A.  Effective Practices

The Board should have:

1. A thoughtful nominations and recruitment process including orientation plan for new members.  Individuals should be asked, not organizations (ie: no designated seats).
2. A  committee structure that reflects a long-term strategic plan.
3. A rotation plan for Board service.  Ensuring limited terms ensures the Board’s ‘freshness’.  Usually terms are for three years and no more than two consecutive terms are permitted.
4. A process for periodic evaluation of Board performance and removal of unproductive members.  

B.  Characteristics of an Effective Board

1. Appropriate small size.
2. Every board member accepts every other board member with an appreciation of her/his strengths and a tolerance of her/his weaknesses.
3. Board members are comfortably familiar with one another and members have an awareness and appreciation of each other's viewpoints and backgrounds.
4. Members who are concerned with specific issues take the lead in proposing or making decisions.
5. An executive committee that facilitates effective decision making on the part of the board as a whole
6. Each person’s contribution is recognized as the Board uses the strengths and expertise of individual members.
7. The board has a sense of being rooted in a tradition and of providing continuity for an organization that has been and continues to be important. The board is aware of the need to be innovative and is challenged to meet its mission.
8. The attitude of the board is forward looking and is based on expectations of growth and development.  This includes an effective nominating committee.
9. Board members have clearly delineated responsibilities.  Each member is clear about what is expected of him/her.
10. Board members can communicate easily with each other and stay connected.
11. Board members believe that the whole board is more important than any of its parts.
12. Board members have the capacity and willingness to surface and resolve conflicts.  Board members then keep those conflicts in the perspective and strive to work for the greater good of the organization.
13. Board members accept and conform to a constructive code of behavior.
14. Board members are committed to the mission of the organization and are willing to take a coal stand on behalf of the organization.
15. The board has at least a few members who genuinely care about the organization and act on their commitments.

C.  Roles and Responsibilities of Board Committees

Bylaws

• Reviewing present bylaws.
• Soliciting suggestions for changes/additions/deletions from staff and Board.
• Offering a written proposal to the rest of the Board for review.

PERSONNEL

• Reviewing present personnel policies regarding salaries, benefits, hours, and working conditions.
• Soliciting suggestions for changes/additions/deletions from staff and Board.
• Preparing proposed policies for Board vote.
• Updating/educating staff and Board about elected changes and preserving new version of policies in Board notebook.
• Conducting an annual performance review of the President.
• Serving as the search committee to employ a new President when needed.

LONG RANGE PLANNING

• Reviewing the organization’s mission statement annually.
• Monitoring progress on goals and objectives
• Semi-annually, identifying and reporting on any notable progress or problems to the rest of Board, as well as offering strategies for change. 
• Update environmental data and issue identification on a regular basis.
• Plan and host a “Long-range Planning Retreat”.

FINANCE/DEVELOPMENT

• Recommending policies for systematic and accountable fundraising.
• Recommending policies for applications for grants and reporting of expenditures to organization’s public, private, and foundation funding sources. 
• Reviewing the organization’s funding sources to ensure the integrity of the organization and its purposes.
• Preparing and recommending the annual budget to the Board (in conjunction with the Treasurer and President).
• Reports on the financial condition of the organization at each Board meeting.

NOMINATING

• Maintaining a current file on all current Board members, including annual assessments of attendance and performance.
• Nominating candidates for Board membership and Board offices.
• Recommending actions to Board of Directors in regards to any lax or inactive members.
• Planning Board orientation for new members (with aid of staff).

PUBLIC POLICY

• Formulating policies concerning the collective ownership, use, and release of data by the organization.
• Developing position statements on philosophical issues.
• Monitoring performance of Board and staff in reflecting position statements in their day-to-day work.

AWARDS

• Develop award program including application procedures, types of awards, publicity, and presentation.
• Reviewing nominations.
• Presenting recommendations to Board for vote
• Preparing awards announcement for publicity and notifying recipients.
• Making presentations at event (ie: Annual Meeting).

LOCAL COUNCIL DEVELOPMENT

• Ensuring that the Board has representation from local councils.
• Encouraging Board member involvement in their own local communities.
• Providing or coordinating technical assistance from organization to existing local councils.