Center for Nonprofit Resources Board Governance and Best Practice Checklist

Transcription

1 BOARD GOVERNANCE Mission and Vision Center for Nonprofit Resources Board Governance and Best Practice Checklist Is the current mission statement appropriate and relevant? -What is a Mission Statement by Megan Meyer: %20Resources/C4NPR%20Article%20- %20What%20Is%20a%20Mission%20Statement.Megan%20 Meyer.doc Does the organization have a clearly-articulated 5- or 10-year vision? Does the board play a role in developing and regularly reviewing the organization s mission and vision? Are the mission and vision used to drive decisions? -How to Write the Statements and Why They Matter: Bylaws and Other Governance Policies Does the board have written bylaws in place which are accessible to all and to which the group adheres? Does the board review the bylaws periodically and ensure adherence? Has the board adopted a Code of Ethics that establishes the standards of conduct for board and staff? Has the board adopted additional policies for effective governance of the organization? -Blue Avocado Article with checklist: %20Resources/BlueAvocado%20Article%20- %20Bylaws%20Checklist.pdf NCNA Sample: Board Code of Ethics from the Michigan Nonprofit Association: %20Resources/NCNA%20Sample.Board%20Code%20of%20E thics.michigan%20nonprofit%20association.pdf -BoardSource.org Article Creating Policies: %20Resources/BoardSource%20Article%20-%20Bylaws.pdf Are the board s policies easily referenced by all? Do the bylaws or governance policies provide for limited terms Bylaws by Creative Option C: - 1 -

2 for board members and officers? Do the bylaws or governance policies provide a process for making nominations and board appointments? Do the bylaws or governance policies provide a process for removing a board member when necessary? Do the bylaws or governance policies provide a clear process for handling urgent matters between meetings? Board Role and Responsibilities Do all board members demonstrate understanding of and embrace their role as trustees of a nonprofit organization fiscally responsible to the public and to donors? Are all board members willing to participate in governance, that is, in making policy-related decisions that guide programs and operational activities? Are the responsibilities of board members clearly spelled out such as in a board member position description? Do all board members demonstrate support for the organization s mission? Do all board members annually self-evaluate their own performance as board members?* Ohio Attorney General s Office Guide for Charity Board Members: lications-for-nonprofits/guide-for-charity-board-members Roles and Responsibilities of Nonprofit Board members in Ohio by Creative Option C Roles and Responsibilities of Nonprofit Board Members in Ohio From NonprofitWorks.org Board Member Sample Position Description: %20Resources/Nonprofit%20Works%20Sample%20- %20Board%20Member%20Job%20Description.doc Board member Self-Assessment from Aurora Consulting: p/c4npr%20workshop%20handout%20- %20Board%20Member%20Self%20Assessment.Aurora%20C onsulting.pdf Board and Committee Structure Are the structure and responsibilities of each committee Sample Board and Committee Structure: - 2 -

3 clearly outlined in written policies? Are the board s committees active and responsible for the work in their area? Do all committees, including an Executive Committee, report their activities to the board? Do committee assignments reflect interests and skills of board members? Does the committee structure contribute to effective board governance and decision-making? Are board and staff roles with respect to committee work clearly understood and respected? Board Culture and Group Dynamics Is diversity of thought specifically encouraged among board members? Is adequate time given for free and full discussion of important matters? When a difference of opinion does emerge, is the matter resolved in a way that demonstrates respect for all? Are the talents of board members used effectively? Do board members enjoy their work and find it meaningful? Do board members communicate with each other in a way that builds trust and teamwork? Does the board have an annual retreat? Is it well-attended? Board Composition and Development Is the board comprised of individuals with the requisite skills, characteristics and experiences to perform the board s See From MENDPoverty.org - Sample Board Member and Committee Job Descriptions: %20Resources/c4npr%20Sample%20- %20Board%20Member%20and%20Committee%20Job%20D escriptions.mend.pdf From NPQ.org, The Cyclical Nature of Board Behavior: -here-we-go-again-the-cyclical-nature-of-boardbehavior.html Or visit Julia Classen s blog at: Board Matrix Sample by Creative Option C: - 3 -

