Karant & Associates
3 Alveston Street, #1
Boston, MA 02130
617-983-9596
skarant@gmail.com
BOARD COMMITTEES
There are several reasons to have board committees.
1. Work is most efficiently done through committees.
2. Committees can deal more in-depth with an issue.
3. Committees can add to their resources by adding non-board members.
4. Committees are a good way to train new leaders.
The following standing committees make sense for most boards – but not all. Also temporary committees
can be created as needed. EACH COMMITTEE MUST SELECT A CHAIR.
1. Executive Committee has the authority to act on behalf of the board on all matters except the selections
of officers, amendments to the by-laws and charter, mission rewrite, incurring corporate indebtedness,
budget approval. (These are the responsibilities of the full board.)
This committee should oversee the work of the board committees, planning process, board support of the
Executive Director. It handles:
. matters that can't wait for a scheduled board meeting;
. matters referred by the board for study and resolution;
. issues generated by committees or the executive director;
. planning agendas;
. insuring the board fulfills its functions;
. monitoring the executive director.
2. Personnel Committee:
. evaluates personnel policies;
. evaluates the executive director and his/her salary;
. develops salary ranges for the staff;
. develops benefit packages for the staff;
. functions as a grievance committee.
3. Nominating Committee is responsible for insuring that the board is filled to capacity, has elected
officers, broadly represents the community served, and maintains a list of qualified people to be considered
for board membership.
The committee:
. helps the board determine desired board composition in terms of skills and diversity;
. identifies prospects, cultivates prospects and presents their recommendations to the board for a
vote;
. develops and oversees orientation of new board members;
. evaluates performance of board members;
. conducts yearly board self-evaluation;
. nominates board officers;
. identifies training needs for board members.
4. Fundraising Committee plans for the agency's fundraising, helps to educate the board on the need to
raise funds, and encourage the board to participate in raising funds. This committee works closely with the
Finance Committee and the fund-raising staff.
The committee:
. sets policies and guidelines for raising funds;
. reviews long-term and annual goals to set fundraising targets;
. works with staff and board to implement fundraising plan;
. solicits gifts;
. includes public relations and marketing as part of fund-raising strategies;
. procures in-kind equipment needed to run the hospital and the Center.
5. Finance Committee sets policies and monitors financial matters:
. overseeing current financial operations;
. monitoring expenses;
. planning for long-range fiscal policy;
. educating board on fiscal policy and reading budgets;
. establishing reasonable financial goals working with the Fundraising Committee and the staff.
6. Program/Operations Committee sets policies and assesses on-going operations by:
. monitoring and evaluating programs;
. developing policies;
. planning for future expansion or reduction of programs.
This committee must work closely with staff and must take care not to meddle in the areas better left to staff
management.
Committee Chairs are ultimately responsible for the committees' tasks through the active participation of
committee members, by:
. coordinating and guiding committee;
. reporting committee work at board meetings;
. ensuring committee members are doing their assigned tasks;
. planning goals, objectives and tasks for the year;
. planning meetings and recording meeting outcomes.
Other possible board committees
Other standing committees might include marketing and public relations. A temporary committee set up to
plan and run the process, as well as evaluate it usually coordinates strategic planning.
OFFICERS' DUTIES
Law requires that a nonprofit organization board include at least three officers: president, treasure and clerk.
Some have a vice-president as well. Officers are the board leaders, have the most responsibility in both
time and duties. These are not honorary positions.
President should be well respected by the board and staff, be familiar with the organization, have served on
the executive committee and have time to carry out his/her responsibilities. The person in this position is
the mediator for tensions that crop up and differences that must be resolved. Mutual respect and trust
between the President and the Executive Director are crucial to the successful operation of the board and the
organization.
Duties:
. Runs board meetings and executive committee meetings.
. Sets agendas for executive committee meetings with executive director.
. Sets agendas for board meetings with executive committee and executive director.
. Works closely with executive director to plan strategies and ensure that objectives and goals are being met.
. Keeps abreast of the organization's activities.
. Acts as outreach, public relations contact with the Executive Director.
. Keeps board members involved and productive.
. Appoints board committees and delegate tasks to board members.
. Serves as ex-officio member of all committees.
Vice President assists the board President as needed.
Duties:
. Actively participates at board meetings.
. Monitors committees where there is no participating board member (at the request of the President).
. Serves as the board President in his/her absence.
. Serves as member of the Executive Committee.
. Often next in line for board president.
Clerk keeps and maintains accurate accounts of official board business.
Duties:
. Keeps minutes of board meetings.
. Serves as member of the Executive Committee.
. Keeps minutes of Executive Committee.
Treasurer monitors, reviews and supervises the financial records to ensure that are in compliance with the
law.
Duties:
. Compiles accurate financial reports (monthly, quarterly, year-to-date, year-end) and make oral summaries
to board.
. Works with Executive Director to create yearly budget projections for board approval.
. Works with Executive Director to meet all financial reporting requirements.
. Monitors income and expenses.
. Serves as member of the Executive Committee and Finance Committee.
Relationship between Board President & Executive Director
They should have a close and cooperative working relationship to allow the effective and efficient use of
board and staff. To develop and keep such a relationship going, they should:
. Meet or converse weekly to discuss present and future issues and actions.
. Learn how to work together.
. Develop a feeling of trust and mutual respect.
If the board does not trust and does not work with the Executive Director,
he or she will leave.