Management of Not-For-Profit Organizations 472.31 3 Fall 2014.
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Transcript of Management of Not-For-Profit Organizations 472.31 3 Fall 2014.
![Page 1: Management of Not-For-Profit Organizations 472.31 3 Fall 2014.](https://reader034.fdocuments.us/reader034/viewer/2022051819/551b3d83550346d41a8b553b/html5/thumbnails/1.jpg)
Management of Not-For-Profit Organizations
472.313
Fall 2014
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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
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Group Projects
Tentative Decisions
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Boards
have numerous functions₋ some more important than others
• the legal entity held accountable• governance
₋ goals₋ policies₋ managers
• reconciling conflict
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Board's Job
• 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
pg 131-134
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Board Competencies
• contextual • interpersonal • analytical • political• strategic
pg 141
“skills required”
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Model Board StructureMembers
Board
elect
ChairSecretary Treasurer
Executive Committee
Finance CommitteeNominating Committee
Program CommitteeFundraising Committee
Personnel Committee
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Model ResponsibilityMembers
Board
delegate
Executive Director
direct
Staff
manage
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Model AccountabilityMembers
Board
Executive Director
Staff
report
report
report
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Board's Member's Job
• 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
pg 134-136
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Board's Member's Job
• 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
pg 134-136
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Board Evaluation
an effective board1. organizes itself efficiently & effectively2. attracts able people to the board table3. prepares these people to serve as board members4. helps them work together5. focuses on the important issues & questions6. engages board members attention & commitment7. employs board members' time well8. evaluates and develops its own performance
pg 140
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Board Development pg 141-154
define the work;design the board
recruit &select
members
build member capacity
build the
team
ensure strategic
focus
engage members to do
the work
conduct effective meetings
ensureaccountability
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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
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Board “fiduciary responsibilities”
• treat the resources of the organization as a trust• resources used in a manner that is
₋ reasonable₋ appropriate₋ legally accountable
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Board Processes
Meetings• Board• Committee• Annual
Paper• Agendas• Minutes• Correspondence• Annual reports• Bylaws• Government documents
₋ Articles of incorporation₋ Annual CRA submission
• Policies
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Group Projects
Decisions