Page 55 - Washington Nonprofit Handbook 2018 Edition

y Programs—approve new programs; support the use of program
evaluation to measure impact

• Impact/Efficiency—maximize the use of resources

Support responsibilities include the following:

y Fundraising—contribute to the organization’s resource development
efforts (e.g., make a contribution according to one’s own means; plan
and volunteer at fundraising events; solicit cash and noncash
contributions; share contacts)

y Public Relations—act as an ambassador on behalf of the organization
and its clients/customers

y Volunteerism—recruit and encourage volunteers (including new board
members)

y Advice—serve as a sounding board; advise staff in areas of expertise

y Reputation—lend name and personal credibility to the organization for
use in brochures, grant proposals, and the like

It is important to note that, when fulfilling support functions, directors will
typically be taking direction from staff. Board members should be cognizant of this
important distinction.

Various factors—organizational culture, size of the corporation and board,
stage of organizational growth, financial resources (and constraints), and many
others—will dictate the amount of time that directors will spend on governance
versus support functions.

e. Board Member Job Description

Clarifying expectations for individual board members is critical, especially in
relation to both time and financial commitments. Many organizations have found it

useful to create a “job description” or “contract” for directors. Examples can be
obtained from a number of organizations, including BoardSource (http://www.
boardsource.org) and CompassPoint (http://www.compasspoint.org).

Directors are not usually compensated for their board service. However,
some organizations provide reimbursement of expenses incurred during the

WASHINGTON NONPROFIT HANDBOOK -44- 2018