Board Member Job Description and Application
THANK YOU for your interest in helping to get youth outdoors! We are excited to potentially partner with you!!!
About the WYLD Board of Directors
The Board of Directors has fiduciary, governance, and fundraising responsibilities for WYLD and is responsible for determining the overall strategic direction of the organization. The Board meets on a __quarterly__ basis. Board members are required to participate with reasonable exception for all meetings. Members are responsible for attending meetings and familiarizing themselves with all documents and reports presented before the meeting. Also, Board Members are asked to participate with various committees, which require additional meeting attendance. We do not want meeting attendance to be a barrier to members being on our board. We a reasonable attendance and/or a contribution in other areas, we are thrilled to have your support!!
Members’ terms are for __two__ years at a time and are renewable up to __four__ additional two-year terms, for a total of 5 two year terms or 10 years. The Board’s give and get policy states that the member must annually give at least $100.00 and get others to give at least $100. The individual’s contribution is due no later than January 15th each year, or 30 days after their official confirmation. Governing board members serve voluntarily and are not compensated.
Decision-Making Process and Responsibilities of the Board of Directors
The Board of Directors has full fiduciary responsibility and is responsible for the overall direction of the organization. They are ultimately responsible for the organization's policies and may delegate to the executive triad leadership team. The Leaders are responsible for carrying out the policies and directives of the Board of Directors.
Specific responsibilities for the Board of Directors include:
Determine 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.
Select the chief executive director(s) (triad currently in our case). Boards must reach consensus on the executive teams’ responsibilities and undertake a careful search to find the most qualified individual(s) for the position(s).
Support and evaluate and determine compensation of the Triad Staff Executive Management team (including Director (Operations & Development) - Chris Chandler; Garden and FrontCountry Program Director - Sonja Williams; Backcountry Director - Franchezska Zamora.) The board should ensure that the executive team has the moral and professional support they need to further the goals of the organization.
Ensure effective planning. Boards must actively participate in an overall planning process and assist in implementing and monitoring the plan's goals.
Monitor and strengthen programs and services. The board's responsibility is to determine which programs are consistent with the organization's mission and monitor their effectiveness.
Ensure adequate financial resources. One of the board's foremost responsibilities is to secure adequate resources for the organization to fulfill its mission.
Protect assets and provide proper financial oversight. The board must assist in developing the annual budget and ensuring that proper financial controls are in place.
Build a competent board. All boards have a responsibility to articulate prerequisites for candidates, orient new members, and periodically and comprehensively evaluate their own performance.
Ensure legal and ethical integrity. The board is ultimately responsible for adherence to legal standards and ethical norms.
Enhance the organization's public standing. The board should clearly articulate the organization's mission, accomplishments, and goals to the public and garner support from the community.
The Board may initiate and carry out any program or activity that is not in conflict with or inconsistent with any law. The Board may execute any powers delegated to it by law, and shall discharge any duty imposed by law upon it and may delegate to an employee of WYLD any of those duties. The Board, however, retains ultimate responsibility over the performance of those powers or duties so delegated.
In order to maintain active and effective oversight of the organization, the Board of Directors conduct regular meetings and may call meetings as the need arises. A majority of the voting directors then in attendance shall constitute a quorum. A quorum must be present in order for the Board of Directors to conduct any formal business. The Board regularly reviews WYLD’s financial statements in order to effectively provide oversight of the organization’s finances. As an added layer of internal fiscal controls, purchases made by staff members may be reviewed by designated Board members to ensure that purchases are legitimate, reasonable, and further the mission of the organization.
The Board of Directors may authorize a committee to make recommendations on specific issues and may also form advisory committees. The Board shall adopt and maintain policies and procedures regarding self-dealing, conflicts of interest, and an annual self-evaluation as a board whole.
How to Apply for the WYLD Board of Directors
To be considered for a position on the governing board of WYLD, please answer the following questions on a separate sheet of paper. Your answers to these questions must be submitted with a resume. WYLD’s contact information is as follows:
Board Member Recruitment Contact Person:
Sonja Williams, Director, (310) 569-4143, email@example.com
Mailing Address: P.O. Box 26171, Los Angeles, CA 90026
Applications can be submitted via email or mail at any time throughout the year. The Board will consider applications at their next regularly scheduled, often quarterly, board meeting.
Background Information (only if not on your resume):
·Name of Business & Title:
·Is the candidate familiar with WYLD’s programs and mission?
Questions to Answer:
1. Why do you want to be a member of the WYLD Board of Directors?
2. Have you been a member of a governing board before? If so, in what your role and level of
3. How will WYLD benefit from your participation? How do you think we could best take
advantage of your expertise?
4. Who can we contact as references? Please provide us with at least two professional references.
5. Please explain why you believe you are a qualified candidate for the WYLD Board of Directors.
6. Please share any relevant information about yourself that makes you a good candidate: (see above).
Please indicate your experience and expertise in the following areas by marking w/ an X :
Administrative / Management
Backpacking / Hiking
Environmental / Experiential Education
Financial Management / Accounting
Gear / Retail
Human Resources/ Professional Development
Military Experience / Relation
Youth Development / Programs
Directorships and Affiliations:
Boards and Responsibilities (or positions)
Other Affiliations (Business, Clubs, other Organizations)
- Program Management
- Executive Admin
- Donor Management
- Business Development & Sales Management
- Community Outreach
Good Match For
Requirements & Commitment
- Background Check
- At least 6 meetings / fundraisers per year