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by: Edd Bashirian

VolunteerandBoardManagement EAM313

Marketplace > Drexel University > Arts and Humanities > EAM313 > VolunteerandBoardManagement
Edd Bashirian
GPA 3.73


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Class Notes
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This 9 page Class Notes was uploaded by Edd Bashirian on Wednesday September 23, 2015. The Class Notes belongs to EAM313 at Drexel University taught by BrianMoore in Fall. Since its upload, it has received 26 views. For similar materials see /class/212428/eam313-drexel-university in Arts and Humanities at Drexel University.


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Date Created: 09/23/15
I OverviewDefinition Laws and Structure A The Board Primary Responsibilities Governance Oversee Evaluate ReviewMonitor Leadership In partnership with CEO and management guide the mission and direction Stewardship Ensure dedication to and use of assets for benefit of public Specific Responsibilities Hiresupportevaluatedischarge CEO Review and approve annual budget Review and approve major organizational decisions commitments and plans including expenditures loans and leases Evaluate progress toward program and financial goals Ensure the continuity of the organization through development and recruitment of executive staff In conjunction with executive staff provide leadership on organizational transition structure and planning Conduct affairs of the board including board development transition and effectiveness Supporting Functions Boards gives support to Fundraising Planning Public and Community Relations Others as Needed Primary responsibility is fiduciary guarding the public trust Watching over the finances to make sure the law is followed but also assisting in providing the financial support needed through direct donations and the solicitation of gifts from others Board oversees but does not manage the implementation ofprogramming and operations to meet with the mission of the institution They ensure funding is used for the intended purposes and approve all budgetary decisions To achieve all this they must work with the NPO s staff B The Duties of Trustees Fiduciary responsibilities ofboard members and senior management 1 Duty of Care When performing their duties board members senior management and members of committees must use the degree of care skill caution and diligence that a prudent person would use in handling corporate affairs Decisionmakers are required to make reasonable inquiries when analyzing contracts investments business dealings and other materials 0 Individual who is acting in conformance with this standard will Attend and participate in board meetings on a regular basis Attend and participate in committee meetings when the individual is a member of the committee Diligently read review and inquire about material that affects the corp oration Keep abreast of the affairs and finances of the corporation and Use 39 A r 39 0 when 39 o matters that affect the corp oration 2 Duty of Loyalty Board members and senior management must perform duties in good faith must not seek private gain Selfdealing lead to breach of fiduciary duty 3 Property Boards does not own assetspublic does When nonprofit organ Dissolves the Orphans Courtmust approve asset distribution Trustees are accountable for charitable assets and that funds are protected and invested wisely Ifa trustee allows assets to disappear may be personally liable C Con ict ofInterest Trustee must disclose Whether they have a potential con ict ofinterest w respect to any transaction Whether they have a financial business or personal interest in an entity w which the organ will be doing business Whether indiv Related to them have financial business or personal interest in an entity Whether they serve as a director member or employee of either a competitor of the corporation or a corporation with which the nonprofit organ is or will be doing business D Compensation amp the Board Board members NOT paid for their services but could be compensated E Shares of Stock In A Nonpro t Corporation nonprofits can offer shares to shareholders Ifa nonprofit chooses to have shareholders it must be clearly denoted in its Articles of Incorporation Unless bylaws state otherwise holders are entitled to one vote per share shares are nontransferable Shareholders are not entitled to and may not receive direct or indirect dividends Shareholders of a charitable nonprofit corporation are not entitled to and may not receive any portion of the corporate earnings or corporate assets F Rights of Board Members in PA Board members can call special meeting by submitting written requests where the meeting must be held within 60 days Board members may bring court actions to contest activities that affect their rights and duties Members can have their disagreements noted in meeting minutes May submit a written dissent to the secretary of the corp Ifboard members voted in favor they may not dissent 11 Board Leadership Structure Committees A Purpose of the Board 0 A Governing Board is a vehicle for volunteering to govern To play the leading role in partnership with the EDCEO and executive managers in answering 3 critical questions 1 Where should our organization be headed over the long run 2 What is our organization now and in the nearterm 3 How well is our organization performing programmatically financially and administratively B Size Does it Matter 0 The average size ofa board is 19 the median being 17 0 