1. Board
Development

2. Keys to Success -Bonding -Care and Loyalty
-Commitment to Mission, Vision, Values
-Thinking Strategically
-Raising Community Visibility
-Developing Leadership
-Raising Funds

3. Duty of Care-
Responsibility to make informed,
good faith decisions so as to act
in the best interests of the
organization.
Duty of Loyalty-
Responsibility to act with
undivided allegiance to
the organization's mission.

4. Adapted from NonProfit Management Solutions, Inc. 1999
On the Board and Committees
A Designated Job means Buy-In
Does everyone have a job?
Does every job have a title?
What is the purpose of the position?
What are the key responsibilities?
What are the qualifications required?
How much time must be committed?
What does the organization commit to the individual?
Is there an agreement form?
Adapted from NonProfit Management Solutions, Inc. 1999

5. Where Are The Prospects
For Our Board?

6. Adapted from NonProfit Management Solutions, Inc.
Acquaintance Map
High
School
Cultural
Activities
Religious
Organizations
Neighborhood
YOU!
Work
Businesses
Carpools
(Even 30 years ago)
Shops
Fraternal
Affiliations
Sports
Adapted from NonProfit Management Solutions, Inc.

7. Recruiting What needs to be done? 2. Who would want to do this job?
3. Where will you find the people who would want to do this job?
4. How can we connect with them?
5. How can we cultivate them?
6. How can we ask them?
Adapted from Essential Volunteer Management,
Steve McCurley and Rich Lynch, Heritage Publishing, 1989

8. How to Ask?
President or other director meets candidate after the board has approved the selection.
Have clear, detailed information on role of candidate including time commitment
Say why the board is asking this person to become a director: skills, reputation, commitment to the refuge, etc.

9. How to Ask?
Check qualifications: membership, skills, time, interest, commitment to the refuge.
Discuss what will be needed if qualifications are not complete:
become a member, training, orientation, mentor-intern

10. Board Member Responsibilities
1. Help recruit new board members by clarifying expectations before candidates accept nomination.
2. Provide criteria by which the performance of incumbents eligible for reelection or reappointment can be reviewed.
3. Outline circumstances where the Board may consider replacing a member of the board.

11. General Expectations Be a member in good standing
Know mission, goals, policies, programs, services, strengths and needs.
Perform duties of board membership responsibly and competently.

12. Fiduciary Responsibilities
Be prudent concerning the control and transfer of funds.
Read and understand financial statements.
Help the board fulfill its fiduciary responsibilities.

13. Fund Raising Give annual donation according to your personal means
Assist in fund-raising strategies through personal influence with others. (corporations, individuals, foundations)

14. Qualifications Form I accept the following qualifications:
Be a member in good standing
Help the board fulfill its fiduciary responsibilities
Fulfill mission and goals
Attend the Annual Meeting and majority of other board meetings.
Actively participate in Board committees and activities
Represent the group at events and functions outside of board meetings.
Signature ________________

15. Board Meetings Monthly, same time, same place Start on time
Distribute agenda a week in advance
Distribute minutes & reports in advance
Use Roberts Rules of Order

16. Board Meetings Designate time for discussion of issues
Encourage full participation
Enforce rules of respectful conduct
Seek diverse ideas before seeking agreement
Recognize achievements
Maintain friendly goodwill, team approach

17. Failing to get a Quorum Board Meetings
1. Some directors are not involved,
need jobs
2. Meetings during vacation time.
3. No regular meeting schedule.
4. Directors not enjoying meetings.
5. Directors not responsible for decisions.
6. Poor agenda management.

18. Committes do the Work Have a clear purpose Deal with specific tasks
Have only members with specific jobs
Have members who know what is expected of them
Bond as a team
Disband when a job is done
Adapted from Terrie Temkin, Ph.D., NonProfit Management Solutions, Inc.

19. Membership Committee Example
Chair keeps computer record of members with information about them.
Maintaining contact with members.
Recruits new members
Report of minutes is due one week after meeting. Copies to all of board

20. Committees: Tiny Boards
Agenda, Minutes, & Reports in Advance
Meetings to make Decisions
Seek & Welcome Diverse Opinions
Be sure Everyone Speaks
Check to be sure Ideas are Understood
Solicit Advice from Specialists
Strive for Consensus
Recruit & Cultivate
Schedule Steps in Activity
Specify Who will Carry them Out
Adapted from Terrie Temkin, Ph.D., NonProfit Management Solutions, Inc.

21. Collaborating with Refuge Staff Select projects together
Annual strategic planning session
Committee of board and staff
Staff Liaison- nonvoting, reports on refuge to board and to staff about board
Signed minutes are posted and kept where they are available as legal records.
Manager is ultimately responsible for refuge.
All statements, materials, projects representing the refuge to the public should be approved by the Manager or a designated staff member.
Work & celebrate together.

22. Board-Staff Collaboration
Communicate Agency Issues
permitting, advocacy, fund raising
Seek Solutions Together
timing, providing information, use of peoples’ skills
Exchange Knowledge

23. How do YOU
sum it up?

24. A Lock on Success
Team Spirit
Committed to the Refuge
Collaborative Planning
Shared Work Load
Recognition for Performance

26. Board Opposition to Policy
Manager should know & act early.
Informal talks with board individually
Manager explains reason for policy
Facilitated discussions to seek acceptable resolution
Agree to disagree but NOT in public
If important enough, begin dissolution.

27. National Wildlife Refuge System
Characteristics of
National Wildlife Refuge System
They are prohibited from fund raising and advocacy.
Their work is regulated by Federal Acts and many Fish & Wildlife Service Rules
Proposed projects have to be assessed for conformance.

28. National Wildlife Refuge System
Characteristics of
National Wildlife Refuge System
Effective collaboration depends on:
Knowing the Rules
Acting together
Board should NOT expect staff to do work for them
Understanding the National & Regional structure of USFWS

29. Primary Responsibility for a productive, happy board
Role of the President
Primary Responsibility
for a productive, happy board
Helps select members
Facilitates work
Maintains open communication
Aware of developing problems and seeks solutions.
Produces agenda, uses parliamentary law, & manages meeting time.

30. Communicates Effectively (with respect & goodwill) with Staff
Role of the President
Communicates Effectively
(with respect & goodwill)
with Staff
Ensures Communication with Manager
Appreciates the importance of representing the resource to the public
Knows when & how to talk things over
Ensures other board members communicate well with staff.

31. Role of Refuge Manager *Ensures Staff & board move in same direction
Explains Mission, goals and management
Shows how each staff and board member contributes

32. *Develops collaborative modus operandi with board
Role of Refuge Manager
*Develops collaborative
modus operandi with board
Work projects together
United front to public
*Participates in celebrations
of Friends/Volunteers/Staff
accomplishments