwithincommittees(7-15),possiblyusingcommunitymemberstoexpandthecapacityofcommittees.
Boardhasoneortwopeopleservinginallroles.
Boardhasatleastachairandatreasurerandavice-chairandsecretaryifpossible.
Boardhasfourseparatepeopleservingasofficers.
Allofficerpositionsarefilledwithsuccessionplaninplace.
Thereisnodistinctionbetweenstaffandboard.Inanallvolunteerorganization,thereisnounderstandingofthedifferenceofroles.
Ifastaffmemberservesontheboard,itistheExecutiveDirector,and(s)hedoesnotserveinanofficerposition.
Ifastaffmemberservesontheboard,(s)heservesinanexofficiocapacityanddoesnotvote.
Thereisacleardistinctionbetweenstaffandboard.
Boardmembersarenotprovidedwithanyjobdescriptions
Boardmembersdemonstrateanunderstandingoftheirjobs,thoughwithoutjobdescriptions.
Boardmembersareprovidedwithajobdescription.
Committeemembersareprovidedwithaclearjobdescriptionandunderstandtheirmandatefromtheboard.
E.BoarddevelopmentNeedswork Okay Good GreatBoarddoesnotreviewitsperformanceatall.
Boardreviewsitsperformanceonanirregularbasis.
Boardconductsanannualreviewofitsownperformance.
Boardreviewsitsperformanceanddevelopsplanstostrengthenitovertime.
Boarddoesnotreviewkeydocuments.
Boardreviewskeydocumentsonanirregularbasis.
Boardreviewseverythreeyearstheorganization’sbylaws,missionstatement,articlesofincorporation,andpolicies.
Boarddoesnotengageinlearning.
Boardengagesinsomelearningrelatedtononprofitoperations,theworkoftheorganization,andthecauseingeneral.
Boardengagesinongoinglearningrelatedtononprofitoperations,theworkoftheorganization,andthecauseingeneral.
TheBoardDevelopmentCommitteeplansanannuallearningagendabasedontheboard’sannualself-evaluation.
Boardhasnotdiscussedleadershipsuccession.
Boardhasdiscussedtheneedforaplanbutdoesnothaveaplaninplace.
Boardhasaplanforleadershipsuccession:officertraining,recruitmentandplanning.
Thedevelopmentoffutureleadersfortheorganizationisdiscussedregularly.
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Theboardoperatesinawaythatachievestheorganization’smissioneffectivelyandefficiently.
Why? Whenaboardoperateseffectively:
Ithasthespaceandstructureinplacetoprovidetheoversightanorganizationneedstogrowitsmissionandprotectitsassets.
Itmakesintentionaldecisionsthatrespondtonewopportunitiesorchallenges.
Itcanbetterstewardtheorganizationonbehalfofthecommunityentrustingitwithresourcestomakeadifference.
Know BoardmembersshouldunderstandtheseelementsofBOARDOPERATIONS:
ü Boardmeetings:Regular,effectiveboardmeetingsallowtheworkoftheboardtomoveforwardtowards
theachievementofitsmission.ü Committees:Committeeschunkouttheworkoftheboardsothatitcanbemoreefficientandmore
effectiveinengagingindividualboardmembersinrelevantwork.ü Board/staffrelationship:Operatinganorganizationwithclearrolesandresponsibilitiesbetweenboard
andstaffstrengthenstherelationshipsbetweenthem,minimizesinterpersonalconflict,andfocuseseveryoneonthemission.
ü Boarddevelopment:Strongboardsarereflectiveabouttheirownpractice,celebratingachievementsandcreatingplansaroundareasforgrowth.
Show AboardshowsunderstandingofBOARDOPERATIONSintheseways:
o Boardmeetsregularly,withstrongattendanceandhighlevelsofengagementduringmeetings.Atleast
oneannualmeetingissuggested;annualmeetingsarerequiredofmembershiporganizations.o Boardmakesprogressontheworkoftheorganizationduringmeetingsdocumentedthroughminutes.o Boardutilizescommittees(ifsizeallows)tobreakupthefocusandwork.o Boardhires,supports,supervises,andreviewstheexecutivedirector.o Boardprovidesthestaffdirection,support,andaccountabilitythroughplans,policiesandvolunteering
whenappropriate.o Boardreviewsitsownperformanceonanannualbasis.
