Management of Not-For-Profit Organizations

1. Management of Not-For-Profit Organizations 472.31 3 Fall 2014

2. Done & To Do • Done by today • read chapter on boards (ch 5) • To do today • each group tells us tentative project decision • To do by Friday • pick chapter you want to present on • each group gives final decision on 1st project

3. Group Projects • Tentative Decisions

4. Boards • have numerous functions • some more important than others • the legal entity held accountable • governance • goals • policies • managers • reconciling conflict

5. Board's Job pg 131-134 • lead the organization • establish policy to guide action • secure [essential] resources • ensure effective resource use • lead and manage Chief Executive performance • ensure and enable accountability • ensure board effectiveness

6. Board Competencies pg 141 • contextual • interpersonal • analytical • political • strategic “skills required”

7. Model Board Structure Members elect Board Executive Committee Chair Treasurer Secretary Finance Committee Nominating Committee Program Committee Fundraising Committee Personnel Committee

8. Model Responsibility Members delegate Board direct Executive Director manage Staff

9. Model Accountability Members report Board report Executive Director report Staff

10. Board's Member's Job pg 134-136 • ensure that • taxes are paid • especially payroll taxes • laws are obeyed • especially employment laws & contracts • arrangements & contracts with board members are appropriate • protect people from harm

11. Board's Member's Job pg 134-136 • participate actively • attend all bd meetings • prepare in advance • be active on at least 1 committee • participate in fundraising • be ambassador & advocate • help enhance image & credibility of org • encourage staff • address sensitive matters in confidence • actively support • board decisions after they're made • teamwork of board • avoid conflicts of interest

12. Board Evaluation pg 140 • an effective board • organizes itself efficiently & effectively • attracts able people to the board table • prepares these people to serve as board members • helps them work together • focuses on the important issues & questions • engages board members attention & commitment • employs board members' time well • evaluates and develops its own performance

13. Board Development pg 141-154 define the work; design the board recruit & select members ensure accountability build member capacity conduct effective meetings build the team engage members to do the work ensure strategic focus

14. Board “fiduciary responsibilities” • treat the resources of the organization as a trust • What is “a trust”? • Somebody gives you money. • They say, “Swear an oath that you'll use this money and any money derived from it to __________________.” • You swear that oath. • You are legally accountable to keep that oath. • as a board member of a non-profit • there are multiple “somebodies” • everyone who gives money to the non-profit • the purpose of the money isn’t up to you OR to the giver • _____________ = the legal mandate of that non-profit

15. Board “fiduciary responsibilities” • treat the resources of the organization as a trust • resources used in a manner that is • reasonable • appropriate • legally accountable

16. Board Processes • Meetings • Board • Committee • Annual • Paper • Agendas • Minutes • Correspondence • Annual reports • Bylaws • Government documents • Articles of incorporation • Annual CRA submission • Policies

17. Quiz Tuesday Chapters • The Changing Context of Nonprofit Leadership and Management • The Many Faces of Nonprofit Accountability • some elements touched on in class, but not fully covered yet • Leadership, Governance, and the Work of the Board • Executive Leadership • not covered yet  