Governance Committee Recommendations to Wild Ones Board,August 17, 2012

Recommended Types of Committees

Two Types of Long-term Committees, called . . .

  • Permanent Committees–Committees that are defined in the organization’s bylaws. Examples: Executive Committee is currently described in the Bylaws. The Finance Committee and another could be as well if bylaws are changed.
  • Standing Committees – Those that an organization uses on a continual basis. Can be established by board policy manual or established by custom. Examples: Membership Committee, Governance (or Board Development) Committee, Fund Development Committee, Communications Committee.

Multiple Short-term/Temporary Committees, called . . .

  • Ad Hoc Committees – Formed when needed and dissolved when the task/project is done. Examples: Nominations Committee, Bylaws Committee, Strategic Planning Committee.

Recommended Committee Procedures

  • Permanent and Standing Committees deal with policies and strategies; they focus on issues that help the board carry out its responsibilities.
  • Permanent and Standing Committees should have a board member as a chair or co-chair, as well as 1 to 2 other board members as part of the committee.
  • Standing Committees’ tasks, chairs and members should be current and on a document available (in a specific location in the Guidebook) to the rest of the board.
  • Standing and Ad Hoc Committeesare formed by a decision of the board. The committees should outline their proposed goals/tasks and plans of action for board approval.
  • Ad Hoc Committees can be chaired by non-board members. The chair or co-chair must be Wild Ones members.
  • The board President can appoint committee chairs. Committee chairs and committee members can be recommended by other board members or the Executive Director.
  • The board should approve the formation of a committee and the chair of the committee.
  • Wild Ones members with particular expertise, skills, or interest who are not board members may be on any committee.
  • A committee speaks to the board, not for the board.
    (Exception: the Executive Committee, but only with authority as described in the bylaws.)
  • No proposal may be brought to the general membership or chapter presidents before the board has reviewed and approved the proposal.
  • Committee chairs are responsible for submitting to the President and Executive Director a report in a standard reporting format detailing the committee’s actions and proposals. This report is due a minimum of 10 days prior to each quarterly board meeting.
  • Committee tasks/goals should be reviewed by the whole board at least once per year. Inactive committees that are not Permanent Committees should be dissolved and reactivated for a specific purpose by a board decision.

Background Information

The following pages provide background for the Governance Committee’s recommendations (section A, Board Source information), specific Committee recommendations for effective governance (section B), and recommendations for the committees to consider establishing for next year (section C).

A. Committee Information from Board Source

The following is from The Non-Profit Board Answer Book: a Practical Guide for Board Members and Chief Executives, by Board Source (published by Jossey-Bass, 2007, pps. 3-4). It is presented here as background.

Ten Basic Responsibilities of Nonprofit Boards

  1. Determine the organization's 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 a consensus on the chief executive’s responsibilities and undertake a careful search-and-selection process to find the most qualified person for the job.
  3. Provide proper financial oversight. The board may assist in developing the annual budget, regularly review financial statements, and ensure that proper financial controls are in place.
  4. Ensure adequate resources. One of the board’s foremost responsibilities is to ensure that adequate financial resources exist for the organization to fulfill its mission.
  5. Ensure legal and ethical integrity and maintain accountability. The board is ultimately responsible for seeing that legal standards and ethical norms are respected.
  6. Ensure effective organizational planning. Boards must actively participate in an overall planning process and assist in implementing and monitoring the plan’s goals.
  7. Recruit and orient new board members and assess board performance. All boards have a responsibility to articulate prerequisites for candidates, orient new members, and periodically and comprehensively evaluate their own performance.
  8. Enhance the organization’s public standing. The board should clearly articulate to the public the organization’s mission, accomplishments, and goals and garner support from the community.
  9. Determine, monitor, and strengthen the organization’s programs and services. The board must determine which programs are consistent with the organization’s mission and monitor their effectiveness.
  10. Support the chief executive and assess his or her performance. 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.

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Rept Governance Cmte 8/17/2012