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Grow Askq Whydoesitmatterthatyourboardoperateseffectively?
Howcouldachangeinhowyouorganizeyourselvesasaboardhelpyourorganizationoverseeitswork?
Howcouldboardmeetingsandfunctionsbestrengthenedsothatitcreatesthespaceforthinkingaboutopportunitiesandchallengesahead?
Whatkindofboardmeetings,relationships,orlearningwoulddeepentheconnectionboardmembersfeeltothelargercause?Whatwouldhelpboardmembersmakesenseoftheworkanditsimpact?
Actq Discusswhetherthereisenoughcontactwithboardmembers(bothintermsofattendanceandfrequency
ofmeetings)tostewardtheorganization.q Lookatyourmeetingagendas.Dotheyreflecttheconversationsthatyourboardshouldmostbehaving?
Dotheyreflectthethreekindsquestionsthatboardmemberscanask—oversight,foresight,andinsight?Howdotheybalancediscussionaboutthepastvs.thefuture?
q Trysomestrategiestogetmoreengagementatyourmeetings.Appointadifferentpersonas“thedevil’sadvocate”inordertoidentifypotentialproblemsoropportunities.Createaverbalorwritten“checkin”aftereverymeetingtoseehowpeoplearefeeling.
q Lookatyourstrategicplanoranyothergoaldocumentthatyouhave.Alignyourcommitteesaroundyourstrategyand/orgoals,writingdownthegoalsthatyouhaveforthesecommitteesthisyear.
q Createorupdateyourorganizationaldashboardthattracks2or3keymetricsonhowyoumeasurewhetheryouaremakingadifference.Organizationswithstaff:discusstheevaluationplantohelpboardmembersunderstandhowprogressistracked.Tiediscussionofevaluationtohowyoucommunicatewithyourdonors.
q Createaboardlearningplanthatincludesthreetypesoflearning:learningaboutyourorganization,aboutnonprofitpractice,andaboutthecauseinwhichyouareworking.
q Discussthecurrentinteractionbetweenboardandstaff(ifyouhavestaff).Howmightitbehelpingorhinderingtheworkoftheboardandorganization?
q Reviewhowyourorganizationtrainsboardofficersandthenmentorsthemonceinposition.Howcouldyoustrengthenthepathwaythatboardmemberstakethroughofficerpositions?
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Keydocumentsare:
q ArticlesofIncorporationq Attendancepolicyq Boardapplicationq Boardmatrixq Bylawsq Calendarq Committeechartersand/orjobdescriptionsq Executivecompensationpolicy*q Jobdescription:Boardmemberq Jobdescription:Officersq Meetingagendaq Minutesq Orientationschedule/agendaq Stafforganizationchart
*ListedonIRSForm990,SectionB.
Board Operations
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PathwayCirclethedescriptionthatbestmatchesyourboard.Startbylookingatthe“Good”columnandmoveleftorrightasappropriate.
A.Boardmeetings
Needswork Okay Good GreatBoarddoesnotmeet. Boardmeetsacoupleof
timesayear.Boardmeetsatleastquarterlyduringtheyear.
Boardmeetsmoreregularly,eitherasawholeorincommittee.
Boardregularlyfailstohaveaquorumorhasdifficultyschedulingmeetingsatall.
Boardhasaquorumsomeofthetime.
Boardregularlyhasaquorumatmeetings.
Boardregularlyhasfullattendance.
Boardmeetingsarenotguidedbyanagenda.
BoardmeetingsareguidedbyanagendadeterminedbytheboardchairorED.
BoardmeetingsareguidedbyanagendadeterminedbytheboardchairandExecutiveDirectoranddistributedatleast3daysinadvance.
Boardutilizesa“consentagenda”toexpediteroutinebusiness.
Boardmembersdonotreceiveboardmaterials(agenda,financials,supportdocuments)priortomeetings.
Boardmembershaveaccesstomaterials(agenda,financials,supportdocuments)priortomeetings.
