Development Committee Mandate: The Development Committee nurtures a culture of philanthropy throughout Housing Families and leads the Board’s participation in resource development and fundraising. The Development Committee supports Housing Families’ CEO and Development Staff to develop the organization’s fund development plan. The Committee proposes policies and develops plans, procedures, and schedules for board involvement in fundraising. The Committee helps educate the Board about the resources needed to realize the organization’s plans and fulfill its mission.

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Development Committee Mandate: The Development Committee nurtures a culture of philanthropy throughout Housing Families and leads the Board’s participation in resource development and fundraising. The Development Committee supports Housing Families’ CEO and Development Staff to develop the organization’s fund development plan. The Committee proposes policies and develops plans, procedures, and schedules for board involvement in fundraising. The Committee helps educate the Board about the resources needed to realize the organization’s plans and fulfill its mission. It familiarizes the Board with fundraising skills and techniques so that they are comfortable raising money. The Committee is the Board’s central source of information about the fundraising climate in general, and about the status of the organization’s fundraising activities in particular. The Committee plays a strong role in identifying, cultivating, and approaching major donors. The Committee asks for a minimum of one year commitment and expectation of fundraising $25,000 per individual per year. Responsibilities: ● Meetings will be held monthly and regular attendance is required of all members. ● The Committee will support Board Members in their fundraising efforts and help them leverage their network to financially support Housing Families. ● Actively engage in and solicit Board Members and volunteers to engage in all major development efforts, activities, and events. ● Support the Committee Chair and Board President in ensuring that all Board Members achieve their annual Give and Get. ● Support Housing Families’ CEO and Development Team in ensuring that the organization’s total development program is in concert with the organization’s strategic direction and needs. ● Support Housing Families’ CEO and Development Team in relationship building and stewardship of prospects, donors, and community partners. ● Develop long-term and annual fundraising plans that will generate the funds needed to meet the organization’s fundraising goal. ● In preparation for each FY budget, the committee will advise CEO and Finance Committee on the budget allocation for resources needed to carry out the annual fundraising efforts ● Establish subcommittees to carry out specific fund development activities and events as needed. ● Investigate new fundraising projects, activities, and ideas for possible use in the future. ● Supervise the functions of the sub-committees. ● Recruit new Committee members.

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The Board of Advisors is a committee of the Board of Boston Harbor Now, created to: ● encourage and foster the mission of the organization as ambassadors of Boston Harbor Now; ● provide input, expertise, resources, and knowledge on the strategy, programs, and fundraising efforts of the organization; and ● supplement the background of the Board of Trustees with specific skills,

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The Board of Advisors is a committee of the Board of Boston Harbor Now, created to: ● encourage and foster the mission of the organization as ambassadors of Boston Harbor Now; ● provide input, expertise, resources, and knowledge on the strategy, programs, and fundraising efforts of the organization; and ● supplement the background of the Board of Trustees with specific skills, networks, and experience needed by the organization to accomplish its goals. The Board of Advisors will support the work of Boston Harbor Now and provide mission-based leadership and will serve as ambassadors for the organization. Its composition is intended to represent the diversity of interests we serve as well as the expertise needed to accomplish our priorities. While day-to-day operations are led by the chief executive officer (CEO), the Advisor-CEO relationship is a partnership, and the appropriate involvement of the Board of Advisors is both critical and expected. Responsibilities As an advisor, you are required to ● Attend at least two meetings a year of the Board of Advisors and at least one other event ● Act as ambassadors for the organization, increase communications to and from influential people in the communities Boston Harbor Now serves, and act as a sounding board on areas of focus to Boston Harbor Now management staff and Trustees. ● Participate in at least one board committee, task force, or fundraising committee ● Make a financial contribution to the organization of at least $1,000/year ● Introduce the organization to other potential supporters Membership and Terms of Service The Board of Advisors consists of up to thirty (30) Advisors. The Board of Trustees elects advisors. The Chair of the Board of Advisors is elected by the Board of Trustees from among the Advisors, and serves on the Board of Trustees as an Ex-Officio Board Member. There are 3 classes of Advisors, with staggered three-year terms so that approximately one third of the Advisors are elected each year. No Advisor may serve for more than two consecutive terms. Qualifications This is an extraordinary opportunity for an individual who is passionate about Boston Harbor Now’s mission. His/her accomplishments will allow him/her to attract other well-qualified, high-performing individuals and help position and sustain Boston Harbor Now as a leading civic organization in Boston. Ideal candidates will have the following qualifications: ● Accomplished in business, government, philanthropy, or the nonprofit sector ● A commitment to and understanding of Boston Harbor Now’s mission and constituencies ● Savvy diplomatic skills and a natural affinity for cultivating relationships and inspiring, convening, facilitating, and building consensus among diverse individuals ● Personal qualities of integrity, credibility, and a passion for Boston Harbor, the waterfront and islands Service on Boston Harbor Now’s Board of Advisors is without remuneration.