4 functions? Does the board composition represent the diversity in the community in terms of gender, race, age, geographic distribution, and stakeholder interests? Does the board have an adequate number of productive members to effectively govern and fulfill the board s responsibilities? Does the board participate in identifying its board development needs and recruiting potential board members who might meet those needs? Does each new board member receive a board-led orientation to the organization including its policies, board member expectations, practices, and history? Do board members participate in a regular self-assessment of the board s governance function? Meetings Are meeting agendas and supporting materials provided to all board members prior to each meeting? Are all board members prepared for each meeting? Are board meetings well attended? Is there a written attendance policy for board meetings with stated consequences for excessive absenteeism? Are minutes prepared for each meeting which are approved by the board and held in a central location as the corporate record? Are board meetings focused on policy and other important long-term matters rather than on day-to-day operations? %20Resources/C4NPR%20Sample%20- %20Board%20Matrix.Creative%20Option%20C.doc From Technical Assistance for Community Services, Board Orientation Checklist: %20Resources/c4npr%20Sample%20- %20Board%20Orientation%20Checklist.TACS.pdf This document The C4NPR Board Governance and Best Practice Checklist 2014 Meeting Sample Minutes by Creative Option C: %20Resources/Sample%20meeting%20agenda.CreativeOpti onc.doc Bylaws by Creative Option C: Sample minutes from Carter McNamara:

5 Does the board chair effectively facilitate to keep each meeting on track and allowing for full discussion of important matters? Are board meetings productive, making good use of board member time? Does everyone leave board meetings with a clear understanding of what has been decided and what happens next? How can the board improve in the area of board governance? FINANCE AND LEGAL MATTERS Compliance with State and Federal Laws Does the board have a legally-registered statutory agent and a current certificate of continuing existence from the Ohio Secretary of State? Does the board review and certify the accuracy of the IRS 990 (tax return form) each year before it is filed? Is the organization properly registered through the Ohio Attorney General s office and up to date with filings? Does the board conduct a periodic review of its compliance with federal and state laws? Ohio Secretary of State s office: v/nonprofit.pdf IRS 990 Information at: Ohio Attorney General s office Nonprofit Handbook: lications-for-nonprofits/nonprofit-handbook OANO.org s Compliance Checklist: %20Resources/Checklist%20for%20Ohio%20Nonprofit%20O rganizations% pdf - 5 -

6 Does the board carry and regularly review its general liability and Directors and Officers liability insurance policies? Is the board in compliance with laws governing legislative advocacy? Budgeting and Financial Oversight Does the board establish an annual budget that reflects the priorities, goals and values of the organization? Is it thoroughly discussed by the board before it is adopted? Does the board regularly review financial reports (Profit and Loss Statement and Balance Sheet) that are timely, understandable, and support fiscal decision-making? Is the treasurer or another board member actively involved in preparing financial reports for the board? Does the board discuss discrepancies between approved budgetary authority and actual income or spending? Audits [Organizations with annual income above $300,000] Does the board require and review an annual audit and then follow any recommendations in the management letter? [Organizations with less annual income] Does the organization have a policy in place to provide for an internal audit performed by board members who do not ordinarily have access to financial records and accounts? Financial Policies and Procedures Does the organization have and follow written financial management policies addressing conflicts of interest, internal controls, whistleblowing, and investments?* Visit: NonprofitWorks.org Sample Line Item Budget: /NonprofitWorks%20Sample%20- %20Line%20Item%20Budget.xls Nonprofit Finance Fundamentals PowerPoint by Dione Alexaner of Nonprofit Finance Fund: %20Resources/Finance%20Fundamentals.pdf Internal Audit Instructions and Checklist: /C4NPR%20Sample%20- %20Internal%20Audit%20Instructions%20and%20Checklist.d oc Ohio Attorney General s office Avoiding Theft Publication: lications-for-nonprofits/avoiding-theft-in-your-nonprofit- %281%29-6 -

7 Are the organization s financial policies regularly reviewed and approved by the board? CompassPoint.org Internal Controls Checklist: /CompassPoint%20Sample%20- %20Internal%20Controls%20Checklist.pdf How can the board improve in the area of Finance and Legal Matters? MANAGEMENT AND LEADERSHIP Board-CEO Relationship Does the board provide clear goals, expectations, and identified performance indicators for the CEO? Does the board provide adequate resources and authority as needed to achieve goals and meet stated expectations? Is there a climate of mutual trust and respect between the board and staff? Do individual board members understand that only the board as a whole or a board designee can direct the CEO? -Chair-CEO Relationship from Aurora Consulting: PR%20Workshop%20Handout%20-%20Chair- CEO%20Relationship.Aurora%20Consulting.pdf -E.D. Guidelines for Managing Up/Managing Down from Aurora Consulting: elines%20for%20managing%20up%20and%20down.pdf -Building an Effective Team by Aurora Consulting: ing%20an%20effective%20team.pdf Does the board provide a regular performance evaluation of the CEO? MPERS Exec Director Evaluation Process and Criteria:

