Board of Directors. Recruitment Packet and Job Description

Transcription

1 Board of Directors Recruitment Packet and Job Description last updated: February 2007 Alliance for Nonprofit Management 1899 L Street, NW, Suite 600 Washington, DC

2 About the Alliance Alliance for Nonprofit Management (the Alliance) is the professional association of nonprofit capacity builders and technical assistance providers individuals, organizations and companies dedicated to strengthening nonprofits and the nonprofit governance. The Alliance formed in 1997 as a result of a merger between Support Centers of America and Nonprofit Management Association. Today, to foster excellence among those who help nonprofits achieve impact, the Alliance provides a broad network and resources to capacity builders, consultants, grantmakers, and researchers that assist nonprofits in fulfilling their mission and is a learning community that promotes quality in nonprofit capacity building. As the Alliance aims to achieve quality in nonprofit management, we provide leadership in the enhancement of a broader vision - one of stronger, healthier communities and civil society. Alliance for Nonprofit Management is a non-profit 501(c) 3 organization with its headquarters located in downtown Washington, DC. The organization is governed by a 12-member board of directors and managed by an Executive Director/CEO and a seven-member staff. Our Mission To increase the effectiveness of individuals, organizations, and companies that help nonprofits build their power and impact. Our Principles Quality promoting increasingly higher standards throughout the practice of nonprofit capacity building. Collaboration building on mutually beneficial working relationships with an array of community, business, and government partners and stakeholders. Inclusiveness fully including the diverse mosaic of society's cultures in our membership, leadership, and staff. Who are Alliance Members? Those who share the goal of strengthening nonprofit organizations and the nonprofit sector are broadly referred to as capacity builders. The Alliance includes more than 1,100 capacity builders who reach 250,000 nonprofits a year. Our Universe (see page 7) consists of capacity builders who shape their work through a variety of venues such as: management support organizations, independent consultants, technical assistance providers, researchers, grant makers, policy makers, government representatives, community builders, professors, students and corporate leaders. The Alliance provides empowerment and support to its members via an array of services including: year-round professional development programs, online consultant directory, special interest affinity groups, awards, on-line career bank, an annual conference and publications. Page 2 of 7

3 The Board of Directors Functions As representatives of the membership of the Association, the Board of Directors is the primary force pressing the Association to the realization of its opportunities for service and fulfillment of its obligations to the membership, to the Association as a single entity and to the nonprofit community at large. Responsibilities 1. Planning Approves the Association s mission, vision and reviews Association management s performance in achieving it. Association management is defined as the Chair, the Board of Directors, and the Executive Director/CEO. Annually assesses the ever-changing environment of the sector in which the Association functions and approves the Association s strategies in relation to it. Reviews and approves the Association s programs plans and directions. 2. Organization Work with the Executive Director/CEO to create a strategic direction for the Alliance and to set short and long term goals. Assure that management continuity is properly provided. Approve appropriate compensation and benefit policies and practices. Identify candidates and determine the eligibly of candidates for the nomination of officers and directors as submitted by the Board Leadership and Development Committee and approves the report as deemed appropriate. Actively participate at the Board meetings and on Committee assignments. Support sponsoring donor and community support building events as designated by the Board. Financially support the organization through the annual board individual giving campaign. Identify potential funding sources and serve as an Ambassador in securing organizational funding. Annually evaluate the performance of the Executive Director/CEO and determining any bonus awards or increases in salary. Page 3 of 7

4 Annually review the performance of the Board of Directors and take steps (including recommendation for its composition, organization, and responsibilities) to improve its performance. 3. Operations Review the results achieved by management as compared to the Association s mission, program plans, and the Alliance Strategic Plan as well as in comparison with those of similar organizations. Ascertain the financial structure of the Association is adequate for its current needs and the implementation of the Alliance Strategic Plan by approving the Association s annual budget. Provide candid and constructive criticism, advice and comments to the Chair, other members of the Board of Directors, and the Executive Director/CEO. Approve major actions of the Association, such as capital expenditures on all projects over authorized limits or major changes in programs, services, office location, etc. Review monthly and annual financial results for the organization and ensuring, through the oversight of the audit committee, that reports are accurate and in accordance with accepted accounting principles Execute the Alliance s Standards of Excellence, to include organizational cultural competency, maintaining the highest standard of fiduciary duty and responsibility to the organization. 4. Audit Assure that the Board of Directors and its committees are adequately and currently informed through reports and other methods of the state of the Association. Assure that published reports properly reflect operating results and the financial condition of the Association. Conclude that management has established appropriate policies to define and identify conflicts of interest throughout the Association, and is diligently overseeing the enforcement of these policies. Approve independent auditors. Review compliance with relevant material law affecting the Association. 5. Director Position Description The role of each Director is to serve a two-year term by leading, advising, and supporting the activities of Alliance for Nonprofit Management. Each Director participates by: Page 4 of 7

