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This video training series has ten modules designed for delivery in fifty-five minutes of staff time. Each module includes learning objectives, suggested script and expandable activities, key concepts and notes to trainer, transparency masters, hand-out masters, bibliography, workshop evaluation form and more. Topics include designing volunteer jobs, recruitment, interviewing, supervision delegation, performance reviews, recognition, volunteer motivation, risk management, and the board's role. Key Terms: evaluation, interviewing, legal considerations, management, performance, recognition, recruitment, risk management, staff relations, training, volunteer management
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This handbook provides a basic overview of the functions and responsibilities of the board of directors in an all volunteer organization. Some of the topics it explores are fiscal responsibility, board performance, fiduciary duties, and leadership. Key Terms: 501 (c) 3, accountability, board management, board performance evaluation, fiduciary duty, governance, leadership, strategic planning, succession planning, volunteer
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This article describes elements needed to make a successful board that provides proper leadership for a nonprofit. Some of the elements discussed are fiduciary duties, fundraising, positively representing the organization and community support. Key Terms: annual board review, board effectiveness, board management, board oversight, board performance, executive director, fiduciary, financial oversight, fundraising, governance, legal oversight, networking, oversight, Sarbanes-Oxley, strategic support
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This article explains how to build a board through strategic recruitment, self-evaluation, and careful assignment of member roles. Key Terms: board development, board management, board recruitment, governance
Preferred Practice:
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Have A Strong Board Nominating Committee
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Pinpoint board requirements related to your organization's goal and recruit people with the talent your board needs.
Pitfall:
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Electing a Board Member Because of Their Needed Skill Alone
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Elect board members because of both their needed skills and their interest in the organization, making sure that each board member is committed to the mission of the organization.
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This Web site is designed to be a one stop site to improve accountability and governance with checklists, forms, documents, tools, resources, and training on many topics. It also contains links to help with the training of staff and board members. Key Terms: board development, board management, governance, roles and responsibilities, training
Preferred Practice:
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Have No More than One Paid Staff Person Member
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Usually the only paid staff member is the chief staff officer and he/she shall not chair the board nor serve as treasurer.
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Have A Strong Board Nominating Committee
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Pinpoint board requirements related to your organization's goal and recruit people with the talent your board needs.
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Have A Board Member Contract
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New board members should sign this document spelling out expectations; continuing members should review the document annually.
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Recruit New Board Members Effectively
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Clarify the organization's expectations about Board members and fundraising up front and discuss how the prospective volunteer can get involved; do not assume the new Board member understands this role and do not assume he or she will just “get it.”
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Have a Minimum of Five Voting Members
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Many organizations need more than five members on the board, however, five is seen as the minimum required for adequate governance.
Pitfall:
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Having Unclear Roles of the Board and CEO
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The board should develop detailed roles and responsibilities for each board member, specific to each role. The CEO's role and responsibilities should also be clear, so there should be an explanation of how the CEO should interact with the board and at board meetings.
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Starting New Board Members without Proper Training or Information
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Provide all new board members, regardless of their past experience, with an orientation session covering both the organization and their governance responsibilities.
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Using One Governance Model Throughout the History of the Organization
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Recognize that your organization may require different governance models at different development stages.
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Electing a Board Member Because of Their Needed Skill Alone
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Elect board members because of both their needed skills and their interest in the organization, making sure that each board member is committed to the mission of the organization.
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This workbook provides step-by-step instructions for how to identify prospective board members, recruit successfully, and provide member orientation that sets new members up for success. Key Terms: board management, board recruitment, governance, orientation, roles and responsibilities
Preferred Practice:
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Have A Strong Board Nominating Committee
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Pinpoint board requirements related to your organization's goal and recruit people with the talent your board needs.
Pitfall:
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Starting New Board Members without Proper Training or Information
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Provide all new board members, regardless of their past experience, with an orientation session covering both the organization and their governance responsibilities.
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Electing a Board Member Because of Their Needed Skill Alone
-
Elect board members because of both their needed skills and their interest in the organization, making sure that each board member is committed to the mission of the organization.
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