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Purpose: Members of Mosaic: Interfaith Youth Action's Board of Directors (“the Board”) partner with the Executive Director to lead in all legal, strategic and fiscally responsible ways and means. Directors assist with the general promotion of Mosaic so as to support the organization’s mission, needs and strategic plan. Primary responsibilities:

• Help communicate and promote Mosaic's mission, vision, core values,

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Purpose: Members of Mosaic: Interfaith Youth Action's Board of Directors (“the Board”) partner with the Executive Director to lead in all legal, strategic and fiscally responsible ways and means. Directors assist with the general promotion of Mosaic so as to support the organization’s mission, needs and strategic plan. Primary responsibilities:

• Help communicate and promote Mosaic's mission, vision, core values, strategic goals and programs to youth, parents, and community organizations in the greater Boston area. Stay informed of current programming and, when appropriate, attend and experience organization activities. Be alert to community concerns that can be addressed by Mosaic's Executive Director and/or Board President. Support and collaborate with the Executive Director. Collaborate to shape strategy and annual goals for the organization. Serve on at least one standing Board committee. Board members may be asked to serve on ad-hoc committees, as necessary. Ensure the financial sustainability of the organization; become familiar with Mosaic's finances, budget, and fundraising needs. 100% of Board members are expected to personally support Mosaic in a manner commensurate with one’s ability and assist with fundraising when necessary to achieve our annual revenue projections. Guard against conflict of interest, whether personal or business-related. For parents and relations of participants, separate the interests of Mosaic from the interests of a particular child or constituency. Complete the annual Board of Director self-evaluation and Executive Director evaluation within the timeframe determined by the Governance committee.

During Board Meetings:

• Attend, be prepared, and participate fully in all Board of Director meetings. State ideas and positions in a respectful tone and manner. Use Robert's Rules of Order to make motions and vote on particular issues and plans of action. Keep all Board deliberations and decisions confidential; accept and support Board decisions. Parent Directors preface comments based on their perspectives as a parent with, “I am wearing my parent hat…”

Length of term: A Director will be elected for a three-year term. No Director will be elected for more than three (3) consecutive terms unless, at the discretion of the Board of Directors , an exception is granted. Terms commence on the first day of the calendar year, January 1. A Director’s failure to attend three (3) consecutive Board meetings without notice will be deemed a resignation effective on the date of the third missed meeting. Meetings and time commitment: The Board of Directors meets at least six times during the calendar year. Meetings occur virtually with one in-person retreat each calendar year. Regular meetings typically last 2 hours. Additional time spent includes participation in committee meetings.

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We are looking for board members with a variety of skills and expertise who are interested in furthering our mission to uplift African immigrant youth and their families. Some of the areas that would be especially beneficial to us are:

• Finance - Review reports and give guidance on budgeting and other financial matters. Skills including financial accounting and financial statement analysis,

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We are looking for board members with a variety of skills and expertise who are interested in furthering our mission to uplift African immigrant youth and their families. Some of the areas that would be especially beneficial to us are:

• Finance - Review reports and give guidance on budgeting and other financial matters. Skills including financial accounting and financial statement analysis, internal controls, tax preparation are helpful but not required
• Fundraising and Development - Assist with cultivation of donors and partnerships with businesses to help support our work through in-kind and cash donations. Grant assistance including identifying opportunities, site visits and writing.
• Governance - Assist with board roles and oversight. Keep us up to date with best practices and training.
• Technology - Support our technology including assistance with upgrading our current capabilities, and also help with web, video recordings, social media.
• Human Resources and Legal - We welcome those who can advise us on legal matters and human resource practices.

