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THE ASPSF TOOLBOX - SECTION 4
Useful resources for Affiliates of the Arkansas Single Parent Scholarship Fund BOARD DEVELOPMENT
Guidelines for Affiliate Boards of Directors
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Overview of a Board of Directors
This section of the Toolbox is designed to help you plan, develop, and maintain an involved, dynamic board of directors. We have customized this information, relating it specifically to the tasks of an SPSF affiliate board. SPSF boards are most often working boards in the sense that, lacking paid staff, board members do the work within the organization as volunteers. Therefore, as a board member, one fills the dual roles of policy maker and volunteer staff member.
The key to success in any group undertaking is informed leadership. With this in mind, the process of recruiting board members, defining responsibilities, reviewing and setting policy, and maintaining a relevant set of bylaws has been consciously simplified. With leaders who know their responsibilities and who perform them in a timely manner, the organization will prosper and grow.
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Ten Basic Responsibilities of a Nonprofit Board of Directors:
- Determining the organization's mission and purpose
- Selecting the Chief Executive Officer
- Supporting the Chief Executive Officer and assessing his/her performance
- Ensuring effective organizational planning
- Ensuring adequate resources
- Managing resources effectively
- Determining, monitoring, and strengthening the organization's programs and services
- Ensuring legal and ethical integrity and maintaining accountability
- Enhancing the organization's public standing
- Recruiting and orienting new board members and assessing board performance
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Constitution and Bylaws:
The function and actions of every organization are determined by its constitution and bylaws. These documents should clearly define the organization's mission, board structure, and annual calendar. The bylaws should be updated annually, with a committee appointed by the board President given the responsibility to recommend necessary changes.
Carefully developed bylaws are intended to ensure fairness of board decisions and provide protection against legal challenges. Specifically, they outline how the organization is structured, the rights of participants, and the procedures by which rights can be exercised.
The following topics are often addressed in bylaws:
- General:
- the official name of the organization,
- a statement of the organization's purpose,
- the location of the principal office of the organization,
- a description about the limitations of tax exempt status,
- procedures for ammending the bylaws,
- procedures for dissolving the organization,
- Scholarship recipients:
- qualifications of recipients,
- the rights and priviledges of scholarship applicants,
- Board of directors:
- the number of members,
- qualifications for board membership,
- procedures for board membership recruitment and election,
- frequency of board/committee meetings,
- requirements of quorum,
- powers of the executive committee,
- powers of other standing committees,
- procedures of board meetings (i.e. actions that can be taken without a board meeting, voting procedures by telephone or email)
- compensation of board members,
- Board officers:
- qualifications for holding office,
- duties of officers,
- process for selecting and appointing officers,
- the terms of office and term limits,
- circumstances under which officers or directors may be removed
- Fiscal matters:
- audit and audit committee,
- duties of treasurer,
- indemnification,
- fiscal sponsorship policies and procedures,
Click here to view sample bylaws of an SPSF affiliate.
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Recruitment of Board Members:
There is an old saying that nonprofit boards of directors should consist of one third wisdom, one third wealth, and one third work. Yet if only one-third of the board can be depended on to do the work of the whole, all the wisdom and wealth of the 66% nonworking section of the board will mean little. The work of the board should be shared: everyone has something to contribute to the work of the organization. Recruitment should occur after the current board thoroughly discusses what backgrounds, interests, skills, and resources are needed. These may include:
- experience helping single parents in a volunteer or professional capacity;
- experience as a single parent;
- service on other nonprofit boards;
- fundraising experience;
- public relations skills;
- representation of a specific sector of the local population that is traditionally under-represented;
- experience in positions of leadership and achievement;
- a strong expressed desire to serve on the board;
- skills that the board lacks, like writing, computer, artistic talent, event coordination, legal, or financial skills; and
- time to devote to board service.
All board members must be committed to the mission of ASPSF. It is extremely important that each prospective board member be fully aware of the history and accomplishments of the SPSF, the necessary time commitment, the range of activities undertaken by the board, and ways in which board members can make use of their skills in service to the organization. Ideally, each board member will be willing to make a personal financial contribution to the SPSF as well, at whatever level he/she feels comfortable. Financial support from all board members is an achievable goal if all members are encouraged to give during the recruitment process.
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The Board Member Resume Form:
When considering prospective board members, it is very helpful to have a written description of them to share with those who will be considering their candidacy. Asking nominees to fill out a Board Member Resume form is a good way to document relevant information. This form can be referred to by committee chairpersons or future nominating committees, as the need dictates. It is also useful for public relations purposes.
