The post Tips for Recruiting Members for a Diverse and Inclusive Board appeared first on Foundation for Shared Impact.

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Read this resource written by Joan Garry to learn more about why organizations set up an advisory board, when an advisory board can do more harm than good, who should serve on your advisory board, and how to create an advisory board that can help your organization.

The post Who Should Serve on Your Advisory Board? appeared first on Foundation for Shared Impact.

Read this resource written by The Diligent team to learn more about the role of a nonprofit advisory board and how you can develop one for your organization.

The post What Is the Role of a Nonprofit Advisory Board? appeared first on Foundation for Shared Impact.

Read below if you cannot access above

What are the basic responsibilities of nonprofit boards?
By: BoardSource
Ten Basic Responsibilities of Nonprofit Boards

1. Determine mission and purpose. It is the board’s responsibility to create and review a statement
   of mission and purpose that articulates the organization’s goals, means, and primary
   constituents served.
2. Select the chief executive. Boards must reach consensus on the chief executive’s responsibilities
   and undertake a careful search to find the most qualified individual for the position.
3. Support and evaluate the chief executive. The board should ensure that the chief executive has
   the moral and professional support he or she needs to further the goals of the organization.
4. Ensure effective planning. Boards must actively participate in an overall planning process and
   assist in implementing and monitoring the plan’s goals.
5. Monitor, and strengthen programs and services. The board’s responsibility is to determine
   which programs are consistent with the organization’s mission and monitor their effectiveness.
6. Fundraise. One of the board’s foremost responsibilities is to secure adequate resources for the
   organization to fulfill its mission.
7. Protect assets and provide proper financial oversight. The board must assist in developing the
   annual budget and ensuring that proper financial controls are in place.
8. Build a competent board. All boards have a responsibility to articulate prerequisites for
   candidates, orient new members, and periodically and comprehensively evaluate their own
   performance.
9. Ensure legal and ethical integrity. The board is ultimately responsible for adherence to legal
   standards and ethical norms.
10. Enhance the organization’s public standing. The board should clearly articulate the
    organization’s mission, accomplishments, and goals to the public and garner support from the
    community.

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This manual is a collaborative work between Foundation for Shared Impact (FSI) and Macquarie Group Limited. Special thanks to Carl Fernando, Timmy Ho, and Deeviya Prasad.

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Can’t access the above? Read an excerpt here.

How to Use this Manual

This manual is intended to be used as a guide to the creation of any organization’s board manual template. Some of the language may not be applicable to your organization, and you may want to consider adding sections and documents that are relevant to your organization. We encourage you to utilize the prompts (in blue and red font) to craft your own board manual. Prompts that are highlighted in blue are tips for your consideration, and red are explanations of what needs to be included in the section.

This manual is a collaborative work between Foundation for Shared Impact (FSI) and Macquarie Group Limited. Special thanks to Carl Fernando, Timmy Ho, and Deeviya Prasad.

Table of Contents (for your own manual)

1. Background and Legal Information 1
   • 1.1 Brief History or Fact Sheet 1
   • 1.2 Press Releases or Articles 1
   • 1.3 Relevant Legal Documents 1
   • 1.4 Meeting Minutes 1
2. Financial Information
3. Strategic Framework
4. The Board
   • Board Members’ Names, Bios and Contact Information 4
5. Board Responsibilities
6. Board Member Responsibilities
   • 6.1 Board Member Terms
   • 6.2 Time Commitment
     [Include meeting attendance requirements and meeting schedule]
   • 6.3 Financial Commitment
   • 6.4 Fundraising
   • 6.5 Committee Chair/Member Commitment
7. Board Committees
   • 7.1 Governance and Board Development Committee
   • 7.2 Fundraising Committee
   • 7.3 Finance Committee
   • 7.4 Program Committee
   • 7.5 Risk Management Committee
8. Policies
9. Organizational Information

The post Board Manual Template appeared first on Foundation for Shared Impact.

Take a look at more resources here.

The post Advisory Board Position Descriptions – Best Buddies appeared first on Foundation for Shared Impact.

Read this resource written by Boardable to learn more about the core responsibilities of nonprofit advisory boards and the best practices for advisory boards.

Take a look at our other resources curated for social impact organizations here.

The post Nonprofit Advisory Boards: What They Are and Why They Matter appeared first on Foundation for Shared Impact.

Read this resource written by BoardSource to learn how to determine if your board structure is working and the best practices for structuring your board.

Take a look at our other resources curated for social impact organizations here.

Can’t access the above? Read an excerpt here.

ARE YOUR BOARD COMMITTEES WORKING WELL?

1. Do your board members feel their participation in committees provides them with a way to contribute to the
   board’s work and use their expertise that regular meetings do not?
2. Are committee assignments distributed evenly across the board so that every member has a chance to be involved in committee work?
3. Do your board committees foster, rather than hinder, board-staff interaction and cooperation and deepen the board’s understanding of the issues that have an impact on the life of your organization?
4. Do all of your work groups have an objective? A life span?
5. Are any of your board members confused about your committees’ roles?
6. Are any of your committees duplicating another committee’s work or the staff’s work?
7. Has a standing committee that had important work to do in the past now completed its objective and taken on work that may not have been sanctioned by the board to occupy its time?
8. Does your board have so many committees that your board members are being stretched thin and having to attend too many meetings?
9. Are there committees that are too large or too small to be effective?
10. Are there standing committees that could be turned into task forces with a specific objective to be accomplished within a specific time frame?
11. Are your board committees focused on policy and strategic work? Or are they involved in operations, which is usually the
    staff’s responsibility?
12. If you have an executive committee, are all board members comfortable with the role it is playing? Does anyone feel the committee is acting in place of the board?

The post Are Your Board Committees Working Well? Revisiting Board Structure appeared first on Foundation for Shared Impact.