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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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