Management of Not-For- Profit Organizations 472.31 3 Fall 2014
Apr 01, 2015
Management of Not-For-Profit Organizations
472.313
Fall 2014
Done & To Do
Done by today• read chapter on boards (ch 5)
To do today• each group tells us tentative project decision
To do by Friday• pick chapter you want to present on
Group Projects
Tentative Decisions
Boards
have numerous functions₋ some more important than others
• the legal entity held accountable• governance
₋ goals₋ policies₋ managers
• reconciling conflict
Board's Job
• lead the organization• establish policy to guide action• secure [essential] resources• ensure effective resource use• lead and manage Chief Executive performance• ensure and enable accountability• ensure board effectiveness
pg 131-134
Board Competencies
• contextual • interpersonal • analytical • political• strategic
pg 141
“skills required”
Model Board StructureMembers
Board
elect
ChairSecretary Treasurer
Executive Committee
Finance CommitteeNominating Committee
Program CommitteeFundraising Committee
Personnel Committee
Model ResponsibilityMembers
Board
delegate
Executive Director
direct
Staff
manage
Model AccountabilityMembers
Board
Executive Director
Staff
report
report
report
Board's Member's Job
• ensure that• taxes are paid
₋ especially payroll taxes
• laws are obeyed₋ especially employment laws & contracts
• arrangements & contracts with board members are appropriate
• protect people from harm
pg 134-136
Board's Member's Job
• participate actively• attend all bd meetings• prepare in advance• be active on at least 1
committee
• participate in fundraising• be ambassador &
advocate• help enhance image &
credibility of org
• encourage staff• address sensitive
matters in confidence• actively support
• board decisions after they're made
• teamwork of board
• avoid conflicts of interest
pg 134-136
Board Evaluation
an effective board1. organizes itself efficiently & effectively2. attracts able people to the board table3. prepares these people to serve as board members4. helps them work together5. focuses on the important issues & questions6. engages board members attention & commitment7. employs board members' time well8. evaluates and develops its own performance
pg 140
Board Development pg 141-154
define the work;design the board
recruit &select
members
build member capacity
build the
team
ensure strategic
focus
engage members to do
the work
conduct effective meetings
ensureaccountability
Board “fiduciary responsibilities”
• treat the resources of the organization as a trust• What is “a trust”?
• Somebody gives you money.• They say, “Swear an oath that you'll use this money and any
money derived from it to __________________.”• You swear that oath.• You are legally accountable to keep that oath.
• as a board member of a non-profit• there are multiple “somebodies”
• everyone who gives money to the non-profit• the purpose of the money isn’t up to you OR to the giver
• _____________ = the legal mandate of that non-profit
Board “fiduciary responsibilities”
• treat the resources of the organization as a trust• resources used in a manner that is
₋ reasonable₋ appropriate₋ legally accountable
Board Processes
Meetings• Board• Committee• Annual
Paper• Agendas• Minutes• Correspondence• Annual reports• Bylaws• Government documents
₋ Articles of incorporation₋ Annual CRA submission
• Policies
Group Projects
Decisions