Rockport-Fulton is committed to the highest standards of nonprofit organizational governance. Consistent with that commitment, the board of directors engages in an annual process of self-assessment and evaluation that also serves to help set priorities for the nomination of new board members. The board has adopted a two-part self-evaluation process. The first part of the evaluation considers how the board functions as a whole. The second part of the evaluation involves a review of the performance of individual board members. The completed evaluation surveys are reviewed by the full board during the October board meeting. Sample obtained from the U.S. Chamber of Commerce Accreditation Best Practices resource page.
Jan Masaoka, former director and editor-in chief, Blue Avocado; CEO, California Association of Nonprofits, asserts that boards and board members don’t get credit for some important work they do without even realizing they are doing it. This article lists 10 things boards do right.
Good governance should be celebrated. It represents a significant achievement, one to recognize and reward. The gratification of contributing to a productive board that enables an organization to advance its mission is reward in itself, but those responsible for making it happen deserve a medal. The formula for effective governance boils down to six essential ingredients.
This guide from the Robert C. Harris NonProfit Center shares tips for the Board President, including: 1) mission drift, 2) governing docs, 3) strategic direction, 4) board orientation, 5) transparency, 6) authority (who speaks), 7) executive sessions, 8) maintaining focus, 9) president's message (turn it in on time!) and 10) policies.
This document contains a format for an effective dialog between the income board chair/president and the chief staff person. It includes 15 questions to discuss and is formatted so key issues are not overlooked.
This chart helps to clarify the distinct duties of the president-elect, president, and immediate past-president.
This document contains a schedule of Board meeting content for the year. It outlines the necessary discussions required by the bylaws and also indicates when there will be guest speakers.
This board job description outlines the time expectations and obligations of a Chamber Board Member. The function of a Longview Chamber Board Member is to serve as a voting member of the Board of Directors for the Longview Chamber, developing policies, procedures and regulations, monitoring financial performance and the Chamber’s programs.
This nomination form is completed by prospective new Board members and by those who wish to serve on Chamber committees. Includes a summary of Board member responsibilities.
This form is used to nominate individuals to serve on the Board of Directors. Four Chamber Board of Directors and two alternates will be elected to serve on the Chamber Board of Directors for a term of three (3) years beginning April 1, 2015. Each Chamber member is entitled to nominate four different candidates for consideration by the election committee. The six nominees receiving the most nominations will be on the ballot for election at our annual meeting which is Thursday, March 12, 2015.