Click here to view or print a sample Board Service Commitment Pledge form.
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Board Member Job Descriptions:
Just as the current board should have complete information on prospective members, so should candidates for the board know what is expected of them. A clearly written board job description and a summary of the full board's responsibilities should be provided to each candidate. Click on any of the following links to view sample board position job descriptions.
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Board Committee Descriptions:
Once a person has been duly elected to the board, s/he will be expected to serve on a board committee and to eventually serve as an officer of the board. Board committees are critically important since they carry out the daily activities of the affiliate SPSF. A written description of the duties of the board executive committee and standing committees should be provided for those who are asked to serve on them. Click on any of the following links to view sample board committee descriptions:
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Orientation and Training:
Before new board members attend their first official meeting, it is important that they have an opportunity to learn the mission, history and achievements of the organization and to understand their role in its governance and operation. A meeting should be scheduled where new members can meet, receive background information, and discuss their ideas and concerns. This is also a good time to provide new board members with a binder containing a board roster, constitution and bylaws, minutes from the last board meeting, and all other pertinent information. The presense of a former or current scholarship recipient is also recommended as a source of first-hand information on the experiences of single parent students. Finally, affiliate boards are encouraged to provide orientation concerning the affiliate's relationship with ASPSF, ASPSF's history, and the programs and services provided by ASPSF.
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Length of Board Service:
It is a standard practice among nonprofit boards to elect members for a specific term of office, most often two or three years. Members are usually given the option to renew their term if they are in good standing. In order to prevent burnout, it is recommended that a member's service be limited to two terms. But there is a responsibility on the board's part to insure that good board members are recruited to replace those completing their terms. This requires proactive planning and an ongoing awareness that boards need new, energetic people waiting in the wings to serve. Recruitment of such persons is the responsibility of an active board development or nominating committee.
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Delegation of Tasks:
The board president or chairperson is key to the functioning of the board and the organization. Every board president should serve in an "apprentice" capacity for a year before assuming his/her office. Often, organizations build into their bylaws the position of president-elect with the expectation that this position is one of observation, learning, and preparation for the presidency.
The most important lesson a board president or president-elect should learn is how to delegate authority. In the long run, this skill will create a democratic, well-functioning organization in which each member feels responsible for accomplishing certain tasks and is proud of accomplishing them well. The president should be aware of the skills and experiences of board members before assigning them to committees or tasks. This information should be listed on each person's Board Member Resume. Also, personal discussions with members will yield indications of their willingness to assume responsibilities and interest in specific tasks. The ability to delegate tasks is a refined skill, one that will develop and improve over time. Every board president should be keenly aware that delegation of tasks, good follow-up, and a supportive, encouraging attitude, are key elements of to his or her success as a leader.
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Advisory Committees:
SPSF boards function best with between 8 and 21 members. If community interest far exceeds the number of available board vacancies, affiliates may need to establish an advisory committee that convenes on a quarterly basis (four times per year). Members of the advisory committee can be asked to suggest ideas to the board of directors including new ways to publicize the fund, new and different fundraisers, and revised policies on eligibility. Advisory committee members may also serve as a direct link between the business community and the Fund, providing scholarship recipients access to employers and encouraging the business community's financial support of scholarships. Active members of the advisory committee are often good candidates for future board positions as vacancies occur.
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Statement of Conflict of Interest and Confidentiality:
Every officer, board member, employee, and committee member of each Affiliate shall avoid any conflict, or the appearance of any conflict, between personal, professional, or business interests and the interests of ASPSF. In addition, each such person shall hold in strict confidence all confidential information regarding the Affiliate or ASPSF. Accordingly, at the beginning of each term of office (or at the beginning of each calendar year for non-office holders), every board member, officer, employee, and committee member of the Affiliate shall sign a conflict-of-interest statement and confidentiality agreement provided by ASPSF that will be kept on file with the Affiliate records, and update such statement whenever merited by changed factual circumstances.
If any officer, director, staff member, committee chair or committee member of an Affiliate has any direct or indirect interest in, or relationship to, or will derive any personal benefit or advantage from, any individual or organization which has entered or proposes to enter into a transaction with ASPSF, such person shall provide prompt written notice of such interest or relationship to the Board of Directors of such Affiliate and shall refrain from participating in any discussion (except to explain the nature and extent of the conflict) or voting regarding that transaction and shall not otherwise attempt to exert any influence on ASPSF to affect the outcome of the decision-making process with respect to that transaction.
Click here to view or print a sample Conflict of Interest statement.
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