Difference between revisions of "Board Members"
From NGO Handbook
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== Principle Responsibilities of an NGO Board and its Members == | == Principle Responsibilities of an NGO Board and its Members == | ||
| − | The board of directors is crucial to an NGO and is responsible for many specific tasks. The board’s main task is to govern and oversee the operations of the organization through acting as fiduciaries. In other words, the board is legally, financially, and morally responsible for the organization.<ref>Hummel, Joan M. (1996). Starting and Running a Nonprofit Organization. Minneapolis: University of Minnesota Press. </ref> Each individual member of a board is significant and holds many responsibilities that help contribute to his/her work on the board as a whole. The five main tasks listed below outline crucial responsibilities of the board as a whole, focusing on how each individual member can effectively contribute to these tasks. | + | The board of directors is crucial to an NGO and is responsible for many specific tasks. The board’s main task is to govern and oversee the operations of the organization through acting as fiduciaries. In other words, the board is legally, financially, and morally responsible for the organization.<ref>Hummel, Joan M. (1996). Starting and Running a Nonprofit Organization. Minneapolis: University of Minnesota Press. </ref> Each individual member of a board is significant and holds many responsibilities that help contribute to his/her work on the board as a whole. The five main tasks listed below outline crucial responsibilities of the board as a whole, focusing on how each individual member can effectively contribute to these tasks. <membersonly> |
== Mission and Purpose == | == Mission and Purpose == | ||
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== Hire and Work With the Chief Executive == | == Hire and Work With the Chief Executive == | ||
| − | The responsibility that the board has of choosing and hiring a chief executive director is significant because he/she is essentially handling and managing the entire organization. Before selecting an executive director, the board of directors must wholly review the mission and purpose of the organization and then agree on what their expectations are. They must agree on what kind of person they are looking for and what kind of person would positively contribute to the NGO. | + | The responsibility that the board has of choosing and hiring a chief executive director is significant because he/she is essentially handling and managing the entire organization. Before selecting an executive director, the board of directors must wholly review the mission and purpose of the organization and then agree on what their expectations are. They must agree on what kind of person they are looking for and what kind of person would positively contribute to the NGO.<ref>Wolf, Thomas. (1999). Managing a Nonprofit Organization in the Twenty-First Century. New York: Simon & Schuster. </ref> |
In talking to and interviewing candidates, the board must: | In talking to and interviewing candidates, the board must: | ||
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*List both general and specific responsibilities | *List both general and specific responsibilities | ||
*Look for desirable personal attributes, strong communication skills, and efficient management and organizational characteristics | *Look for desirable personal attributes, strong communication skills, and efficient management and organizational characteristics | ||
| − | *Be honest about any problems the NGO is currently experiencing. | + | *Be honest about any problems the NGO is currently experiencing.<ref>Wolf, Thomas. (1999). </ref> |
| − | Lastly, the board is responsible for understanding what their tasks are and how they are different from those of the executive director. For example, they must be aware of the fact that their primary responsibility is governance of the NGO, while the chief executive is responsible for management and hiring all other staff. However, just as the chief executive is expected to support the board, the board must work well with and support the chief executive in his/her decisions. | + | Lastly, the board is responsible for understanding what their tasks are and how they are different from those of the executive director. For example, they must be aware of the fact that their primary responsibility is governance of the NGO, while the chief executive is responsible for management and hiring all other staff. However, just as the chief executive is expected to support the board, the board must work well with and support the chief executive in his/her decisions.<ref>Ingram, Richard T. (2003). </ref> |
'''''As a board member, you are individually responsible for:''''' | '''''As a board member, you are individually responsible for:''''' | ||
*Counseling (when necessary) and supporting the chief executive | *Counseling (when necessary) and supporting the chief executive | ||
*Consulting the executive director and keeping him updated on your tasks and activities | *Consulting the executive director and keeping him updated on your tasks and activities | ||
| − | *Working collectively with the board to appropriately evaluate the work of the executive director | + | *Working collectively with the board to appropriately evaluate the work of the executive director<ref>Ingram, Richard T. (2003). </ref> |
| − | *Advising the chief executive about the advantages of partnerships if you are knowledgeable about and/or part of another organization. | + | *Advising the chief executive about the advantages of partnerships if you are knowledgeable about and/or part of another organization.<ref>Ingram, Richard T. (2003). </ref> |
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== Financial Oversight == | == Financial Oversight == | ||
| − | The board is unanimously responsible for the careful and prudent use of money within the organization. In order to meet this responsibly, the board should determine what the financial policies are. Most importantly, the board should help develop and approve the annual budget. This is a significant responsibility because approving the budget has a domino effect on all other priorities within the organization. It is important that the approval is done by no one else—not even the executive or finance committees. | + | The board is unanimously responsible for the careful and prudent use of money within the organization. In order to meet this responsibly, the board should determine what the financial policies are.<ref>Hummel, Joan M. (1996).</ref> Most importantly, the board should help develop and approve the annual budget. This is a significant responsibility because approving the budget has a domino effect on all other priorities within the organization. It is important that the approval is done by no one else—not even the executive or finance committees.<ref>Ingram, Richard T. (2003). </ref> |
