Expert answer:educational presentation to present to a board of

Expert answer:This should be an educational presentation to present to a board of directors for a nonprofit organization: actual practices of nonprofit board(s) compared to recommended best practices;key recommendations for improving the performance of your boardThis board is for a fictitious organization which needs help in a lot of areas. The power point should be 3 slides with information discussing (slide 1) the current (actual) practices of the organization compared to the (slide 2) recommended practices that should be followed. Slide 3 would just give recommendations for improving the board. There are 5 members on the board and one Executive Director. Please talk about all 6 people in regards to what is being done and what needs to be done. The members are as follows:The Executive Director who is also a Clinical Director for the organization-A retired school teacher- A social worker from a large hospital, business analyst from a fortune 500 company, an accountant who owns their own tax business and a nurse from a nursing home.This Organization is family owned and operated. It is dysfunctional and needs help in a a lot of areas. I have attached some sites for you to ONLY use as samples—PLEASE do not copy from these sites. This is a final project that will be graded by the Director of the school. I tried to make it as simple as possible.
checklist_cover_your_assets_8_29__1_.pdf

nccenteronboards__1___1_.pdf

bestpractices.pdf

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BEST PRACTICES CHECKLIST FOR NONPROFITS
Financial Management
 The nonprofit has a good financial plan that provides for financial resources that
support the programs and services consistent with the nonprofit’s mission.
 The nonprofit produces and reviews financial statements regularly that are
reviewed by both the board of directors and a CPA. See Required Documents
for the Financial Management Standard at the end of this section.
 The nonprofit utilizes a strategic budgeting process that reflects the nonprofit’s
needs and objectives.
 The nonprofit develops an annual budget and regularly monitors the budget to
determine/evaluate/respond to any variations.
 The nonprofit provides financial information to interested parties such as the
board of directors and grantors, particularly for decision-making purposes.
 The nonprofit has a diversity of resources; analyzes its mix of public and private
funding at least annually; projects future gains and losses in various sources of
revenue; and has a contingency plan for responding to unexpected reductions or
increases in any of these resources. Are there known events that may impact
your fiscal situation?
 If the nonprofit liabilities exceed assets (the current statement of revenues and
expenses show a deficit), there is a realistic plan to decrease these liabilities.
 If a line of credit exists, does it hit $0 at any point during the fiscal year?
 The nonprofit has a realistic fundraising plan with activities and goals. Are the
goals in the fundraising plan clearly tied to the annual budget? Are staff and
volunteers who have primary responsibility for fundraising identified? Be sure you
can describe who is responsible for fundraising and his/her role.
 The nonprofit has formal internal controls governing all financial operations. For
example, does the nonprofit have written policies that govern separation of
responsibilities with respect to receiving, recording and depositing checks,
purchasing, expense accounts and compensation with oversight from senior staff
and the board?
 The nonprofit has adequate cash flow for normal operations. (Typically, Federal
and State governments pay grant money in advance. Payment is made 30-60
days after submission of invoices by programs.)
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 The nonprofit has less than 50% of accounts receivable 120 days or older.
 The nonprofit does not utilize restricted funds to subsidize current year expenses.
 The nonprofit has specific plans to meet any cash and in-kind matches that are
required by a grant.
 The nonprofit prepares an annual report, including statements of financial
condition, revenue and expense and makes this annual report available to
interested persons and stakeholders.
 The nonprofit has and adheres to board policies and guidelines for management
of lines of credit, endowments funds and other secured/unsecured funds (if
applicable).
 The nonprofit has a written Policy On Reserves explaining how funds are
designated to cover unexpected expenses and what the nonprofit plans to do
with unexpended revenues at the end of the fiscal year.
 The nonprofit has at least 60 days of operating reserves in cash or cash
equivalent unrestricted assets.
 The nonprofit has a development plan with measureable targets, deadlines and
responsible parties and the goals tie directly to the annual budget.
 The nonprofit has a well-developed and comprehensive evaluation system used
to measure and report the impact of each of its programs and services that can
be used for grant reporting and stakeholder/public accountability.
 100% of the board financially contributes to the nonprofit.
 The nonprofit has previously managed a federal or state grant.
 The nonprofit has a computerized accounting system.
