Non Profit Board Of Directors Structure - Introduction This PowerPoint presentation covers the following topics: Non-profit organizations: characteristics, structure, vision and mission. Board of Directors: Board of Trustees, Qualifications, Government and Committees. Staff Profile: Executive Director, Program Director
Income generated by a nonprofit organization (for example, through donations, grants, or corporate contributions) is not considered profit and is not shared or distributed among shareholders. Instead, you invest in the organization for programs, services, future development and growth. Many nonprofit organizations registered with the IRS are exempt from federal income tax and donations to their organizations are tax deductible. Non-profit organizations have a board of directors made up of volunteers. The board articulates the vision and mission of the organization and governs the organization. The board is usually headed by the following officers: a president or chairman, a vice president or vice president, a secretary, and a treasurer. Many nonprofits have paid staff. A key staff person is often called the CEO, president, or chief executive officer. Additional staff is dependent on budget and workload needs. Emphasize the following three points: Although there are some key differences between nonprofits and for-profit organizations (notably, nonprofits do not share profits with shareholders), most of the principles of a good business can be applied to the management of a non-profit organization. Nonprofit organizations believed that it was enough to "do good" and paid little attention to good organizational practices. Today, there is a growing movement toward the "commercialization" of nonprofits; That is, making them look, operate and be accountable like their commercial counterparts while remaining committed to their mission. According to Giving USA, more than 98 percent of US nonprofits can be classified as "small" (less than $1 million in revenue) or "medium" (between $1 million and $20 million in revenue) ).
Non Profit Board Of Directors Structure
Organizational structure varies depending on the size and purpose of the nonprofit organization. As with for-profit companies, nonprofit organizational structures can be functional, departmental, or matrix structures. The structure is determined based on the needs of the organization.
Board Of Directors Resolution
4 Vision An image of the ideal non-profit organization; The one who can face all its challenges and get the necessary resources to complete it.
6 The Board of Directors is made up of volunteers who act as "godfathers" of the organization. Responsible for the organization's vision and mission. The main function of the board is governance. Board meetings should be primarily focused on receiving committee reports, considering committee or staff recommendations, and making decisions on those recommendations or other matters. Boards are often bogged down with reports - listening to them and discussing them - which can hinder or distract them from taking action or making decisions. For more information and resources, see
7 Meaning of the Board of Trustees “Organizations need two types of leaders: those who are inside and take on active day-to-day roles and those who are outside but are intimately concerned and who, with the benefit of some detachment, supervise the active. Leaders are these trustees." - Robert K. Greenleaf, The Servant as Leader, 1970 Most nonprofit boards are not called boards of trustees. This is a title usually reserved for the boards of hospitals and large institutions such as colleges. or universities.However, Greenleaf's concept of "trusteeship" is an excellent conceptualization of the difference in roles of board members regardless of the size and nature of the board and its organization.
Job Description: Scope Duties and Responsibilities Commitment (Time, Money, etc.) Job Specification: Skills Knowledge Knowledge Although nonprofit board members are typically unpaid, it is helpful to see their qualifications in the same way that we do the qualifications of the salaried staff. , regarding the job description and specifications.
Meta Nonprofit Organizational Structures: A Comparison
9 Council job description Scope: The general purpose of a council member is to participate to the extent of his possibilities in the management of the organization's affairs in a socially, financially and ethically responsible manner. Duties and Responsibilities: Assist the non-profit organization in responding to consumer/customer needs. Attend meetings (call when you can't). Serve on at least one committee. Come to the meeting prepared to be an active participant. Participate in activities or special events related to the non-profit organization. Commitment: To financially support non-profit organizations to the best of your ability. Follow up with the "promises". Belongs to a non-profit organization.
11 Knowledge of the board or training in a specific discipline (fundraising, public relations). Previous management or leadership experience. Understanding of non-profit structure and sector (industry).
Strengths, weaknesses, resources, diversity, "movers and shakers", change policies, etc. Self-awareness of strengths. Committed and passionate about the organization's mission. Expectations of the organization. Board Member Role/Function. Board member participation increases when they understand the organization's mission and what is expected of them as a board member (Marabella, S. D. Using Exchange Theory to Increase Non-For-Profit Board Participation. Ann Arbor, MI: UMI Dissertation Service).
Politics (Governance): Generally the work of the council. Broad in scope and implications. Significantly commits the human or physical resources of the non-profit organization. Long term effect/duration. Administration (Management): Usually ED/staff jobs. Relatively narrow and reversible scope. Apply precedent rather than set it. Short term effect/duration. The delineation between governance and management is important, as inappropriate crossovers often occur (such as micromanaging board staff), especially in small nonprofits.
The Board Staff Partnership
15 Policymaking This chart is not intended to give an exact percentage of who is responsible for policymaking, but rather is a graphic image that conveys three things: The board and staff work together in policymaking and development. The board has the official responsibility for approving the policy with the help of the staff. The staff has the official responsibility to implement the policy with the help of the board of directors.
16 Committees of the Council manage the affairs of the Council and report to the Council. Usually chaired by a board member; However, the composition of the committee is not necessarily limited to board members. It can be permanent (permanent) or ad hoc (created as needed, usually for a limited period of time). Committees are where the work of the board should be done but it is not always so. Boards often act as "committees of the whole" during board meetings; that is, instead of delegating these responsibilities to subgroups of the board that conduct their business outside of board meetings, the entire board acts as a personnel or planning committee. This is often inefficient (it wastes time the board should be using to make decisions) and ineffective (often boards that operate this way don't take the time to fully research the issue, and committees may or may not make fully informed decisions).
Planning Committee. This committee develops, implements and evaluates the planning processes of the entire organization. Marketing Committee. This committee creates and maintains the nonprofit's organizational identity in the relevant market. Development or fundraising committee. This committee identifies sources of income and makes plans to generate that income. Personnel Committee. This committee develops personnel policies and practices and carries out the performance management process for the ED. Executive Committee. This commission is made up of government officials. This committee has the power to make decisions in the absence of the board of directors. This committee meets often to develop agendas and priorities for board meetings.
Literacy Day. This committee organizes and coordinates a special program to promote literacy in the community. capital campaign. This committee plans and executes fundraisers to raise money over time (1-2 years) for capital expenditures such as new office buildings.
Ideal Governance (for Companies, Countries And More)
Reports to the Board of Directors; It applies the plans, priorities and directions established by the Board. Participates in the development of policies, plans, programs and directions that are finally determined by the Board. Responsible for managing the operations and financial activities of the non-profit organization; Responsible for staff supervision and evaluation (non-direct reports), program implementation and evaluation, marketing and accounting (but may only supervise and not actually perform, depending on staff size). You can also call the president, the chief executive officer (CEO), the administrator. The working relationship between the executive director and the board, especially through the chair, is critical to the success of the nonprofit.
Responsible for creating, implementing and evaluating programs that meet the goals and objectives set by the Board of Directors. The program is managed by staff, often made up of volunteers.
21 Personnel Committee responsible for establishing the direction, policy and general procedures of human resources. Evaluate the performance of the executive director (but not his staff). The Council studies and recommends strategies, solutions and positions on HR issues as they arise in the organization.
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Nonprofit Organizational Chart Org Chart For Board Of
Do you have an organizational chart to visually display and share your structure for your nonprofit/NGO? If not, this might be a useful tool!
Microsoft PowerPoint presentations that can be edited with names and titles specific to your organization, your own colors, fonts and logos
Mapping out how your organization is structured can help you clearly define roles, clarify supervisory relationships, and show areas for investment and growth. It will help you communicate your framework to funders, including the grant-making organizations they often seek
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