Angel's Place Board Questionnaire

One of the board’s fundamental responsibilities is to establish the mission of the organization. In addition, the board should review the mission periodically and revise it whenever necessary. The mission statement should be clear and concise, and each member of the board should understand and support it.

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Perhaps the most significant decision a board makes is whom to select as executive director. An effective board will draft a clear job description that outlines the duties of the executive director, and will undertake a carefully planned search process whenever the position is vacant. In addition, the board will support its executive director by providing that person with frequent and constructive feedback, and by periodically conducting an evaluation to help the executive director strengthen his or her performance.

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A nonprofit organization carries out its mission by offering specific programs. The board, though not responsible for managing or administering these programs, is responsible for deciding which programs, among the many that an organization could offer, are the most consistent with the mission. In addition, the board is responsible for monitoring the programs to ensure that their quality is as high as possible.

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The board must take an active role in raising money for the organization regardless of the amount of time that the executive director devotes to fundraising. Trustees can, for example, make personal contributions to the organization, ask friends and colleagues to consider supporting the organization, and recommend to the staff particular individuals, corporations, and foundations that might be asked for support. In addition, the board should help develop the organization’s fundraising strategy, including the formulation of the critical case statement that sets out the rationale for financial support.

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Ensuring that income is managed wisely is especially important for a tax-exempt nonprofit that is operating in the public trust. The board should approve an annual operating budget, and then monitor throughout the year the organization’s ability to adhere to the budget. In addition, the board should require an audit once a year by an independent accountant to verify to itself and to the public that the organization is reporting accurately the sources and uses of its funds.

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One of the major contributions that a board can make to a nonprofit organization is to consider how the organization needs to evolve over the next three to five years and to recommend actions to reach those goals. Given the amount of time that the staff has to concentrate on day-to-day operations, the board can much more easily focus on the future. At least every three to five years, the board should engage in a planning process to better understand the fluctuating environment in which it is operating and then decide what changes it ought to make to function more effectively in that environment.

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A good board is made up of individuals who can contribute critically needed skills, experience, perspective, wisdom, financial resources and time to the organization. Because no one person can provide all of these qualities, and because the needs of an organization continually change, a board should have a well-conceived plan to identify the most appropriate people to serve on the board. Once selected, a board should orient new members to the organization. In addition, a board should regularly rotate people off the board to ensure that it can be infused with new ideas without making the board so large that it becomes unwieldy.

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One of the most important responsibilities for a board is to define and understand its relationship with the staff and, in particular, the executive director. The old dictum that “a board sets policy and the staff carries it out” is oversimplified; an effective board should have a clear understanding of the differences between its role and the role of the staff. Because many important organizational issues require a partnership of the board and staff if they are to be addressed effectively, the quality of the working relationship between the board and executive director should be high.

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Board members, coming from various parts of the community, can do much to develop the organization’s image. If an organization is successful but its achievements are kept secret, it will not succeed in raising money, attracting new leaders for positions of responsibility on the board and staff or, most importantly, serving the broadest possible community. Accordingly, the board should ensure the development of a marketing and public relations strategy that includes written and visual communications pieces such as annual reports, newsletters, fact sheets, and press releases. In addition, trustees should periodically seek out key business, media, and other leaders to inform them about the activities and plans of the organization and to learn about concerns and interests of various groups.

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Boards carry out much of their work in meetings. Because meetings of the full board cannot always accommodate in-depth discussion and analysis of key issues, boards often work through committees, each of which draws on a small number of board members to focus on a particular area, such as fundraising, program, nominating (of new board members), or finance. To make board and committee meetings most productive, trustees need to understand the bylaws under which they are operating and have the opportunity to review written material related to the agenda several days prior to a meeting. Each committee needs a statement of purpose, strong leadership, the ability to develop consensus among its members, and to present its recommendations to the full board.

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Boards need to reduce to a tolerable level the myriad risks that can severely endanger an organization. No organization is immune from the possibility of a lawsuit from, for example, a recently dismissed employee or an individual who slips while walking in your hallway. Obtaining the proper kinds and levels of insurance can offer some protection to the board and organization; more importantly, appropriate action by the board and staff can reduce the likelihood of accidents or negligent actions.

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In addition to the issues covered by the previous 11 responsibilities:

In addition to the full board’s assessing its own performance, individual trustees should also take stock of their own performance as members of the board. Candid responses can help you rate your own performance on the board, and can help you formulate a personal development plan for the coming year.

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