1. YWCA Board Orientation
NOTES for the PRESENTER:
The board president and executive director/CEO welcome everyone and ask each to introduce themselves, BRIEFLY. A “one minute-per” format to consider is name, profession and position; when and for what was her first visit to a YWCA; and what she is looking forward to contributing and learning as a YWCA board member.
As this recommended board orientation process is very comprehensive, more than one session, or a day long conference for its presentation is suggested.

2. Agenda About the YWCA: World YWCA, YWCA USA, YWCA _____________.
Today’s YWCA____________ and our current priorities
YWCA’s programs, initiatives, and mission reach.
Community relationships
continues…….
NOTES for the PRESENTER:
Review the agenda, BRIEFLY, with the board president and executive director/CEO each covering a part of it

3. - Board governance roles and responsibilities
YWCA organizational charts, staff and board partnerships.
Executive director and senior staff expertise, roles, responsibilities and their organizational history.
- Ways we strengthen the board and the YWCA
Board development, financial vitality, fund development, fundraising and policy considerations.
- How the board’s work is organized.
The year’s YWCA calendar.
- YWCA board member handbook.  
NOTES for the PRESENTER:
Each YWCA presents its own organizational chart, staff expertise outline, how the board’s work is organized, and the year’s calendar for your YWCA.

4. Mentoring Program
Many high functioning YWCA boards elect new members in groups rather than individually, and match new members with veterans.
NOTES for the PRESENTER:
If your YWCA has a board member mentoring program it can be described.

5. About the YWCA - YWCA historical highlights and impacts
- Today’s YWCA USA and World YWCA
Major challenges and opportunities currently being faced, strategies being implemented and how we expect to move forward.
The YWCA’s programs and current initiatives and how, specifically, each program links to and furthers the YWCA mission.
Description of community relationships
NOTES for the PRESENTER:
Cover each of these components, showing the YWCA Her-story PPT before or after local historical highlights are covered, then the “Today’s YWCA” PPT.
Follow these presentations with local information covering the remaining components on this slide Each YWCA prepares its own section covering its historical highlights and impacts, major challenges and opportunities, program descriptions, and descriptions of community relationships. These presentations should be short and quickly to the core points.

6. Board governance roles and responsibilities
the ywca is designed to have an impact at local, regional, national, and global levels
Affiliation with the YWCA USA represents each YWCA’s public pledge toward achieving peace, justice, freedom and dignity for all and the belief that the keys to achieving this vision are eliminating racism, empowering women, and, working together as a collective to speed progress and deepen impacts.
The belief that collective power forwards public policy change drives efforts to involve as many women/supporters as possible and to coordinate action among YWCAs.
YWCA USA Association Services staff has the responsibility hear needs from local Associations voiced first hand and do their best to meet them.
A YWCA can expect a broad-based, coordinated support system that provides access to best practices, program models, grant opportunities, technical assistance, and ongoing leadership, professional and volunteer development opportunities -- all provided in the context of YWCA work.
From its national affiliation a YWCA benefits mightily from the YWCA’s name recognition and the credibility and high reputation that come along with it. As a result, funding and partnership opportunities are frequent and facilitated.
NOTES for the PRESENTER:
As on slide

7. A Summary of the Board’s Overall Fiduciary, Strategic and Generative Responsibilities:
Duty of Care which focuses on ensuring mission alignment, ample resources for services and programs to support progress on the mission, competent leadership and astute management.
Duty of Loyalty which focuses on ensuring that decisions support the YWCA mission and overall organizational needs supporting the YWCA and our work together.
Duty of Compliance which focuses on meeting legal, contract, funding, ethical, organizational policy and YWCA USA affiliation requirements.
NOTES for the PRESENTER:
Take a moment to outline these overall expectations by the IRS and State Attorneys General of nonprofit boards of directors

8. “Day to Day” Responsibilities of Nonprofit Boards:
YWCA Her-story Presentation
“Day to Day” Responsibilities of Nonprofit Boards:
Understand the mission and serve as steward for mission progress.
Uphold organizational Integrity and accountability
Hire, orient, support and evaluate the CEO
Act on policies recommendations, proposals and initiative plans designed to protect and grow the YWCA’s capacity to serve and its assets.
Ensure adequate financial resources and astute financial management.
Serve as ambassadors and bridges among the community
Contribute to board recruitment and evaluation
NOTES for the PRESENTER:
Review this slide, then show the Board Governance PPT
During that presentation, comment on how board excellence is pursued and ensured at your YWCA.
More details about board responsibilities are covered in the board handbook.

9. Board Members and Staff Members: The Crucial Partnership
YWCA organizational charts, staff and board partnerships.
Executive director/CEO and senior staff expertise, roles, responsibilities and their organizational history.
NOTES for the PRESENTER:
After the governance PPT, show your particular YWCA”s staff organizational chart and briefly describe the expertise and experience of the senior staff

10. YWCA Board and Staff -- Partners in Leadership, NOT YWCA Management
Roles and Responsibilities for YWCA Leaders
Most successful nonprofit leadership involves partnerships between:
Board chair
Board members
CEO
Staff
relationship open, honest, supportive, respectful and productive
Clarity of roles and responsibilities within these partnerships is key to success.
Board = Forwarding the YWCA Mission, governance and oversight
CEO and staff = Forwarding the YWCA Mission, management and operations
NOTES for the PRESENTER:
Then take a moment to focus on the all-important relationship between board members and staff. These next few slides present a summary of key points.
This subject is also included in the board handbook which should be distributed and reviewed as a part of the orientation process.