8 Are the distinct roles and responsibilities of board and CEO understood and respected by all? Does the board allow and provide the CEO professional growth and development opportunities? Change Management Is leadership open to new ideas that may emerge from board members, staff, customers or other stakeholders? RS%20Exec%20Dir%20Evaluation%20Process%20and%20Crit eria%20june% pdf CompassPoint.org s Tom Wolfred on Leading Organizational Change: g%20up/compasspoint%20presentation%20- %20Leading%20Organizational%20Change.pdf When a major change is underway, does the organization have a written plan in place? Leadership Development and Training Is there a regular process in place for veteran board members to mentor newer board members? Do board members engage in regular opportunities to participate in training and ongoing education? Does the board regularly review its leadership needs and develop new board members to fill those roles? Leadership Transitions and Succession Planning Is there a written succession plan in place for the CEO? A Research Article from CompassPoint.org Succession Are there written succession plans in place for the board s leadership positions? How can the organization improve in the area of Leadership and Management? Planning for Nonprofits: xecutivetransitionmonographs.aspx PLANNING AND EVALUATION Strategic Planning - 8 -

9 Does the organization have a written document that clearly describes the organization s mission, strategic vision, longterm and short-term goals and action steps? Did the board take an active role in crafting the strategic plan? Does the plan outline specific goals and action steps for the board and for board officers and committees? Does the board regularly review the progress on the stated goals, and make adjustments as needed? Is the board able to use the strategic plan as a tool for assessing the performance of the CEO? Is the CEO able to use the strategic plan as a tool for assessing the performance of staff? Program Planning and Logic Models Are those responsible for doing program planning for the organization utilizing logic models to assess existing resources and develop desired outcomes and performance measures? From fredbartenstein.com Strategic Planning: -Logic Model Template by Jacob Burgoon, Evaluation: ic%20model%20template%20with%20example.doc - Logic Model Template from Laurel Molloy of Innovations Quantified.com: 4NPR%20Workshop%20Handout.Logic%20Model%20Templ ate.iq.doc - Logic Model Tips from Innovations Quantified.com: 4NPR%20Workshop%20Handout%20- %20Logic%20Model%20Tips.Innovation%20Quantified.pdf Is program planning based on assessment of needs for people served or the community? Program Evaluation and Outcome Measurement Are the organization s measures for successful programs, Evaluation Questions by Jacob Burgoon: - 9 -

10 services and operations clear to everyone? Does the board review outcomes data and performance measures to ensure effectiveness and efficiency of programs and make changes accordingly? luation%20questions%20examples.pdf Library of Performance Indicators from CompassPoint.org: ompasspoint%20sample%20- %20Library%20of%20Performance%20Indicators.pdf How can the organization improve in the area of Planning and Evaluation? HUMAN RESOURCES Position Descriptions Is there a written job description for the CEO that clearly spells out his or her responsibilities? Do all staff members have access to an up-to-date job description outlining their key responsibilities? Personnel Policies Has the board approved comprehensive personnel policies including staff selection, training, promotion, compensation, and grievance procedures?* Do all staff have access to up-to-date copies of the personnel policies? The HR Department offers this Sample ED Job Description: %20Management/HR%20Department%20Sample%20ED%20 Job%20Description.docx Essential Elements for an Employee Handbook from The HR Department: %20Management/HR%20Department%20Checklist.Essential %20Elements%20for%20an%20Employee%20Handbook.doc x Are comprehensive personnel files maintained in a secure, From The HR Department Personnel File Checklist:

