Governance Part II
Once your
foundation is established and you have a clear mission statement with a vision
statement that guides you, the role of the board as a governing body becomes
evident. But what is that role? You have your vision and a specific mission
for the foundation, what does the board need to understand about its collective
and individual roles? What does the job
description include?
Planning
Every good
organization takes time to plan both for the long term and strategically. Spend time thinking about what you want the
foundation to have accomplished at the end of five years. What are the goals and objectives for this
year that will lead you to long term success.
Planning should be an ongoing process, with formal strategic planning at
least once a year. You should have
measurable plans. What events are you
going to have? Are these to raise money or to raise friends for the
foundation? Are you planning for how to
thank your donors and those who contribute to the success of the
organization? What are the programs you
have planned? Do these programs fall
within the mission of your foundation?
Staying mission driven is the key to good planning!
Cheerleader
Every board member
should be an enthusiastic advocate for the foundation. They should engage the boarder community in
the foundation’s work. Who are the
constituents that need to be kept informed?
The school community, certainly, along with parents, but are there
others on whom you depend for the success of your mission. Do you individually carry your enthusiasm so
it can become contagious, insuring that it infects others with your commitment
to the work of the foundation and the students that you serve.
Fiscal Steward
Good management of
finances is your responsibility! You
need to be accountable for the current needs, and plan prudently for future
growth and future needs. First—every
board member should give! Even a small
gift, if that is all you can afford, is important. You are responsible for securing the
resources that will make the project a success and that means contributing
yourself first and foremost.
In addition to your
personal gift, you should know the financial plan, the budget, how funds are
managed, how endowments are managed, and the safeguards against fraud or
malfeasance. You do not have to be a
financial wizard for this role. As
someone who makes a gift to the organization, you want to ensure that the funds
are secured, kept and managed safely. Do
not be afraid to ask what may seem like simple questions if you do not know the
answer.
Board Development
You don’t want to
be in the role forever. There should be
a balance between stability and constant rejuvenation. One way to ensure this to have board terms
that are long enough for stability, but that require everyone to roll off and
new blood to come on. While always
looking for new members, be sure there is a clear job description for the
board. What are the prerequisites for
potential new board members? Do you have
an orientation plan once you have elected people to the board? Is there a board grid that shows the age,
sex, race, professional background, and current committee assignments so you
can “fill gaps” that develop when older members move on? Do you have a buddy system, so new members
have someone they can comfortably go to with questions about their role and the
history that has preceded them. Board
development is an ongoing process. You
should always be looking to the future so the organization stays vital and
connected to the community you serve.
In the future we
will discuss some of the legal and ethical issues that every board faces.