| The board of directors is the governing body of a | | | | Prospective board members should have a complete |
| nonprofit organization. The board votes on high critical | | | | and clear understanding of what is expected of them |
| issues facing your ministry, sets organizational policies | | | | before they are proposed for election. It is best to |
| and procedures, hires and evaluates key leadership | | | | create a job description for board members and for |
| staff, and assumes the fiduciary responsibility for the | | | | board officer positions. The job description should |
| organization. Board members are generally not | | | | explain meeting responsibilities, giving requirements, |
| nonprofit experts but they need to at least have | | | | and other responsibilities. |
| enough knowledge of nonprofits t fully understand | | | | It is also to cast a broad net when recruiting board |
| their responsibilities. They approve operating budgets, | | | | members. Do not be limited by existing friends, |
| establish long-term plans, review and adjust mission | | | | acquaintances, and associates. Be sure to try and |
| and vision statements, approve new programs, and | | | | represent the various constituency groups within |
| carry out fundraising activities. | | | | your community or service areas. Business |
| Finding board members who can adequately meet | | | | professionals, law enforcement, government officials, |
| their responsibilities can prove to be a difficult task. A | | | | banking executives, and other nonprofit leaders all |
| good board member first and foremost should have | | | | have the potential to serve a ministry well. If you are |
| an interest in the organization's purpose and fully | | | | a national ministry you will want to recruit board |
| embrace the mission and vision of the organization. | | | | members nationally rather than from a limited |
| They should be comfortable working in the | | | | geographic scope. |
| community and be in a position to make financial | | | | Whenever possible, seek out the advice of local |
| contributions to the organization. They should also be | | | | foundations, funding sources, and those with whom |
| sufficiently networked as to be capable of finding | | | | they are likely to be connected. Foundation staff, |
| others who will contribute financially to the ministry. | | | | banking executives, investment brokers, United Way |
| Often the most effective board members are people | | | | officials, and government officials will all have a pulse |
| in prominent positions in the community. These | | | | on the nonprofit community that may not be visible |
| individuals lend their credibility to the ministry and can | | | | to the public. |
| often attract interest, excitement and prestige to | | | | Executive directors and board officers of established |
| the organization. Other board members may be | | | | nonprofit ministries in your community may be willing |
| selected for the specific expertise and experience | | | | to share advice on who to contact and can also be |
| that they bring to the board. For example, they may | | | | invaluable in providing cautions about potential board |
| be experts in nonprofit organizational functions or | | | | members who may be more trouble than they are |
| have expertise in areas such as nonprofit law or | | | | worth. |
| accounting. | | | | |