11. Board Chair and Board Members
Board takes the lead in:
Establishing guiding values that are fully aligned with the YWCA Mission.
Hiring, supporting, and evaluating the Chief Executive
Serving as community ambassadors
Ensuring fiscal oversight
Recruiting new board members, retaining board members, evaluating board efforts
NOTES for the PRESENTER:
As on slide

12. Chief Executive Executive Director/CEO takes the lead in:
Infusing guiding values that are fully aligned with the YWCA Mission in every YWCA program, service, and interaction.
Developing and proposing policy, initiative ideas and strategies
All human resources functions for program, service, facility and administrative staff
Cultivating and sustaining a wide range of community and funder relationships
Developing, running, tracking and evaluating programs
Ensuring astute fiscal and organizational management
NOTES for the PRESENTER:
As on slide

13. Board Chair, Board Members, Chief Executive and Staff as a Team
Team collaborates on:
Strategic planning
Organizational evaluations
Board meeting planning
Fund development
Ensuring continuing and responsible membership with YWCA USA
NOTES for the PRESENTER:
As on slide

14. Top 10 ways we work to strengthen our board and the YWCA.…
YWCA Her-story Presentation
Top 10 ways we work to strengthen our board and the YWCA.…
1. The YWCA Mission drives all decisions and interactions.
2. We recruit strategically using profiles.
3. Our board development committee recruits year-round. and we apply effective recruitment and orientation processes.
4. We cultivate and sustain a wide range of supportive community and funder relationships.
5. Governing documents are reviewed annually
6. We ensure sound financial oversight.
7. We ensure transparency in all board dealings.
8. We ensure program outcomes and visible advocacy.
9. We make fundraising a serious board commitment.
10. We Implement regular board self-assessment and board member evaluation processes
NOTES for the PRESENTER:
As on slide
YWCA Southwest/Delta Region

15. The board development and governance committee
Oversees “Care and Feeding” of the Board
Recruits board members
Prepares profiles of demographic, skill, and “bridge” needs
Strategically recruits from profiles, all year long
Develops and implements orientation processes
Develops and publicizes continuing education opportunities for the board
Develops effective communications for the board recruitment process.
Develops the slate of officers for election
Leads annual board assessment process
NOTES for the PRESENTER:
These next slides provide more detail on the “Top Ten Ways….”

16. The board and financial vitality The board:
Approves a balanced budget, and approves and commits to strategies to cover any gaps between income and expenses.
Stays abreast and understands the YWCA’s fiscal status – budget and balance sheet - on an ongoing basis and acts on recommendations and proposals to ensure continuing financial vitality.
Appoints audit committee and assures an annual audit; reviews audit and management letter; meets with auditor
Ensures adequate resources to meet expenses and the effective use of resources
Approves use of any funds not included in the approved budget
Fulfills its fundraising responsibilities.
NOTES for the PRESENTER:
As on slide

17. The staff and financial vitality The staff:
Develops a balanced budget for presentation to the board; oversees spending in line with budget projections; forecasts needed revisions; manages cash flow
Prepares regular reports for board and strategies for adjustment as need be.
Partners in developing annual fund development plan
Oversees grant writing and grant management
Engages board in special events and individual fundraising
NOTES for the PRESENTER:
As on slide

18. Financial vitality indicators and aims
Net Operating Margin (surplus or deficit)—2-5%
Months of cash on hand—3-12 months
Dependence on government funding—less than 50%
Capital intensity—less than 75%
Net assets as % of annual expenses—more than 50%
NOTES for the PRESENTER:
As on slide

19. Annual fund development plan, an overview:
We prepare a case for support
We draft an annual development plan that includes:
Annual campaign
Major gifts
Special events
We lay the groundwork for endowment and planned gifts as we solicit funds
We regularly organize capital campaigns to ensure sustainability long term.
We cultivation potential donors and are responsible and respectful donor stewards on an ongoing basis.
NOTES for the PRESENTER:
As on slide

20. Building a culture of philanthropy
Board members understand the compelling mission, vision and impact of the YWCA and are fluent in key messages.
Board members understand the YWCA’s resource needs and embrace opportunities to increase resources.
YWCA staff understand the YWCA’s resource needs and embrace their fundraising roles
An appreciation of donors, volunteers and all contributions permeates the YWCA
Executive director/CEO provides leadership—expectations, metrics, accountability, staff support and clearly models behavior
Resources and systems are in place to develop, nurture and steward YWCA constituents
NOTES for the PRESENTER:
As on slide

21. Timeout for the Board’s Fundraising Roles
YWCA Her-story Presentation
Timeout for the Board’s Fundraising Roles
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
NOTES for the PRESENTER:
As on slide

22. About conflict of interest
Board members and staff members cannot gain advantage in financial profit from their YWCA involvement as leaders. “Must Dos:”….
declare potential conflict
recuse yourself from relevant decisions
be sure all purchasing done through competitive bid process, large contracts can be awarded through blind ratings
may need to decide between board service and financial opportunity
NOTES for the PRESENTER:
As on slide

23. The Quiz…. 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
NOTES for the PRESENTER:
As on slide

24. 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
NOTES for the PRESENTER:
As on slide

25. Takeaway resources:
Review the board member job description, current strategic plan goals, how YWCA board work is organized to achieve the strategic goals, fundraising plans and support to help board members carry out their responsibility,
Be sure everyone has a packet of recent board minutes, the annual budget, and current financial summary, usual presentation format, and expectations for reviewing and understanding the data.
Distribute the:
-Board profile and contact list
Board handbook
YWCA calendar.
-Commitment pledge agreement and ethics, confidentiality and conflict of interest statements.
Collect signed copies of the commitment pledge agreement and ethics, confidentiality and conflict of interest statements
NOTES for the PRESENTER:
As on slide