When determining the size ofyour board start thinking what your board needs to accomplish Optimal board size may vary according to the moment in the board life cycle its mission its fund raising necessities and whether it is a national or local board C Board Structure 0 Board Officers Also known as Executive Committee Chair or President larger institutions may have both ViceChair or VicePresident Secretary Treasurer 0 Standing committees must be welldesigned effective and functional 0 You have committees because 1 To divide governing workinto quotchewable chunks 2 Enable indepth attention to governing work 3 Build governing expertise and ownership 4 Facilitate boardstaff interaction Committees provide conventional wisdom One model committee structure is Governance Planning and Program Development Performance Oversight External Relations Typical Basic Structure of Committees 1 Executive Committer Officers plus active committee chairs 2 Nominating Committee or Board Development Committee with ED recruits new board members 3 Development Committee With DD creates strategies and campaigns to raise funds board treasurer should sit on this committee 4 Finance Committee Oversees financial planning financial management independent audit process Board treasurer should chair this committee 5 Planning Committee Oversees creation implementation and monitoring of the long range plan and strategies 6 Others might include Marketing Education etc 7 AdHock Committees setup on an asneeded basis Can include committees for such things as special campaigns capital endowment special events like galas or anniversary celebrations or search committees to hire new executive leadership D Board Composition Should represent the diverse interests and ethnic composition of the community A strong board of directors will be diverse and re ect the community which it serves as defined by that organization and its programs Usually wealthy individuals with a strong sense ofphilanthropy and community service compose a board Not all need be wealthy A good mix will represent various business sectors community interests and industry specific interests such as the arts They should be racially diverse in terms of representing the community which they serve and in which they operate The conventional wisdom about what good board members should be able to do Contribute funds Obtain funds from other sources Provide professional expertise Lend credibility to an organization E How do we make our committees more effective To ensure that you committees actually help the board do its work better follow these suggestions 1 Determine whether you truly need all the committees Eliminate the unnecessary ones 2 Turn some committees into task forces with specific time frames 3 Draft a clean job description for each committee Do not allow the committees themselves to determine their charter 4 Choose committed members who can advance the objectives set for the committees and who are able to attend meetings 5 Set term limits for committee members 6 Regular assess the effectiveness of the committees Don t tolerate substandard results F Joining a Board 0 The normal process for joining a board goes something like this 1 Prospect identified either through board development actions a recommendation or selfidentified 2 Begin by asking the full board if they know the person or have information about them 3 Next ask the prospect if he or she is interested in exploring board service This is usually done by the chair of the board development committee If quotnoquot thank them and keep on VIP list 4 If quotyesquot Meetings to discuss what board participation means Documents given to prospect financial history etc Invited to a board meeting as a guest NOTE No voting takes place while guest is there so they should arrive after voting or leave before voting after is less awkward Attend function where board members are attending and quotworkingquot Call for a board vote on prospect when quotreadyquot 11 Board Communications and Professional Development A 3 Simple Tips For Board Communications 1 Timely no surprises tell information in advance 2 Transparent be as clear and concise about the issue 3 Relevant be specific and say what important B 5 Good Suggestions from a Trustee 1 Aggregate Communication don t send a collection of emails 2 Prioritize Communication make sure board members understand which messages are actually important 3 Simplify Communication summarize a message 4 Be specific inaction by board members can often be attributed to lack of specific requests 5 Clear Goal and Clear Value nonprofit must be able to articulate the goal that the organization has Simple goals simple specific requests and simple mission C Professional Development YNPN young Nonprofit Professionals Network engages and supports future nonprofit leaders through professional development networking and social opportunities D YNPN came up with 11 Tips 1 Find your own mentors 2 Mentors don t have to be older than you 3 Don t underestimate the power of re ection re ect on where your leadership is going Join a board of directors Communicate your leadership involvement with your employer Be proud of the training you have received Become an expert become the go to person Invite yourself to everything and make valuable contribution when you get there 9 Do a good job in the position you are in now 10 As lots of questions take advantage of the people around you 11 Find your true passion whether it means leaving your current job 9 gtIFMMgt IV Board and Fundraising A How to get