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Board members report to the Board Chair and will require close collaboration with leadership across the organization. This is a great opportunity to develop skills in an area that you haven’t fully explored or to contribute your expertise to one of Massachusetts’s leading employers with disabled artists. In addition to the incredible professional development opportunity that comes with taking ownership over a functional area of an organization and participating in the long-term strategic work of stewarding our mission,

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Board members report to the Board Chair and will require close collaboration with leadership across the organization. This is a great opportunity to develop skills in an area that you haven’t fully explored or to contribute your expertise to one of Massachusetts’s leading employers with disabled artists. In addition to the incredible professional development opportunity that comes with taking ownership over a functional area of an organization and participating in the long-term strategic work of stewarding our mission, Board Members get access to our performances and behind the scenes process, deeper understanding of intersectional equity with our deep network of disabled leaders and allies in the disability justice field.

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United Way's Private Equity/Venture Capital Leadership Council The Private Equity & Venture Capital (“PE/VC”) Leadership Council (“LC”) serves as an advisory and participatory body in the generation, advancement, and enhancement of key goals for United Way of Massachusetts Bay & Merrimack Valley. Specifically, each Council member will seek to build and strengthen a lifelong connection with United Way through service in the community,

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United Way's Private Equity/Venture Capital Leadership Council The Private Equity & Venture Capital (“PE/VC”) Leadership Council (“LC”) serves as an advisory and participatory body in the generation, advancement, and enhancement of key goals for United Way of Massachusetts Bay & Merrimack Valley. Specifically, each Council member will seek to build and strengthen a lifelong connection with United Way through service in the community, service to United Way, and engagement within the broader PE/VC community. Council members will take to heart the ‘Give-Advocate-Volunteer’ philosophy and serve as examples in the community of what it truly means to LIVE UNITED.

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Real Estate & Building Industry Host Committee The Real Estate & Building Industry Breakfast Host Committee serves as a leadership and advisory body for United Way’s partnerships within the industry. United Way relies on all committee members as advocates, fundraisers, and strategic thinkers in the continuous advancement of the annual Breakfast. Committee members share in the vision to bring together those who are building this city and shaping our skyline around an opportunity to fortify Boston’s foundation – through United Way.

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Real Estate & Building Industry Host Committee The Real Estate & Building Industry Breakfast Host Committee serves as a leadership and advisory body for United Way’s partnerships within the industry. United Way relies on all committee members as advocates, fundraisers, and strategic thinkers in the continuous advancement of the annual Breakfast. Committee members share in the vision to bring together those who are building this city and shaping our skyline around an opportunity to fortify Boston’s foundation – through United Way. Through the work of this committee, the industry has invested over $52 million in United Way’s work over the last 28 years – impacting more than 395,000 families in that time. The Host Committee meets throughout the planning year, with opportunities to learn more and contribute further to United Way’s work throughout. Committee members are responsible for inviting all major Commercial Real Estate firms to sponsor or donate to the Breakfast.

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We are looking for new board members to help advance our mission and bring fresh perspectives to our work. Our current board has 14 members and is strong and collaborative. The board meets six times a year and board committees meet a minimum of four times per year. Board members are committed to excellence in our mission, provide a variety of strategic perspectives,

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We are looking for new board members to help advance our mission and bring fresh perspectives to our work. Our current board has 14 members and is strong and collaborative. The board meets six times a year and board committees meet a minimum of four times per year. Board members are committed to excellence in our mission, provide a variety of strategic perspectives, and participate actively in board committees and working groups. The board also recognizes an opportunity to strengthen our work by adding people with more diverse backgrounds and lived experience. Ideal board members will be committed to our mission, strategic thinkers, innovative, and interested in shaping the future of a unique organization. In addition, it’s preferred but not required that board members have some experience with one or more of the following: community affiliation/access; creative aging; diversity, equity and inclusion; marketing/PR; or senior living industry; and be interested in assuming board leadership roles at some point during their tenure on the board.