Required Documents for the Financial Management Standard:
o Current balance sheet.
o Current statement of revenues and expenses which includes comparison
of actual v. budget.
o Current budget
o Fundraising plan
o Reserves policy
o Current audit or independent review
o Optional Documents:
 Financial policies and procedures
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
Fundraising policies
Governance & Operations
 The nonprofit has an active and independent board of directors and/or other
governing body. (Independent is defined as a majority of board members who
are neither employees of the nonprofit nor family members of employees or other
board members.)
 The governing board formulates budgetary priorities, adopts an annual budget
prior to the start of the fiscal year and adopts a funding plan for securing
resources to implement the nonprofit’s annual goals and objectives.
 The minutes of the board reflect that the governing board sets policy, garners
resources, assesses needs and approves/establishes programs.
 The chief professional officer of the nonprofit is selected by, reports to and is
annually evaluated by the governing board.
 The membership, structure and procedures of the governing board are designed
to enable the nonprofit to effectively perform its duties.
 The composition of the governing board includes the different kinds of skills,
knowledge and experience necessary for the performance of its duties (e.g.,
lawyer, accountant, fundraising expert, public relations).
 Each member of the board understands and can articulate the nonprofit’s
mission. The board reviews the nonprofit mission statement periodically, revises
it as needed and ensures the goals of each program are consistent with the
mission.
 The board regularly examines the nonprofit financial statements and discusses
questions, concerns, issues, i.e. the board takes responsibility for the financial
health of the nonprofit.
 A realistic and well-considered budget is prepared and approved by the board.
The board ensures that management has realistically planned and monitored
cash flow to be able to meet nonprofit obligations.
 The Governing Board has procedures for taking action on essential matters
between its regularly scheduled meetings and when it is not possible for the full
body to meet.
 The governing board meets at least quarterly, has attendance expectations and
tracks attendance.
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 The governing board participates in a multi-year planning process every 2-5
years with staff that identifies internal and external conditions. The governing
board approves the plan and reviews the plan’s progress annually.
 The nonprofit has a conflict of interest policy for members of the governing board
(including permissible and non-permissible financial or personal dealing with the
nonprofit, disclosure of any financial interest in the nonprofit business and
situations in which board member are required to abstain from voting). A conflict
of interest statement is signed annually by each board member.
 The board meets frequently enough to effectively monitor the finances and
programs of the nonprofit and at least four times per year.
 The board has subcommittees as needed to effectively monitor and achieve the
nonprofit mission.
 The board has good attendance for board meetings and regularly achieves a
quorum.
 The full and subcommittee board minutes reflect engagement and decision
making that matches with other standards (i.e. passage of the budget, review of
the audit, evaluation of the CEO) and important actions of the board?
 The board provided leadership for the development of a strategic planning
document, approved it, and takes responsibility for supporting and monitoring it.
 The board has a strong relationship with the CEO/Executive Director.
 The board of directors, employee and volunteer structure is of adequate size and
representation given the mission and programs of the nonprofit.
 The nonprofit provides staff and volunteers with written job descriptions and the
necessary resources to carry out duties appropriately?
 An individual is designated to be responsible in the absence of the
CEO/Executive Director and a succession plan is in place for senior
management.
 The nonprofit has insurance that covers any needed professional liability for
employees, facility coverage, and directors and officers coverage.
 Board reviews and signs IRS Form 990 prepared by accountant.
 Each board member has a copy of and operates within the nonprofit Articles and
By-laws. The Articles of Incorporation and By-Laws clearly state the
Page 4 of 6
purpose(s)/mission of the nonprofit. The nonprofit is legally authorized to operate
as one of the following:
a. Not-for-profit incorporated in the State of Indiana.
b. A nonprofit with its own governing or advisory board organized as an
identified part of another nonprofit which is incorporated in the State of
Indiana and is one of the following:
a. A 501(c)(3) not-for-profit as determined by the IRS
b. A nonprofit organized as an identified part of another nonprofit which has
been determined by the IRS as a 501(c)(3)
 The nonprofit Articles of Incorporation and/or By-Laws contain the following:
a. Clearly stated mission of the nonprofit.
b. Tenure of members such that the governing board does not become selfperpetuating.
c. Descriptions of the standing committees.
d. Requirements for a quorum.
e. Procedures for elections of board members and officers.
f. Procedures for the filling of vacancies.
g. Procedures for amending the by-laws.