Boardmembershaveaccesstomaterials(agenda,financials,supportdocuments)insufficienttimethattheycanbepreparedtoengagemeaningfullyinconversationatmeetings.
Boardmeetingsarenotguidedbyanagenda.
Boardagendashaveamixofbusiness,butitisnotclearlyarticulated.
Boardagendasincludedifferenttypesofbusiness,suchasbusinessthatisnew,openfordeliberation,andreadyfordecision.
Boardmeetingsprovidespaceformemberstodiscussissuesthroughthreelenses:oversight,foresight,&insight.
Boarddoesnotkeepminutesofmeetings.
Boardkeepsnotesofboardmeetingsbutnotinasystematicway.
Boardkeepsasapermanentrecordminutesofallboardmeetingsanddocumentationofanyactionstakenbytheboard.
Boardhasnotdiscussedhowtohandleurgentmatters.
Boardhasdiscussedtheissueofhavingaprovisionforhandlingurgentmatters.
Boardhasaprovisionforhandlingurgentmattersbetweenmeetings.
Onlyafewindividualsspeakorparticipateinboardmeetings.
Mostboardmembersspeakorparticipateinmeetings.
Everyboardmemberspeaksorparticipatesinmeetings.
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B.CommitteesNeedswork Okay Good GreatBoarddoesnotutilizecommittees.
Boardhasatleastonecommitteeoutsidethefullboard.
Boardorganizescommitteesasneededforgreatercapacityandbetterdecision-making.
Boardmembersrotatecommitteesovertimetoexpandknowledgeandcapacity.
Iftherearecommittees,boardmembersdonothaveaclearunderstandingoftheroleofthecommittee.
Boardmembersdemonstrateanunderstandingoftheroleofthecommittee,thoughthecharterisnotinwriting.
Eachcommitteehasacharter(jobdescription)sothatmembersknowwhatthefunctionofthecommitteeis.
Committeechartersarereviewedannuallytoalignthemwiththestrategicplanandannualgoals.
Iftherearecommittees,theydonotbringtheresultoftheirworktothefullboard.
Committeesbringinformationtotheboard,butnotinasystematicway.
Committeesbringdecisionsandotherkeyinformationbacktothefullboardforreviewandvoting.
Committeeworkisanintegralpartofthefunctioningoftheboard.
C.Board/staffrelationship(fororganizationswithstaff)Needswork Okay Good GreatBoarddoesnothiretheExecutiveDirector
BoardhirestheExecutiveDirectorbutdoesnotsystematicallyreviewhis/herperformance.
BoardhiresandreviewstheExecutiveDirector.
TheboardreviewstheExecutiveDirectorandinvestsinhis/herprofessionaldevelopment.
Boardprovidesnodirectiontothestaffthroughplansandpolicies.
Boardprovidessomedirectiontothestaffthroughplansandpolicies.
Boardprovidesdirectiontothestaffthroughplansandpolicies.
BoardandEDcommunicateregularlytoalignboardofboardandstaff.
Boarddoesnotdemonstrateanunderstandingofthedifferencebetweenboardandstafffunctions.
Boarddemonstratessomeunderstandingofthedifferencebetweenboardandstafffunctions.
Boardunderstandsthedifferencebetweenboardandstafffunctions.
Boardhasnotapprovedanypersonnelpolicies.
Boardhasapprovedsomelevelofpersonnelpolicies.
Boardapprovespersonnelpoliciesthatcoverclassification,compensation,evaluation,andreporting.
Boarddoesnotprovidesupportthroughadviceandvolunteering.
Boardprovidessomesupportthroughadviceandvolunteering.
Boardprovidessupportthroughadviceandvolunteering(asappropriate).
Boardprovidesnoaccountability.
Boardprovidesaccountability,butnotthroughareviewofprograms.
Boardprovidesaccountabilitythroughareviewofprogramevaluations.