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Boston Area Gleaners is looking for new Board members with a wide range of skills and experience to bring depth to our Board and to increase diversity. Please consider joining us if you have a passion for addressing food insecurity and experience in the following areas: Finance:

• Review and give guidance on staff-prepared budgets that include capital components and operating expenses.

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Boston Area Gleaners is looking for new Board members with a wide range of skills and experience to bring depth to our Board and to increase diversity. Please consider joining us if you have a passion for addressing food insecurity and experience in the following areas: Finance:

• Review and give guidance on staff-prepared budgets that include capital components and operating expenses.
• Review annual financial audits, including communication with external auditors as needed.
• Assist staff with various financial matters, including cash management, investments/endowment and financial policies.
• Additional skills that would be desirable include financial accounting and financial statement analysis, capital budgeting, and investments

Fundraising and Development

• Recruit corporate donors and develop creative partnerships with businesses such as restaurants and brew pubs to hold events that raise awareness of our work as well as producing income.
• Cultivate and steward donors including developing appropriate levels of connection with donors and personal thank-you such as note cards and thank-you calls.
• Reach out to under-represented populations to improve our reach and to further connect with potential donors in communities that we lack access to.

Governance:

• Assist in the recruitment of a diverse Board.
• Keep up to date with best practices and new regulations.

Human Resources and Legal

• Lawyers and HR professionals who can help us with ensuring compliance and maintaining a healthy work climate.

   

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We are seeking a board member who has an interest in helping members of the cancer community get the support that they need, especially in narrowing the gap in healthcare disparity across the state of Massachusetts. Board member will serve as an active advocate and ambassador and engage in identifying and securing the financial resources and partnerships necessary to advance our mission.

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We are seeking a board member who has an interest in helping members of the cancer community get the support that they need, especially in narrowing the gap in healthcare disparity across the state of Massachusetts. Board member will serve as an active advocate and ambassador and engage in identifying and securing the financial resources and partnerships necessary to advance our mission.  

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We are seeking professionals living or working in Southeastern Massachusetts who are passionate about making a difference in the lives of the youth of the Metro South region to join our Board of Directors as we continue on our accelerated growth trajectory. As we continue to expand the number of communities we serve, we are working to attract additional directors to reflect and represent these cities,

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We are seeking professionals living or working in Southeastern Massachusetts who are passionate about making a difference in the lives of the youth of the Metro South region to join our Board of Directors as we continue on our accelerated growth trajectory. As we continue to expand the number of communities we serve, we are working to attract additional directors to reflect and represent these cities, towns, and communities.

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Live4Evan is looking for a Board Member to help grow the organization to the next level by supporting even more families with Housing. Currently there are nine board members, and despite the organization being in operation for eight years there is still a start-up energy within the L4E group. With the mission and vision of providing families with a place to call home while their child is receiving cardiac care in Boston,

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Live4Evan is looking for a Board Member to help grow the organization to the next level by supporting even more families with Housing. Currently there are nine board members, and despite the organization being in operation for eight years there is still a start-up energy within the L4E group. With the mission and vision of providing families with a place to call home while their child is receiving cardiac care in Boston, L4E's growth is crucial to meet the demand for housing in Boston. The Organization is seeking a person who understands the value in the housing mission as well as someone who is a self-starter and will bring creative fundraising/marketing ideas and strategies. We look to share the passion of helping people who need the help the most.

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We are interested in Board members who will bring a variety of expertise to the organization including: • Expertise in a field of identified need for WalkBoston, such as business or nonprofit management, planning/transportation, finance, fundraising, public health and community organizing. • Belief, interest and commitment to WalkBoston’s mission to create more walkable communities across the state. • Connections to personal or professional networks with capacity and interest to support the work of the organization.