| − | In overseeing the budget, board members should receive financial and accounting balance sheets and reports. This ensures that everybody is up to date on the financial situation and changes can be made if necessary. Lastly, board members as a whole should be insistent upon an annual audit. However, the board members should not perform the audit, but should regularly meet with an independent auditor who should be assessing the financial situation. | + | In overseeing the budget, board members should receive financial and accounting balance sheets and reports. This ensures that everybody is up to date on the financial situation and changes can be made if necessary.<ref>Wolf, Thomas. (1999). </ref> Lastly, board members as a whole should be insistent upon an annual audit. However, the board members should not perform the audit, but should regularly meet with an independent auditor who should be assessing the financial situation.<ref>Ingram, Richard T. (2003). </ref> |
'''''As a board member, you are individually responsible for:''''' | '''''As a board member, you are individually responsible for:''''' | ||
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*Never accepting/offering bribes or favors with anyone who is associated business-wise with the organization | *Never accepting/offering bribes or favors with anyone who is associated business-wise with the organization | ||
*Being cautious and careful with any controlling and transferring of funds | *Being cautious and careful with any controlling and transferring of funds | ||
| − | *Making sure you understand and are up to date with the NGO’s financial statements and situation | + | *Making sure you understand and are up to date with the NGO’s financial statements and situation<ref>Ingram, Richard T. (2003).</ref> |
| − | *Fulfilling your role of a fiduciary. | + | *Fulfilling your role of a fiduciary.<ref>Hummel, Joan M. (1996). </ref> |
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== Provide Adequate Resources == | == Provide Adequate Resources == | ||
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*Ensuring that the NGO has enough human and financial resources to serve its mission and purpose | *Ensuring that the NGO has enough human and financial resources to serve its mission and purpose | ||
*Working with the chief executive, who is often times the chief fundraiser, in setting fundraising goals | *Working with the chief executive, who is often times the chief fundraiser, in setting fundraising goals | ||
| − | *Formulating a fundraising strategy and approving a case statement that explains why the NGO needs money and what it will be used for | + | *Formulating a fundraising strategy and approving a case statement that explains why the NGO needs money and what it will be used for<ref>U.S. Department of Labor.</ref> |
| − | *Working together as a group to monitor, oversee, and guide fundraising activities. | + | *Working together as a group to monitor, oversee, and guide fundraising activities.<ref>Ingram, Richard T. (2003). </ref> |
'''''As a board member, you are individually responsible for:''''' | '''''As a board member, you are individually responsible for:''''' | ||
*Giving an annual contribution based on personal means | *Giving an annual contribution based on personal means | ||
| − | *Participating actively in fundraising (i.e. writing letters, soliciting, planning events | + | *Participating actively in fundraising (i.e. writing letters, soliciting, planning events<ref>U.S. Department of Labor.</ref> |
*Sharing with the community successful fundraising strategies and fundraising needs | *Sharing with the community successful fundraising strategies and fundraising needs | ||
*Sharing enthusiasm and commitment to/about the organization’s fundraising activities | *Sharing enthusiasm and commitment to/about the organization’s fundraising activities | ||
*Using businesspeople and other prominent contacts in the community to provide financial resources to the NGO | *Using businesspeople and other prominent contacts in the community to provide financial resources to the NGO | ||
| − | *Planning lunches/events to provide financial contacts for the NGO | + | *Planning lunches/events to provide financial contacts for the NGO<ref>Wolf, Thomas. (1999). </ref> |
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== Communicate with the Community == | == Communicate with the Community == | ||
| − | The board of directors is responsible for acting as the voice of the NGO. They are responsible for articulating the goals, mission, and purpose of the organization in order to promote it and help the community understand what it is they do. They must ensure that they collectively listen to the needs of the community and make any necessary changes that will enable them to serve the community to the highest potential. Board members are also responsible for making sure the NGO can support outreach to the community through a significant and successful public relations strategy. Along with this, they should help in developing strategies for community outreach. | + | The board of directors is responsible for acting as the voice of the NGO. They are responsible for articulating the goals, mission, and purpose of the organization in order to promote it and help the community understand what it is they do. They must ensure that they collectively listen to the needs of the community and make any necessary changes that will enable them to serve the community to the highest potential. Board members are also responsible for making sure the NGO can support outreach to the community through a significant and successful public relations strategy. Along with this, they should help in developing strategies for community outreach.<ref>U.S. Department of Labor.</ref> |
'''''As a board member, you are individually responsible for:''''' | '''''As a board member, you are individually responsible for:''''' | ||
*Suggesting nominees to the board who are achieved men/women you may know from the community | *Suggesting nominees to the board who are achieved men/women you may know from the community | ||
| − | *Conveying to the community enthusiasm about the NGO | + | *Conveying to the community enthusiasm about the NGO<ref>Ingram, Richard T. (2003). </ref> |
*Speaking to the community, friends, and other personal contacts about the NGO | *Speaking to the community, friends, and other personal contacts about the NGO | ||
| − | *Providing publicity for the NGO at events/galas. | + | *Providing publicity for the NGO at events/galas.<ref>Wolf, Thomas. (1999). </ref> |
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== Conclusion == | == Conclusion == | ||
Latest revision as of 07:34, 17 July 2008
Contents
Principle Responsibilities of an NGO Board and its Members
The board of directors is crucial to an NGO and is responsible for many specific tasks. The board’s main task is to govern and oversee the operations of the organization through acting as fiduciaries. In other words, the board is legally, financially, and morally responsible for the organization.[1] Each individual member of a board is significant and holds many responsibilities that help contribute to his/her work on the board as a whole. The five main tasks listed below outline crucial responsibilities of the board as a whole, focusing on how each individual member can effectively contribute to these tasks.
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