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Meeting Agenda
Mission
Whatprogresswillbemadeatthismeeting:
Anotherwaytothinkaboutthis…whatwillyou:
Discuss Topic introduced for the first
time, or re-introduced for future deliberation
Deliberate Topic for which data or
information has been provided with enough time to read and think
about it
Decide Topic ready for a decision or
vote
ConsentAgenda(topics for a singular vote)
Topic1____________________Facilitator____________________
Topic2____________________Facilitator____________________
Topic3____________________Facilitator____________________
Closure(Review progress, assign tasks, celebrate achievements)
Meetingchecklist:q Socialtimeforconnectionq Food/drinkforconnectionandsustenanceq Smallgroup/pairconversationtoengagemorevoicesq Balancefiduciary/strategic/generativeq Balancepast/present/future
Rankthisactivity:3=Highbrainpowerneeded2=Mediumbrainpower1=Littletonobrainpower
Makesure“3”activitiescomefirst.
Fundraising
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Boardmemberssecureadequateresourcesfortheorganizationinwaysthatallowittobesustainableovertime.Theyconductfundraisingactivitiesinamannerthatupholdsthepublic’strustintheirstewardshipofcontributedfunds.
Why? Whenaboardparticipatesinfundraisingforitsorganization:
Itensuresthatfundraisingisconductedinanethical,professionalmanner,incompliancewithfederal,state,andlocallaw,aswellasAssociationofFundraisingProfessionalsCodeofEthics.
Itprovidestheresourcesneededfortheorganizationtobestrategicinhowitfulfillsitsmission.
Itexpandsthecommunitysupportingthemission,bringingalargersetofindividualsintothecauseinwhichitoperates.
Know BoardmembersshouldunderstandthesefourelementsofFUNDRAISING:
ü Roles&expectations:Everyboardmemberhasaroletoplayinraisingfunds,bothinparticipatinginthe
fundraisingprocessofcultivation,solicitation,andstewardshipandindonatingthemselves.Theyfosteracultureofgenerosity.
ü Planning:Planninghelpsaboardtomapoutandeventuallyachieveitsfundraisinggoals.ü Communications:Boardmembershavethetools,systems,andstoriestheyneedtobeeffective
ambassadorsfortheworkoftheorganization.ü Systems:Theboardcanimplementpoliciesandsystems(dependingonthesizeoftheorganization)to
ensurethatfundraisinghappensincompliancewiththelawandbestpractice.
Show AboardshowsunderstandingofFUNDRAISINGintheseways:o Boardmembersknowwhattheirroleisgenerallyandindividuallyrelatedtofunddevelopment.o Boardmembers“own”theirroleinfunddevelopment,whetheritisincultivation,solicitationor
stewardship.o Boardmembersreceivetrainingandtheinformationandresourcestheyneedtosupportfund
development.o Boardhassystemsinplacetosupportfunddevelopment.
Fundraising
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 34
Grow
Askq Whydoesitmatterthatyourboardcommitsitselftosecuringadequateresourcesforyourorganization?
Howcouldgreaterengagementoftheboardinfundraisingimprovetheoversightoffundsreceivedbyyourorganization?
Howcouldgreaterengagementoftheboardinfundraisingallowyourorganizationtobemorestrategic,bothintermsofhowitraisesfundsandwhatitdoeswiththefundsthatitraises?
Howcanyouusefundraisingtogrowacommunitycommittedtomakingadifferencewithinyourcause?
Actq Boardensuresthatallmembersgiveapersonallymeaningfulamount.q Thefunddevelopmentcycleinvolvesthreemajorsteps:cultivation,solicitation,andstewardship.
Describeallofthedifferentwaysthatthesestepscanbeaccomplishedinrelationtoyourmission.Inviteboardmemberstosaywhichstepstheyfeelmostcomfortablefocusingon.Assignfundraisingtasksbasedontheircomfortarea.
q Nomattertheirskilllevelwithfundraising,allboardmemberscanplayaroleinthankingdonors.Organizethank-a-thonstocallorwritenotestodonors,updatingthemonyourorganizationandtheimpactoftheirgift.
q Listallofthepossiblewaysthatthisorganizationcanbringinfunds,includingsupport(donations,grants,events)andrevenue(admissionfees,earnedincome,investments).Inachart,trackwhatpercentageoftotalincomewasreceivedfromeachsourceoverthepasttwoyears.Whatwouldyoulikethosepercentagestobeinthenexttwoyears?Makeaplanforhowtogetthere.
q Dedicatetimeduringaboardmeetingforstorytelling.Invitestaffmembers—andthoseserved,ifpossible—totellstoriesabouthowtheorganizationhasimpactedthem.Asksomeonetobethescribeandwritedownthekeyelementsofstoriesshared.