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We are interested in Board members who will bring a variety of expertise to the organization including: • Expertise in a field of identified need for WalkBoston, such as business or nonprofit management, planning/transportation, finance, fundraising, public health and community organizing. • Belief, interest and commitment to WalkBoston’s mission to create more walkable communities across the state. • Connections to personal or professional networks with capacity and interest to support the work of the organization. • Personal capacity to make an annual contribution to the organization in addition to supporting fundraising efforts.

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Members of the Board of Directors for Teen Empowerment serve an important role in supporting the work of the Executive Director and all other agency staff. As a whole, the Board helps clarify the strategic direction of the organization, solicit financial and other support, and promote the long-term strength and sustainability of the organization. In order to accomplish these goals, Board members assume the following roles and responsibilities and meet the subsequent measures of success.

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Members of the Board of Directors for Teen Empowerment serve an important role in supporting the work of the Executive Director and all other agency staff. As a whole, the Board helps clarify the strategic direction of the organization, solicit financial and other support, and promote the long-term strength and sustainability of the organization. In order to accomplish these goals, Board members assume the following roles and responsibilities and meet the subsequent measures of success.

• Attend regular meetings of Teen Empowerment’s Board of Directors, which are each approximately two hours in duration. The board meets at least six (6) times per year. Be accessible for personal contact between board meetings.
• Provide leadership to board committees. Each director is expected to serve as an ongoing member of at least one committee. This requires a number of meetings per year plus individual committee task completion time. Currently, the committees of Teen Empowerment’s board include Audit and
• Finance, Development, Nominating and Corporate Governance and Executive.
• Commit time to developing financial resources for Teen Empowerment. Prioritize Teen Empowerment as a top personal giving priority and donate each fiscal year.
• Commit to learning about and understanding Teen Empowerment’s mission, philosophy and programs.
• Prepare in advance for decision making and policy development at board meetings; take responsibility for self-education on the major issues before the board.
• Responsibly review and act upon committee recommendations whenever brought to the board for action.
• Participate in the annual board self-review process.
• Participate in board development and training activities.
• In general, utilize personal and professional skills, relationships and knowledge for the advancement of Teen Empowerment.

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LEADERSHIP: To serve on the Board of Directors as a voting member, to develop policies,
procedures, and regulations for the organization's operation.

ROLE AND SPECIFIC DUTIES OF A BOARD MEMBER:
1. Financial oversight of the organization;
2. Strategic planning to ensure activities are aligned with the mission and organizational resources;
3.

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LEADERSHIP: To serve on the Board of Directors as a voting member, to develop policies,
procedures, and regulations for the organization's operation.

ROLE AND SPECIFIC DUTIES OF A BOARD MEMBER:
1. Financial oversight of the organization;
2. Strategic planning to ensure activities are aligned with the mission and organizational resources;
3. Fundraising and development of financial resources;
4. Developing policies for board operations, fiscal management, programs and personnel;
5. Building strategic connections with civic and community leaders and participation in arts learning advocacy programs;
6. Serving as an ambassador of the organization to the public, private, and business sectors.

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The Cyrus E. Dallin Art Museum is an Arlington organization.

Candidates should have knowledge of accounting practices, QuickBooks and/or Zoho, and nonprofit operations. You will be supported by an outside accountant and staff bookkeeping resources.

Responsibilities:

 

• Review monthly savings account records, reconcile monthly bank statements for the Museum’s operating account,

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The Cyrus E. Dallin Art Museum is an Arlington organization.

Candidates should have knowledge of accounting practices, QuickBooks and/or Zoho, and nonprofit operations. You will be supported by an outside accountant and staff bookkeeping resources.

Responsibilities:

 

• Review monthly savings account records, reconcile monthly bank statements for the Museum’s operating account, and monitor income and expenditures.
• Prepare and present periodic reports for the Board of Directors and grantors reviewing the Museum’s performance to budget and project performance to plan.
• Development of the Museum’s annual budget and fundraising plan in collaboration with other board directors and the Museum’s Director/Curator.
• Monitor payment and remittance processes to ensure the Museum’s ongoing solvency, make recommendations for asset management, and keep the Board of Directors apprised of the organization’s general fiscal health.
• Work with the Museum’s accounting firm to ensure the completion of required financial reporting forms (including the IRS Form 990).
• Provide Municipal Board of Trustees an annual financial report based on the Form 990 filing.
• Attend monthly meetings of Board of Directors (Monday mornings for one hour at 9:45 am).

