Page 10 - C&A's Nonprofit Board Guide

TOP 10 RESPONSIBILITIES OF
NONPROFIT BOARD MEMBERS

1. DEFINE THE ORGANIZATION’S 3. SUPPORT THE CEO. continue to evaluate whether it is a buyer 8. DEVELOP NEW BOARD MEMBERS.
MISSION AND PURPOSE. (looking to acquire another organization to
The Board should ensure that the CEO strengthen/expand its footprint/offerings), All Boards have a responsibility to
It is the Board’s responsibility to define has the moral and professional support a seller (looking to merge into another identify potential new Board members,
and review the organization’s statement he or she needs to further the mission of organization), or whether it will maintain orient new members to the Board, and
of mission and purpose, which lays out the organization. There should be regular, the status quo. periodically and appropriately evaluate
the organization’s goals, resources, and open communication between the Board their own performance.
primary constituents served. Too often and the CEO. This often happens through 6. ENSURE APPROPRIATE LEVELS OF
organizations move outside their core the organization’s Board Chairman/ FINANCIAL RESOURCES. 9. ENSURE LEGAL AND ETHICAL
mission, chasing funding that may not President. INTEGRITY.
be appropriate. The Board is in charge One of the Board’s foremost responsibilities
of keeping the organization on track. We 4. PERFORM EFFECTIVE PLANNING. is to secure appropriate funding for the Remember, Board members have three
encourage Board members to re-read organization to carry-out its mission. Board overriding duties; the duty of care, the
the organization’s mission before each Boards must actively participate in an members are required to help raise funds for duty of loyalty, and the duty of obedience.
Board meeting so that they have a clear overall planning process on a regular the organization they govern. If you’re not Board members are ultimately responsible
understanding of what’s guiding their basis, and assist in implementing and able to, you may want to consider if you will for adherence to legal standards and
decisions. monitoring the plan’s goals. Planning be an effective Board member. ethical norms.
should look at short-term and long-term,
2. CHOOSE AND EVALUATE THE CEO and should include “what if” scenarios, 7. MAINTAIN PROPER FISCAL 10. ENHANCE THE ORGANIZATION’S
AND SET COMPENSATION. especially if your organization relies OVERSIGHT. PUBLIC STANDING.
on government funding that could be
Boards must reach consensus on the tenuous. The Board must assist in developing the Board members need to be ambassadors
chief executive’s responsibilities and annual budget and ensuring that proper for the agencies whose Boards they sit on.
perform a thoughtful search to find 5. MONITOR AND STRENGTHEN/ELIMINATE financial controls are in place. The Board This includes the public sector (lobbying
the most qualified individual for the PROGRAMS AND SERVICES. can only do this if it receives regular, activities on behalf of the agencies)
position. This includes helping to define adequate financial information. Once and the private sector (bringing on new
job responsibilities, compensation, etc. The Board’s responsibility is to determine again, this includes “what if” modeling Board members, raising money and
Each organization will have different which programs are consistent with the so that the agency is prepared if certain support for the agency, integrating with
expectations and skill sets needed organization’s mission and monitor their funding is not available. constituents, etc.).
depending on the other members of effectiveness. For those programs which
management, where the organization are not, the Board should consider if such
is in its life cycle, the nature of the programs should be transferred to another
organization and its funding, etc. organization. Management should also

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