Keydocumentsare:q Boardjobdescriptionq Budgetq Caseforsupportq FinancialPlanq Fundraisingplanq Giftacceptancepolicyq Listofcurrentdonorsq Listofcurrentmembers(ifamembershiporganization)
Fundraising
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 35
PathwayA.Roles&expectations
Needswork Okay Good GreatFewifanyboardmemberscontribute.
Mostboardmemberscontributeinmeaningfulways.
Eachboardmembercontributesapersonallymeaningfulamountofmoneytotheorganization.
Boardmembersaretreatedlikemajordonorsastheymaketheirmeaningfulfinancialandothergifts.
Boardmembersdonothaveanyindividualizedplanorunderstanding.
Mostboardmembershaveanindividualizedplanorunderstandingforsupportingtheorg.
Eachboardmemberhasanindividualizedplanforhowtheycansupporttheorg’sfundraisingactivities.
Boardmemberscelebrateeachother’ssuccessestowardstheirfundraisingplans.
Boardmembersarenottoldthattheywillbeexpectedtohelpraisefunds.
Boardmembersaretold,buttheroleisdownplayed.
Fundraisingexpectationsareexplicitandarticulated.
Boardmembersleanintothefundraisingroleasawaytohelptheorganizationmeetitsmission.
Boardmembersfeelnoconnectiontothebudget,orthereisnobudget.
Boardmembersunderstandthattheyhavearoletoplaybutdonot“own”thebudget.
Boardmembersfeelaccountableforthebudgetanditsfundraisingimplications.
Boardmemberscontributetothefundraisinglineitemsinthebudget.
B.Planning
Needswork Okay Good GreatBoardhasnotdiscusseditsfundraisingstrategy.
Boardhasdiscusseditsfundraisingstrategybutitisnotwritten.
Boardhasadoptedafundraisingplanorstrategythatreflectsthebudgetandorganization’sgoals.
Boardengagespartnersorothersoutsidetheorganizationtostrengthentheplan.
Boardhasnounderstandingofwhatsolicitationstheorganizationismaking.
Boardhasasenseofwhatsolicitationstheorganizationismaking.
Boardknowswhatkindofsolicitationstheorganizationismaking.
Boardguidesexistingandpotentialsolicitations,withaneyeongeneraloperatingfunds.
Boardhasnotreviewedthediversificationoffunds.
Boardhasreviewedthediversificationoffundsbutisnotworkingtoensurethatfundsarediversifiedasmuchaspossible.
Boardhasreviewedwherefundscomefromandisworkingtoensurethatfundsarediversifiedasmuchaspossible.
Boardhasadoptedafinancialplanoutlininghowtheywilldiversifyfundingovertime.
Boardisnotworkingonbuildingrelationshipsasapartofitsfundraisingwork.
Boardisworkingonbuildingstrongerrelationshipsbutwithoutfocus.
Boardanchorsfunddevelopmentinbuildingrelationshipswithcurrentandpotentialdonors.
Boardplaysanactiveroleinstrengtheningrelationshipswithcurrentandpotentialdonors.
Boardmembersonlyknowofonewaytocontribute,givingtheirownfunds.
Boardmemberscancontributeinatleastthreeways.
Boardmembershaveatleastfivedifferentwaystocontributetofundraising.
Boardmembershavethreekindsofopportunitiesbasedontheirinterestsandconnections.
Fundraising
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 36
C.CommunicationsNeedswork Okay Good GreatBoardmembershavenoresourcestouseindonoroutreach.
Boardmembershavematerialsbutmaybenotcurrent.
Boardmembershavecurrentprintorotherresourcestouseindonoroutreach.
Boardmembersreceivematerialscustomizedtotheindividualororganization.