11 legally-compliant manner?* Has the board defined its philosophy of progressive discipline and other important HR matters? Compensation Does the board regularly review and update the salary and benefits packages of the CEO and employees? %20Management/HR%20Department%20Checklist.Personn el%20file%20documents.doc From BoardSource.org HR Literacy for the Nonprofit Sector: ion=add&objectkeyfrom=1a83491a c87-86a4- F7D95601C2E2&WebCode=ProdDetailAdd&DoNotSave=yes &ParentObject=CentralizedOrderEntry&ParentDataObject=I nvoice%20detail&ivd_formkey= d7-4ba2-bf4e- a0da &ivd_cst_key=&ivd_prc_prd_key=ed0a1756-7bbf f8b-a20d9f20413f C4NPR 2011 Salary Survey by Findley Davies Salary%20Survey%20Report.pdf Does the board review the contracts and performance of independent contractors employed by the board? Performance Evaluation Do all staff receive written performance evaluations annually? From The HR Department -Sample Annual Non-Exempt Are performance evaluations based on clearly identified goals and expectations spelled out in strategic and program plans, and the personnel policies? How can the organization improve in the area of Human Resources? Performance Evaluation %20Management/HR%20Department%20Sample.Annual%2 0Non-Exempt%20Performance%20Evaluation.doc VOLUNTEERS Policies Does the organization have comprehensive policies in place governing volunteers and their activities?* Does your organization have a risk management policy? From the Non Profit Risk Management Center:

12 Recruitment and Screening Does your organization have a dedicated volunteer coordinator and/or a plan for developing your Volunteer Program? Does your organization have a plan for Screening, Selecting, and Matching volunteers? Training and Retention Has your organization devised a strategy for retaining, recognizing and supporting volunteers? Has your organization developed a curriculum/manual for training volunteers? How can the organization improve in the area of Volunteers? From King County United Way Study: 01/688/ pdf From Idealist.org, an article on Volunteer Screening, Volunteer Retention from Energize.inc, For more information, contact FUNDRAISING Board Involvement Are all board members actively involved in securing adequate financial resources to fund the budget? Does the board understand and support the organization s income strategies? All board members support the organization financially? Fundraising Planning Does the organization have a written plan for fundraising that outlines roles and responsibilities of board, staff and volunteers? Fundraising Strategies for Board Members from Gail Perry.com: From Grassroots Fundraising.org: oads/fundraising_planning_worksheet.pdf

13 Databases and Information Management Does your organization know where to find donor and grantmaker information? Does your organization have a secure donor management system? Donor and Grantmaker Information, can be found via: Donor Management Software recommendations and discounts at: Campaigns and Gift Acceptance Is your organization doing an annual or capital campaign? -Information on Capital Campaigns from The Nonprofit Partnership: -Annual Campaign information from GrassRootsFundraising.org: Does your organization use technology to ask for donations and receive donations? Eight Tips for Fundraising at Fundraising123.org: How can the organization improve in the area of Fundraising? TECHNOLOGY

14 Computers and Equipment Does your organization have the ability to use functioning computers? Does your organization use computer software (Excel, QuickBooks) to keep financial records? Record Keeping Does your organization have software to record the types of services provided to individuals/families? Does your organization have software to record individuals or families enrolled/served through programs as well as client outcomes? Does your organization have software capable of keeping track of donors, members and volunteers? Specific Tools Does your organization make use of Web 2.0 tools to communicate? Does your organization make use of Business Enhancing Software products such as QuickBooks or Donor Perfect? How can the organization improve in the area of Technology? MARKETING AND PUBLIC RELATIONS (includes Social Media) Public Relations See CNPR.org s Technology for Nonprofits Page: Do board members positively represent the organization in the community? Does the organization publish an annual report? How to Write an Effective Annual Report by Eric Jacobson: -From the Network for Good, Writing Your Annual Report in Five Easy Steps, by Kivi Leroux Miller Does the board regularly review the organization s marketing From Nancy Schwartz.com -Building Internal Support for

15 and PR position and strategy and make adjustments as Communications. needed?* Branding and Storytelling Has your organization discussed branding? If so, are you able Brand Identity for Nonprofits from 4Good.org. to implement your brand across media platforms? Is your organization adept at telling its story? From her blog at Nancyschwartz.com: In The Beginning, Nonprofit Founding Stories. Social Media Are you using multiple forms of social media? Are you using social media consistently according to a set editorial calendar for social media posting?) Does the organization have a policy on use of social media that outlines who may post on behalf of the organization? How can the organization improve in the area of Branding and Media? From Beth Kanter.org -Social Media Strategy, The Networked Nonprofit: From Beth Kanter.org Does Your Organization Have Social Media Guidelines for All Board Staff?: