User:Anthonyhcole/Boardsource

Ten Basic Responsibilities of Nonprofit Boards

 * Individual board members have no legal authority except when they make decisions as part of [...] the board itself. (p.7)
 * Your organization's bylaws should include a clear set of board responsibilities. (p.7)
 * The members of truly high-performing boards ask good and timely questions and are more strategic than operational in their work; they don't manage programs or implement their own policies. Smaller organizations, especially those where board members also volunteer in certain staff functions, should hire staff as soon as practical so the board can concentrate on governance. (p.8)
 * The ten basic responsibilities of nonprofit boards
 * Determine mission and purpose
 * Select the chief executive
 * Support and evaluate the chief executive
 * Ensure effective planning
 * Monitor and strengthen programs and services
 * Ensure adequate financial resources
 * Protect assets and provide financial oversight
 * Build a competent board
 * Ensure legal and ethical integrity
 * Enhance the organization's public standing

Determine mission and purpose
The board and management should periodically review the mission statement to ensure it is useful, honest, valid and current. The mission statement should articulate who the organization serves and explain what makes the organization distinctive by suggesting compelling reasons why individuals, foundations and corporations should provide financial support. The board is ultimately responsible for the mission statement. Still, before developing or revising the mission, wise chief executives and boards consult with the organization's stakeholders ... (p.11)

The board should periodically assess what the organization does to ensure it is not drifting away from its intended mission and purposes. (p.12)

Select the chief executive
Especially in large and complex organizations, board leaders should remain open to the idea of identifying, developing and promoting promising talent from within - and even encourage such thinking to promote a wider pool of candidates. On the other hand, the board should not conclude too quickly that internal promotion is not the only possible course of action. (p.17)

There is empirical evidence within [the for-profit] sector that [identifying and promoting successors to top management positions from within the enterprise] more often than not provides good results. (Citing Good to Great by Jim Collins; Harper Collins, 2001.) (p.16)