5 ! Attending all Board meetings, prepared to further the success of the Association and to support the Association s mission statement and goals.! Monitoring and mentoring standing committees as assigned and on an as needed basis providing advice, encouragement and voice for the committee to the Board.! Responsible for identifying and nominating candidates to the Board Leadership and Development Committee for vacant board positions.! Accepting special assignments designated by the Chair.! Remaining current on the activities of the Association by following its publications (includes electronic, print and virtual), issues and interests.! Remaining current on issues affecting the nonprofit sector as it relates to the mission of the Association, its members or community at large.! Informing the Board and staying proactive in helping position the Association to support its members or to enhance its funding sources.! Acting as a role model, change agent and professional exemplar. TIME COMMITMENT Two-year term (up to two consecutive terms) Annual Conference and Summer Board Meeting (July) Fall Board Meeting (2 days, October Washington, DC) Winter Board Meeting (3 days, December New York City) Spring Board Meeting (2 days, March Current Year Conference Location) REQUIREMENTS OF CANDIDATES The Alliance for Nonprofit Management is seeking a diverse group of professionals, government and foundation executives, public health and healthcare providers and business executives and/or community leaders, who will bring access and influence to the Alliance. Each Director is expected to use his/her access and influence to support the growth and development of the organization. Each Director is expected to provide a list of potential clients or business prospects who may lead to potentially advantageous new business relationships for the Alliance. Candidates must have a commitment to quality public health in its broadest sense to make a difference in the lives of people and their communities. They must also be committed to supporting Alliance in making its Board of Directors representative and inclusive of the entire community, including people of varied ethnicity, gender, gender identity, sexual orientation and physical abilities. Candidates must have innate leadership, management and interpersonal skills, patience and good humor, and must be able to participate in and sustain collaborative group efforts. Page 5 of 7

6 THE SELECTION PROCESS Candidates will be interviewed by the Chair of Board Development and Leadership Committee. Nominations will then be made to the Board of Directors by for election. Candidates will be notified of the result immediately following this process. OPPORTUNITY This is an exceptional opportunity to foster the growth and development of a national nonprofit organization devoted to improving the management and governance capacity of nonprofits - to assist nonprofits in fulfilling their mission. The Alliance for Nonprofit Management aims to transform today's nonprofit leadership and workforce toward embracing diversity and creating vibrant, inclusive communities and a just society. As a cultural competent organization, qualified men and women, people of color, ethnic minorities, physically challenged, candidates of diverse sexual orientation and/or gender expression and other minority candidates are strongly encouraged to apply. Page 6 of 7

7 The Universe of Nonprofit Management and Governance Capacity-Builders (Alliance Members and Potential Members) Government (Local, State, HUD, HeadStart) Associations Organized to Support the Sector (e.g., NCNA, ASAE) National NP Financial Intermediaries (e.g., LISC, EZ/EC, Neighborhood Reinvestment Corporation) Community Organizing and Leadership Development (e.g., Eureka, National Community Building Network) Management Support Organizations (MSOs) (training, consulting, materials, and tools) Ethnic-Specific Organizations (e.g., NAACP, National Council of La Raza, LEAP) Academic Centers (e.g., NP Academic Centers Council, university programs) Publishers (e.g., Jossey-Bass/Wiley, The Nonprofit Quarterly, The Chronicle of Philanthropy) Faith-Based Organizations Philanthropy-Focused Associations (e.g., Council on Foundations, GEO, RAGs, etc.) Brokers of Volunteer Services (e.g., Community Resource Exchange, Executive Service Corps, Arts & Business Councils) For-Profit Consulting Firms (Management, accounting, technology, etc.) Nonprofit Sector Federations (In-house support to chapters and affiliates) (e.g., United Way, YMCA, Girl Scouts of America) National Capacity Building Programs (e.g., BoardSource, Social Enterprise Alliance, Nonprofit Technology Enterprise Network) Associations Organized Around a Specific Mission (e.g., American Association of Museums) Sector Advocates (e.g., CLIPI, IS, OMB Watch) Researchers & Scholars (e.g., ARNOVA, research institutes) Independent Management Consultants Grantmakers (Foundations, Corporate Philanthropic Programs) Associations Organized Around Management (e.g., AFP, American Marketing Association) Page 7 of 7