Board Member-Treasure

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Board members have three legal duties: 1) the duty of Diligence or Due Care,
2) the duty of loyalty to the organization, and 3) the duty of Obedience to the
Law, to make sure that the organization is always operating in compliance
with the law. In our training sessions for Board members and staff, we explain
the details of what each of those duties means, and also explain and discuss
the practical responsibilities of Board members.
No Board member is responsible for individually fulfilling the following
responsibilities; it is the job of the Board as a whole, working in collaboration
with the organization’s workers, whether they are volunteer workers,
contractors or paid employees.
Further, in performing their duties Board members have the right to rely on
the advice, information, and assurances of the organization’s officers, staff,
advisers, bookkeepers, accountants, attorneys, and other advisers.
Following is a "Job Descriptions" for members of the Board of Directors.
I. RESPONSIBILITIES OF THE BOARD OF DIRECTORS:
1. Determine the organization’s mission and objectives and see that the
organization’s programs accomplish its mission.
2. Select and hire the Executive Director, set the Executive Director’s
compensation and benefits, support and supervise the work of the Executive
Director and conduct regular performance evaluations.
3. Determine, monitor, evaluate, and refine the organization’s programs.
4. Ensure effective strategic planning for the future.
5. Approve the organization’s budget and expenditures.
6. Exercise financial oversight and see that proper financial controls are used,
proper records are kept and necessary reports are filed to minimize the risk of
theft or embezzlement of the organization’s funds and assets.
7. Ensure that adequate funds and resources are available for the organization
to accomplish its mission and objectives.
8. See that financial assets and non-financial resources are managed
effectively.
9. Establish the organization’s formal policies, review them regularly and
improve them as needed.
10. Review and approve personnel policies, monitor their application, and hear
grievances involving the Executive Director.
11. Assist with Board development, including identification and recruitment of
potential new Board members, orientation, ongoing training of Board
members and assessment of Board performance.
12. Enhance the organization’s public image and connection with its community,
donors, members, and volunteers.

II. Optional Expectations for Board members to consider adding to this list:
1. A commitment and intention to serve on the Board for at least 2 years.
2. Attend at least four Board meetings per year, which should include at least
one meeting per quarter that will last at least one and one-half to two hours.
3. Participate and show commitment to Board activities.
4. Willingness to serve on a board committee as needed, which could include:
Program committee Public Relations
Fundraising Finance
Board Development
5. Attend an annual Board retreat.
6. Represent the nonprofit to the public, the business community, and the
community as needed.
7. Make a personal donation of an amount that is significant to the individual

Financial management and/or oversight. A Treasurer may manage or oversee the management of the financial affairs of the organization, often including such basic tasks as selecting a bank, reconciling bank statements, and managing cash flow. In some organizations, the Treasurer may also be responsible for investing funds consistent with applicable laws. The Treasurer should be knowledgeable about who has access to the organization’s funds and any outstanding bills or debts owed. The Treasurer should create and maintain systems for ensuring the organization’s ongoing solvency and oversee the development of the organization’s financial policies. Helpful policies to consider include check signing authority, expense reimbursement, credit card usage, and petty cash policies, if applicable.

Budgets. The Treasurer may be responsible for preparing, or facilitating the preparation of an annual budget, as well as regularly monitoring and comparing the actual revenues and expenses incurred against such budget. The development of a budget that supports the organization’s goals and drives decision-making is an important part of an organization’s success in effectuating its mission. The budget should be reviewed and approved by the board, however, the Treasurer should be prepared to explain and justify the document.

Reports. The Treasurer should have thorough knowledge and understanding of the organization’s financial reports and important financial ratios. The Treasurer should keep the board apprised of key financial events, trends, and concerns, and her assessments of the organization’s fiscal health. The Treasurer is also generally responsible for completing or ensuring the completion of, required financial reporting forms (including the IRS Form 990) in a timely manner and making these forms available for the board’s review.

Financial Liaison. A skilled Treasurer should be able to translate financial concepts and information for board members who do not have financial backgrounds or substantial financial experience. The Treasurer should spend time learning the particulars of the organization’s finances and the applicable laws, which may include laws related to earned income, unrelated business income tax, appropriate expenditures, and prudent investments. The Treasurer can be most effective to the board when she is facilitating and encouraging the board’s strategic thinking about the short and long-term financial vitality of the organization in relation to its advancement of the organization’s mission.