Required Documents for the Governance and Operating Standard
 Articles and By-Laws.
 Governing board roster (indicate officers, number of year on board, start and end
date of current term).
 Nonprofit Organizational Chart.
 Board minutes recorded and preserved that can be produced when needed.
 Management agreement with parent corporation (if applicable).
 IRS tax exempt letter.
 Secretary of State annual filing.
 Annual 990 tax return.
 Equal opportunity statement.
 Conflict of Interest statement.
Nonprofit Mission
 The nonprofit has a written mission statement that provides a clear expression of
the nonprofit’s reason for existence.
 The mission is clearly communicated and understood by ALL stakeholders within
the nonprofit through meetings, annual report, website, etc.
 The nonprofit has a clear and coherent written plan for the future, i.e. 3-10 year
strategic plan with well defined, measurable and achievable goals and action
steps with timeframes.
Page 5 of 6
 The strategic plan is communicated, well known and understood by the staff and
board.
 The strategic plan is supported with a realistic and detailed annual plan that
outlines the specific work to be accomplished and the annual plan consistently
used at all levels of the nonprofit to direct operations.
 The nonprofit has a well-developed and comprehensive evaluation system used
to measure and evaluate the effectiveness and impact of its programs and
services.
 The nonprofit collects data to measure performance and progress on an ongoing
basis which is analyzed and communicated to stakeholders on a regular basis
through grant reports, annual reports, website, etc.
Page 6 of 6
What Makes an Effective Board of Directors?
Roles, Responsibilities, and Effective Practices
•
A nonprofit board has two main roles: (1) it governs the work of the organization and provides oversight
to ensure that its mission is implemented effectively and ethically; and (2) it supports the organization
and ensures that it has sufficient resources to carry out its work.
•
Board members’ responsibilities include: (1) ensuring that the organization is in compliance with federal,
state, and local nonprofit laws and regulations; (2) fundraising by giving personally and through their
own contacts and with their time and expertise; (3) hiring, supporting, and if necessary firing the
Executive Director/Chief Executive Officer (ED/CEO); and (4) setting financial, governance, and
management policies for oversight of the organization. Some examples of these policies include:
¾ Conflict-of-interest policy. The federal Sarbanes-Oxley legislation and the issues discussed recently by
the U.S. Senate Finance Committee strongly suggest having a conflict-of-interest policy for use by
board, staff, and volunteers. This policy is required in North Carolina for any nonprofit that receives
state funding.
¾ Personnel policies. The board should approve written policies that outline the norms and expectations
for employment and the rights and benefits of employees. Sarbanes-Oxley requires that nonprofits
have a whistleblower policy. Board members also are responsible for making sure that compensation
and benefits for the ED/CEO and other staff are fair and appropriate for their experience, education,
and the requirements of their positions.
¾ Financial policies and procedures. The board should approve policies for internal controls, purchasing,
reserve funds, and investments.
•
Financial oversight is another key board responsibility. Appropriate board roles include approval of the
annual budget and regular review of financial statements, balance sheets, and cash needs.
•
Certain practices can help a nonprofit board improve its effectiveness. These include orientation for new
board members and continuous training for all board members, an enforced attendance policy for board
meetings, annual evaluation of and support for the ED/CEO, succession planning for the ED/CEO and
the board, and the board’s regular assessment of its work as a whole and of individual board members.
•
Having committees can help some boards do their work. There are no set rules about what committees a
board should have. Typical ones include executive, fundraising, finance, audit, nominating/board
governance, and personnel committees. Ad hoc committees or task forces are a good way to meet needs
that are time-limited or that have a specific, one-time purpose.
•
One of the primary roles of the board chair is to create a culture of mutual respect and accountability that
helps the board as a whole and board members as individuals take their roles and responsibilities
seriously. The chair is the lead partner with the ED/CEO in setting the context for the board’s work, and
a strong partnership between the two is critical for a nonprofit’s effectiveness.
