Post on 17-Jun-2020
transcript
BoardofDirectorsRoles,Responsibilities
and501(c)(3)Operations
BillMieleADA
OrganizationandDevelopment
WashingtonSecretaryofStateOffice: sos.wa.gov
* WashingtonNonprofitHandbook* CharityandNonprofitBoardServiceinWAState* NonprofitFinanceandAccountingforBoardMembers* StatewideNonprofitResourceDirectory-501Commons
Resources
LittleLeagueInternationalOnLine:littleleague.org
* LittleLeagueOperatingPolicies* SampleLittleLeagueConstitution
EachCharteredLittleLeague:* LeagueConstitution* LeagueBylaws
Resources
LittleLeague-ThemanagementofthepropertyandaffairsofthelocalleagueshallbevestedintheBoardofDirectors.WAState-Theboardofdirectorsisresponsibleforsettingoverallprioritiesandensuringthatresourcesareusedwiselyinpursuitoftheorganization’smission.
RoleoftheBoard
“Acorporationexercisesitspowersthroughresolutionsandactsoftheboard.Generally,theboarddelegatestheday-to-dayresponsibilitiesofoperatingthecorporationtopaidorvolunteerstaffmembers.”Directorsmaynotactindividually.
TheRoleoftheBoard
Officersoperatetheorganizationonadaytodaybasis.President-”Presidesatleaguemeetingsandassumesfullresponsibilityfortheoperationofthelocalleague.”…...OtherofficersprimarilysupervisedbythePresident..Officersmayactindividually**
TheRoleofOfficers
Ideally,boardmembersshouldbepeoplewhoareinterestedingoverningtheorganizationnotinhands-onvolunteeractivities,andespecially,notinamanagementrole.
501Commons
AnIntrototheRoleoftheBoardFrom501Commons-BestPractices
LittleLeague:Officersareselectedfromamongelectedboardmembers.Allofficersmustbeboardmembers.
MostNonprofits:Boardmembersarenotofficersandofficersarenotboardmembers.
LittleLeagueBoardsVersus
MostNonprofitBoards
* Officer/BoardMemberroleconfusion
* Oversightfallsbythewayside-Finance!
* Meetingsbecomegroupmanagement
* LittleLeague/501crequirementsarenotmet
* Dysfunctionalbehaviorerupts
WhatcangoWrong?
* ChildSafety
* SoundFinances
* GameIntegrity
* LeagueGrowth
TheBigFourforBoards
AttheFirstTwoBODMeetings:
* ReviewBODandeachDirector’sresponsibility* ReviewOfficerjobdescriptions* AppointFinance/AuditandNominatingCommittee* DevelopBODoversightlistandreviewdates* DirectorscompleteBackgroundCheckandConflictofInterestDisclosureforms* Reviewandupdategoverningdocuments
OrganizingforaSuccessfulBoard
Thinklikeyourunacorporation—YouDo!* EmphasizeSoundFinance
1. BestPracticesFinancialControls2. NoLeagueDebitandCreditCards3. MonthlyAudits-AuditCommittee4. AnnualAudit-IndependentCPA5. FederalForm990-
SomeKeystoSuccessfulLeagueOperations
* Oneofficerposition=Oneperson..No“Co’s”…
* PayattentiontoRiskManagement* Becarefulhowyousetthequorumformembermeetings.* Smallerboardsworkbetter.* Takeselectionoffutureboardmembersseriously.
* Takeactionondirectors/officerswhoarenotperforming.* Donotaccommodatedisruptivebehavior.