your Board to step up to the plate in Fundraising It may be the quotfirstquot job of the board but many members are reluctant to accept their responsibility to give and to solicit give and to solicit gifts for the nonprofit they serve Sometimes the problem originates with the development staff Perhaps they assume too much B Boards and Fundraising So we wonder about questions like Do the board members really understand the mission Can they articulate it Were board members properly informed about fundraising responsibilities when they were asked to serve on the board Are they aware of the quotrealitiesquot of fundraising We must give them the tools The board member handbook should include a section on fundraising not just a bullet about quotminimum gifts or board giving You might want to consider including a short book in your board member packet like Fundraising Realities Every Board Member Must Face A 1 Hour Crash Course on Raising Major Giftsfor Nonpro t Organizations by David Lansdowne It will help board member or prospective members understand and face the facts of fundraising The book covers the responsibilities of each board member to both give and to solicit gifts The author makes it clear that fundraising is quotinside out That is the burden begins with the board then the staff and then volunteers Only when these supporters have put their money where their mouth is will other potential givers have the confidence to give to the organization The book says a quotreasonable goal is for quotinsidersquot to provide up to 20 of the final goal of a campaign So often board members and volunteers suffer anxiety about fundraising because they do not grasp the whole picture understand how the entire process works and how they will be supported and helped by the staff and the campaign s leaders Educating and preparing your board may be the most important task you perform when you begin a fundraising campaign Use Fundraising Realities Every Board Member Must Face directly or as a guide for your own training materials C Improving NPO Board Communications As we re discussed communication is everything Many board members simply do not know the things we take for granted or consider common sense when it comes to running a NPO andor fundraising Given this situation presenting to or suggesting the book as reading for board members may answer their questions about fundraising before you begin the work D Tips For the Board Here are some of the basic tips that come from this book You or your board may not know 1 Almost everyone is uneasy about asking for money The ones who make it look easy have come to grips with the need to do so and who prepared 2 That gifts come primarily from individuals Of the billions that are donated to charity annually some 85 comes from individuals not foundations or corporations Actually 65 3 That raising money takes money Starting a fundraising campaign requires staff materials postage perhaps a consultant or a market survey Did you know That a small number of donors contribute the most money Professionals know this as the 9010 rule 90 of the money from gifts will be from only 10 of donors Old 8020 now 955 is being talked about That there is a way of charting gifts to ensure that you have the appropriate number ofprospects in each category of giving from small gifts to large ones The gift chart or table is essential and it works That publicity will not raise gifts and that individual solicitation is unavoidable 0 Readers will learn How a fundraising campaign is structured and run What a case statement is and what to expect from it Why understanding and being able to articulate the organization s mission is so important How to research rate and cultivate potential donors Board members participate in events by Attending Selling tickets or tables Bring Friends for cultivation or entertainment Buy raf e tickets Bid on auction items Donate items for auction V Meetings and Agendas A How the board works 0 Most work is done at board meeting 0 Attending meetings listening to issues and voting on policy is all the time most people can afford 0 Board Meetings may be all the time you have to get the advicehelpwork you need B If a meeting works 0 Should be carefully planned facilitated and documented 0 Should be highly participative with results in strategic decisions that are written in meeting min C Keep the good Trustees 0 Most dedicated Board Members who become frustrated with unproductive Board meetings and leave organization leaving it to the more incompetent members to make decisions D Effective Meetings 0 Good agenda 0 Agendas include 1 Topics to address in meeting 2 Specification of how each topic is to be addressed 3 Specific times to address each topic E Agendas Serve four functions 1 Forces meeting leader of group to think out what needs to happen 2 Agenda lets people know what to expect and allow them to prepare 3 Provides blueprintpath for meeting to follow 4 Reminds people ofwhat is left to cover Public agendas are typically binding cannot stray from items they said they would cover Private agendas are more exible O F Agenda Building Tips Header Organization name Group Meeting Agenda Location Date Starting and End Time Body of agenda lists actual items to be covered Use actionable words approve discuss adapt announce At the end of each number is suggested time Can include welcome warm up activities Discuss topics at hand first Announcements at the end of the meeting Decide on time for next meeting


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