Board Member
| Our board | 1. Determine the organization’s mission and purpose. A statement of mission and purpose should articulate the organization’s goals, means, and primary constituents served. It is the board’s responsibility to create the mission statement and review it periodically for accuracy and validity. Each individual board member should fully understand and support it. 2. Select the chief executive. Boards must reach consensus on the chief executive’s job and undertake a careful search to find the most qualified individual for the position. 3. Provide proper financial oversight. The board, in order to remain accountable to its donors and the public, and to safeguard its tax-exempt status, must assist in developing the annual budget and ensuring that proper financial controls are in place. 4. Ensure adequate funding. One of the board’s foremost responsibilities is to provide adequate funding for the organization to fulfill its mission. The board should work in partnership with the chief executive and development staff, if any, to raise funds in the community. 5. Ensure legal and ethical integrity and maintain accountability. The board is ultimately responsible for ensuring adherence to legal standards and ethical norms. Solid personnel policies, grievance procedures, and a clear delegation to the chief executive of hiring and managing employees will help ensure proper decorum in this area. The board must establish pertinent policies and adhere to provisions of the organization’s bylaws and articles of incorporation. 6. Ensure effective organizational planning. As stewards of the organization, boards must actively participate with the staff in an overall planning process and assist in implementing the plan’s goals. 7. Recruit and orient new board members and assess board performance. All boards have a responsibility to articulate and make known their needs in terms of member experience, skills, and many other considerations that define a balanced board composition. Boards must also orient new members to their responsibilities and the organization’s history, needs, and challenges. By evaluating its performance in fulfilling its responsibilities, the board can recognize its achievements and reach consensus on which areas need to be improved. 8. Enhance the organization’s public standing. An organization’s primary link to the community, including constituents, the public, and the media, is the board. Clearly articulating the organization’s mission, accomplishments, and goals to the public, as well as garnering support from important members of the community, are important elements of a comprehensive public relations strategy. 9. Determine, monitor, and strengthen the organization’s programs and services. The board’s role in this are is to determine which programs are the most consistent with the organization’s mission and to monitor their effectiveness. 10. Support the chief executive and assess his or her performance. The board should ensure that the chief executive has the moral and professional support he or she needs to further the goals of the organization. The chief executive, in partnership with the entire board, should decide upon a periodic evaluation of his or her performance. |
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| Position | CSNDC Board member is expected to know the organization’s mission, policies, programs, and needs, serve as active advocates and ambassadors for the organization and fully engage in identifying and securing the financial resources and partnerships necessary for the organization to advance its mission leverage connections, networks, and resources to develop collective action to fully achieve the organization’s mission. Help identify personal connections that can benefit the organization’s fundraising and reputational standing, and can influence public policy prepare for, attend, and conscientiously participate in board meetings and participate fully in one or more committees. |
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| Desired skills *required |
Accounting, Business Development, Finance, Fundraising, Legal, Management |
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| When | Monthly second Wednesday of each month |
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| Where | At CSNDC/virtual |
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| Commitment | 3 to 5 hours/month |
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| Donation | Organization strives for 100% board giving, but have no strict guidelines around financial contributions. |
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| Requirements | 1. Attend at least 9 board meetings/year 2-2 ½ hours per month 2. Participate in at least one committee 2-2 ½ hours per month 3. Participate in ad hoc board committees 2-15 hours per year (e.g. organizational development, strategic planning, etc.) 4. Participate actively in the annual retreat One day (5-7 hours per year) 5. Participate in fundraising for the agency ad hoc, 2-4 hours per year |
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| On-boarding | The new Board member is placed in Orientation, assigned a Board “Buddy,” established a Board Profile, and checked on in 30 days to see how things are going. The Board “Buddy” is assigned to the new Board member for a period of 90 days to help the new member become situated and answer any questions or concerns. |
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| Our mission | We build a cohesive and resilient community in Codman Square and South Dorchester, develop affordable housing and commercial spaces that are safe and sustainable, and promote economic stability for low and moderate income residents of all ages. |
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| Causes |
Education, Environment, Life Skills, Poverty, Social Justice & Equality
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