SomekeystoSuccessfulLeagueOperations
BeforetheMeeting:* Decidewhowillattendthemeeting
* Setobjectivesformeetingandeachtopic
* Specificagendawithtimelimitspertopic
* Distributematerialsforreview/action* Assignpreparationworkandpresentations
BetterBoardMeetings
WrittenAgenda:* SeparateBODbusinessfromOfficerbusiness
* ListBODoversightitemsforthemeeting
* MonthlyFinancialreport* BriefBODtraining/informationsessiononleague
operations
BetterBoardMeetings
TheMeeting:* StayOnTopic* StayFocusedonObjectives* StayOnTime* Shutdown‘Monopolizers’* Stateactionforeachtopicdiscussed
BetterBoardMeetings
AftertheMeeting:DetailedMinutes* Attendance* Resultsofallvotes* ResultsofBODreviewitems* ActionsanddecisionstheBoard* Directionsissuedtoofficers* Itemsforaction/follow-up
BetterBoardMeetings
BoardofDirectorsNutsandBolts
“BoardmembersofWashingtonstatenonprofitorganizationsmustdischargetheirdutiesingoodfaith…...............andwiththecarethatanordinarilyprudentpersoninalikepositionwouldexerciseundersimilarcircumstances”
(CharityandNonprofitBoardServiceinWAState-QuickGuide)
DutiesandResponsibilitiesofEachBoardMember
Generally,eachboardmemberhasthreeduties:* DutyofCare* DutyofLoyalty* DutyofObedience
DutiesandResponsibilitiesofEachBoardMember
Exercisereasonablecarewhenheorshemakesadecisionasastewardoftheorganization.* ActivelyParticipateinmeetingsoftheboard* Beinformedonthebooks,recordsandoperations* Protectassets-protect,preserve,investandmanagethecorporation’s
assetsconsistentwiththeorganization’smissionandlegalrequirements.* Investigatewarningsorreportsofofficeroremployeetheftor
mismanagement.
DutyofCare
Aboardmembermustgiveundividedallegiancewhenmakingdecisionsaffectingtheorganization.Eachdirectormust:* ConflictofInterest-Avoidactualandpotentialconflictsofinterest.
* Confidentiality-Treatallinformationtheyreceiveorhaveaccessto,includingboardconversationsanddeliberations,asconfidential.
* CorporateOpportunity-Notdivertorganizationopportunitiesfor
personalgain.* LoansandSelf-dealing-nonprofitcorporationsmaynotmakealoantoa
boardmemberortheboardmember’sfamilymembers.Directorsmaynothaveanyadvantagesnotavailabletomembers.
DutyofLoyalty
EachDirectormust:
* ComplywiththeOrganization’sMission* ComplywiththeLaw
* ComplywithGoverningDocuments
DutyofObedience
BestPracticesRecommendation-aqualifiedcandidatefortheboardisanindividualwho:* Isamemberofyourleague* Isnotengagedinthepromotionoroperationofanyotherbaseballor
softballprogram* Isfullyappraisedofthedutiesandresponsibilitiesofadirector.* Iswillingtosignaboardofdirectorscommitmentletter* Isabletopassacriminalbackgroundcheck* Acknowledgesyourleague’sconflictofinterestpolicyinwritingandmakes
writtendisclosureofallpotentialconflictsofinterest.
BoardMemberQualifications
Framework* TheBoardestablishestheframeworkfortheorganizationandcreatesandupdatesthemission
statement.* Defineswhatbenefits(orendresults)theorganizationisprovidingtowhomandwhatitwillcostto
deliverthem?* Determineshoworganizationalperformancewillbemeasured.Direction* TheBoardsetsthedirectionfortheorganization.* Setsgoalsandapprovesandmonitorsthestrategicplan* Developsorganizationalpolicies,includingthepoliciesthatgovernhowtheboardwilloperate.
Accountability* TheBoardofDirectorsisresponsibleforthebehaviourandperformanceofboardmembersandthe
executive.* Establishesthecodeofethicsfortheboardandorganization,includingpoliciesrelatedtoprivate
inurementandconflictofinterest,andsetsthetonefororganizationalbehavior.* Monitorsfinancialandoperationalperformance.* Servesasthelastcourtofappealwithintheorganization.* Selectsanauditorandreceivestheauditreport.
GoodWillandSupport* TheBoardofDirectorsrepresentstheorganizationtotheoutsideworldandprovidessupportand
counseltotheexecutivedirector
Pointsfrom501Commons
Somepointsfrom501Commons
RoleoftheBoardBestPractices