Boardmemberscannottellanystoriesoroutcomesrelatedtotheorganization.
Boardmemberscantellatleastonestoryornameoneoutcomeoftheorganization.
Boardmemberscanarticulatethestoriesandoutcomesoftheorganization.
Boardmemberscantapintoastorybankformorestories.Theyreceiveregularupdatesaboutoutcomes.
Boardmembersarenotgivenanyinformation.
Boardmembersaregivengeneralinformationaboutpotentialdonors,butwithoutanyhistory.
Boardmembersaregiveninformationaboutpotentialdonors,includingbackgroundandhistory.
Donorupdatesarearegularpartofstaff/boardcommunication.
Staffandboardmembersdonotcommunicateafterdonorcontact.
Staffandboardmemberscommunicateinformallyaftercontactismadewithadonor.
Stafforfundraisingleaderandboardmemberscommunicateafterdonorcontacttoregistertheresultoftheexchange.
Staff/boardhavesystematizedcommunicationrelatedtodonors.
D.SystemsNeedswork Okay Good GreatBoardhasnosystemsinplace.
Boardhassomesystemsinplacetosupportfundraising,butnottiedtoaplan.
Boardhassystemsandpoliciesinplacetooperationalizethefundraisingplan.
Boardorcommitteereviewssystemsandpoliciesonanannualbasis.
Giftsarenotbeingacknowledged,orboardisnotsure.
Boardisprettysurethatgiftsarebeingacknowledged.
Boardensuresthatgiftsareacknowledgedproperly,includingthatallgiftsof$250ormoreareacknowledgedinwriting.
Theboardisactivelyinvolvedinacknowledgingdonors.
Boarddoesnotdiscussgiftacceptancepolicies.
Boardtalksaboutgiftacceptanceasissuesarisebuthasnopolicy.
Boardadoptsgiftacceptancepoliciesthatsetoutconditionsunderwhichitwoulddeclinefundsorin-kinddonations.
Boardmembersknowtobringcertaingiftsforreviewbeforetheyareaccepted.
Boarddoesnottrackrestrictedfundsseparatelyfromunrestrictedfunds.
Boardtracksrestrictedandunrestrictedfundsbutwithoutadirectconnectiontodonorsandthesystemsusedtocommunicatewiththem.
Boardreviewsfinancialstatementsmonthlywithacommitmenttohonordonorintentandcomplywithconditionsplaceondonations.
Board Calendar
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 37
ConnecttoCause ResponsibilitiesComposition&Development Operations Fundraising
Annualactivitiesforyourboardtoplugintoyourorganizational
calendar.
q Writedowneveryoneconnectedtoyourmission.Usethismapacrossboardfunctions.
q Reviewbudgetq Signconflictofinterestpolicy
Federal:q FileIRSForm990WASecretaryofState:*q FilecorporationannualreportIncorporationmonth
q Filecharitiesannualrenewal11mthsfollowingaccountingyearend
q Reviewprocesstorecruitandselectboardmembers
q Scheduleorientation.
q Evaluatetheboard.q Createlearningplanforboardmembers.
q Createameetingcalendarthatencouragesattendance.
q LayoutplanforevaluatingExecutive.
q Discusswhetherthisyearistheyearforastrategicplan.
q Scheduletrainingforofficers.
q Connectthebudgettofundraising.
q Createindividualizedplanforboardmembers.
q Updateprintresourceforboardmembers.
q Sharelistofdonors.
JANUARY
FEBRUARY
MARCH
JUNE
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
Exact requirements may be different depending on your type of organization: www.sos.wa.gov/_assets/charities/CharityComplianceRequirements.pdf
Reflection
©2019WashingtonNonprofits.www.wanonprofitinstitute.org/boards 38
Whatisthebiggestchallengewithyourboard?
Whatdoyouwanttoremember?Whatactionsdoyouwanttotake?
Connectiontocause
Responsibilities
Composition&development
Operations
Fundraising
One week from now, I will __________________________________________________________________________________________.
By one month from now, ___________________________________________________________________________________________.
One year from now, _________________________________________________________________________________________________.