© 2007 N.C. Center for Nonprofits
Continued on next page Æ
Board Composition
•
The make-up of a nonprofit board should reflect a variety of perspectives of a diverse group of
stakeholders in the community (e.g., representatives from under-represented constituencies, those the
nonprofit serves, young people). Board members should be informed about the organization’s cause and
trusted by those the organization serves.
•
While North Carolina law requires only one person to be on a nonprofit board of directors, this is not a
recommended practice. The size of the board should be based on what is needed for the particular board
to do its work effectively and efficiently, taking into account the need for an appropriate mix of skills,
backgrounds, perspectives, and business and civic roles within the community.
•
To encourage new ideas and the highest levels of commitment and energy, term limits for board members
are strongly recommended. Identifying and recruiting new board members who are knowledgeable
about and committed to the nonprofit’s mission is an ongoing process and a critically important aspect of
effective governance.
Board and Staff Relations
•
While the ED/CEO reports to the board as a whole, most organizations consider him or her an equal
partner in leading the organization. All decisions about the hiring, promoting, and firing of other staff are
the responsibility of the ED/CEO and not of the board of directors.
•
The board decides the particular salary of the ED/CEO, but it does not set specific salaries for any other
positions. The board should set the salary ranges for the other positions, and the ED/CEO should then
decide the particular salaries for other staff within those ranges.
•
If board members try to micromanage the organization, it may be because of a lack of clarity about the
issues for which their special expertise, skills, and perspectives are needed. High-performing boards need
to be engaged in discussions and decisions that make the best use of their time, talent, and expertise.
Board Resources
•
•
•
•
•
•
•
•
Board Café, www.boardcafe.org
BoardSource, www.boardsource.org
Board and Staff Helpline, a confidential service for organizations that are Members of the N.C. Center for
Nonprofits. Members can also access hundreds of Frequently Asked Questions on the website. Visit
www.ncnonprofits.org/infocenter.asp or www.ncnonprofits.org/askthecenter.asp.
BoardNet USA (for recruiting board members), www.boardnetusa.org
CompassPoint Nonprofit Services, www.compasspoint.org
Free Management Library, www.managementhelp.org
Internal Revenue Service (IRS), www.irs.gov/charities/index.html
N.C. Center for Nonprofits, www.ncnonprofits.org. To join, visit www.ncnonprofits.org, or call 919/790-1555,
ext. 100.
NonProfit Connections and the N.C. Center for Nonprofits have created a close partnership to provide a seamless
continuum of support services to Winston-Salem/Forsyth County nonprofits. These partners work closely
together to ensure that services to local nonprofits tap all existing statewide and local resources and avoid
duplication and the waste of resources. Visit NonProfit Connections at www.nonprofit-connections.org (or call
336/703-3029) and the N.C. Center for Nonprofits at www.ncnonprofits.org (or call 919/790-1555, ext. 100) to learn
more.
© 2007 N.C. Center for Nonprofits
Best Practices
for Executive Directors and Boards
of Nonprofit Organizations
The following document on best practices was developed from a highly-successful training program called
MATRIX* that was conducted in 1999 and 2000 for 12 youth-serving agencies in Whatcom County. Funding for
the program was provided by the Stuart Foundation and administered through Whatcom Community Foundation.
In an effort to extend the reach and effectiveness of the MATRIX program, the Whatcom Council for Nonprofits
has adopted this enhanced version of the MATRIX best practices as the foundation of our technical assistance
program planning. WCN encourages Whatcom County nonprofits to use this document as a tool in strategic
planning and evaluation of their organizations.
Contents
I.
Board of Directors/Governance …………………………………………………………………………………… Page 1
II.
Human Resources Management ………………………………………………………………………………….. Page 6
III.
Financial Management ……………………………………………………………………………………………….. Page10
IV.
Strategic Planning ……………………………………………………………………………………………………. Page 14
V.
Collaboratives/Partnerships ………………………………………………………………………………………. Page 17
VI.
Outcomes and Quality Improvement ………………………………………………………………………….. Page 19
VII.
Information Technology Management………………………………………………………………………… Page 23
VIII.
Fundraising……………………………………………………………………………………………………………….. Page 26
IX.
Marketing ………………………………………………………………………………………………………………….. Page 28
*The first seven best practices were developed and are copyrighted by
Community Impact Consulting as part of the Matrix project, implemented now in
over 10 sites, and permission has been gi …
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