The Roles of the Nonprofit Board of Directors



1. To define, protect, and advance the mission of the
organization

  • Mission vs. "what we do"
  • What business are we in?
  • Who do we serve?
  • What value do we bring to the community?

2. To safeguard the assets (human, financial, and
property) of the organization

    The fiduciary responsibility of the board
    Self-dealing transactions by board members
    Conflict of interest by a board member

3. To recruit, hire, support, review and, if necessary,
remove the executive director

    The relationship of the board to the executive
    Who is the boss?
    Governance vs. management
    The special relationship of the board chair and the
    executive director

4. To be ambassadors to the world on behalf of the
organization

    Talking up the organization
    Abiding by the decisions of the board
    Keeping the organization in the front of your mind
5. To ensure adequate resources to carry out the
mission

    Give, get, or get off
    100% board giving
    Seeking funds from others
| Disclaimer| Copyright © 2006 KyHarnessRacing.com All Rights Reserved
Website Design By Eztoview
When selecting a board member,
Your Decision is Very Important.
1/23/08 KyHarnessRacing.com

    First, let’s talk a little bit about the important role board
    members play in the operation of a nonprofit organization
    and how to find the best board members for your
    organization.

Below are some key ideas to help REAP results when you
are considering potential board members:

  • Review the organization’s mission and strategic plan and be
    able to describe it clearly and succinctly to prospective
    board members.

  • Effective boards are made up of a broad spectrum of
    knowledge, experience, and interests.

  • Assess current board strengths and gaps in expertise before
    shopping for new board members.

  • Prepare to be on the look-out for potential board members
    on a continuing basis.

  • Show diligence to orient the board member to his or her new
    duties.

Review the Nonprofit’s Mission and Strategic Plan

    Review the organization mission and strategic plan and be
    prepared to give a five minute description of current goals
    and recent accomplishments. This makes it possible for you
    to “sow a seed” about your organization in many places and
    makes effective use of your time, as well as respecting the
    time of the prospective board member.

    Become familiar with the background of the prospective
    board member. It’s not enough to say: “Joe Smith is
    important-Let’s ask him!” It is more effective to say: “Our
    board member, Jane Doe, said that she served with you on
    the XYZ board and you were very helpful with human
    resource questions. As our organization is growing, we would
    benefit from a board member with similar knowledge. I
    wonder if you would be interested in learning more about our
    organization?” This opens the door for the person to be
    helpful, even if they do not have time to become a board
    member at the present time.

Effective boards are made up of a spectrum of talents

    Boards are charged with the governance of the nonprofit
    organization, making sure that it abides by ethical and legal
    standards in making its vision a reality. Here are some
    common questions to ask in developing a well-rounded
    board:

    Does the board reflect the community with respect to age,
    gender, and ethnicity?

    Does the board reflect a knowledge of and experience in
    financial, business and legal professions?

    Does the board contain members who have personal
    influence and financial resources to help attract support to
    the organization?

    Does the board contain representation from those whom it
    serves?

    A good question to ask: If a visitor from another country
    attended our meeting, would he or she go away with an
    accurate idea about who we are and what we do?

Assess the strengths and gaps in the composition of the
current board.

    A good rule of thumb in conducting board member
    searches is “Don’t look for people who are like
    yourself.” While a wide variety of board members may need
    more time to get “up to speed,” the broader viewpoints
    expressed can strengthen the board when differences are
    managed and not allowed to bog down the agenda.

    Like staff, most board members appreciate being given
    meaningful work and having their time respected.

Prepare to be on the lookout for board members on a
continuing basis

    This bears repeating:  “Be on the lookout at all times for
    new prospective board members.” You cannot expect to
    find the best individual or individuals if you are rushing at the
    end of the year to select who you would like to ask to serve
    on your board. Also, do some preplanning, and talk to the
    individual ahead of time to make sure what your organization
    does is of some interest or passion of the prospective board
    member. A good tip is to also look in your newspaper for the
    people who are in the news and successful in their
    profession.

    Don’t limit your search by assuming that certain people
    would not be interested in your type of organization. Many
    people like to volunteer outside the scope of their profession
    and use their talents in a capacity that fulfills a personal or
    family interest. For example, an accountant may be invited to
    join a board because of his or her professional expertise,  
    yet, what the individual may really want is an opportunity to
    do something hands-on, such as cook for a fund raiser.
    Remember that you are inviting a person to join the board,
    not just a skill base.