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The ideal Board candidate should know the organization and should have accomplishments that will enable the following responsibilities for Board membership:

Embrace the organization's missions and core values.
Prioritize the Hildreth Institute as a top philanthropic and nonprofit Board commitment.
Influence specific audiences for the Hildreth Institute.
Demonstrate experience, affiliation, or exposure, coupled with a commitment to research,

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The ideal Board candidate should know the organization and should have accomplishments that will enable the following responsibilities for Board membership:

Embrace the organization's missions and core values.
Prioritize the Hildreth Institute as a top philanthropic and nonprofit Board commitment.
Influence specific audiences for the Hildreth Institute.
Demonstrate experience, affiliation, or exposure, coupled with a commitment to research, systemic change, and higher education, with a focus on debt-free education.
Attend Board meetings regularly and actively participate in one or more Board committees.
Make a financial commitment to support the Hildreth Institute.
Possess the ability to cultivate potential supporters through events and meetings.
Be willing to actively seek financial support from others.
Have the potential for significant personal or corporate financial contributions.
Commit to serving a three-year board term.

These criteria ensure that Board members are not only well-acquainted with the organization's goals but also possess the skills and dedication needed to advance its mission effectively.

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Secretary

Records minutes and the roll call at meetings. Schedules all meetings with notice to participants requesting an RSVP. Maintains records. Oversees membership lists. Provides safekeeping of all official contracts and records. Publishes notices of scheduled meetings as required in the bylaws. Track board member terms of service. Ensure that key contact information for the organization’s leadership team is current.

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Secretary

Records minutes and the roll call at meetings. Schedules all meetings with notice to participants requesting an RSVP. Maintains records. Oversees membership lists. Provides safekeeping of all official contracts and records. Publishes notices of scheduled meetings as required in the bylaws. Track board member terms of service. Ensure that key contact information for the organization’s leadership team is current. May have other duties as requested by the Board.

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Members of the Board of this small but growing organization support New England Justice for Our Neighbors' programs, ED, and growth in various ways. Activities include monthly Board meetings, ambassadorship, and supporting fundraising activities, usually totaling not more than 5 hours per month. Some Board members also perform additional ongoing functions - such as this one - which add a few more hours (again,

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Members of the Board of this small but growing organization support New England Justice for Our Neighbors' programs, ED, and growth in various ways. Activities include monthly Board meetings, ambassadorship, and supporting fundraising activities, usually totaling not more than 5 hours per month. Some Board members also perform additional ongoing functions - such as this one - which add a few more hours (again, not more than 5) to the monthly total.

The Treasurer works with the ED to prepare monthly and annual financial reports and budgets, arrange for and support the annual audit, track and reimburse expenses, and run payroll. Over the course of this year, some of these duties are expected to move to staff or contractors. This role requires knowledge of Excel, attention to detail, and an understanding of a simple financial statement. Time commitment is not more than 5 hours/month in addition to regular Board duties.

Board meetings are held monthly over Zoom, with one in-person meeting each year. We do not currently have Board committees but aspire to create them.

 

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Members of the Board of this small but growing organization support New England Justice for Our Neighbors' programs, ED, and growth in various ways. Activities include monthly Board meetings, ambassadorship, and supporting fundraising activities, usually totaling not more than 5 hours per month. Some Board members also perform additional ongoing functions - such as this one - which add a few more hours (again,

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Members of the Board of this small but growing organization support New England Justice for Our Neighbors' programs, ED, and growth in various ways. Activities include monthly Board meetings, ambassadorship, and supporting fundraising activities, usually totaling not more than 5 hours per month. Some Board members also perform additional ongoing functions - such as this one - which add a few more hours (again, not more than 5) to the monthly total. We are seeking a Board member who, in addition to regular Board responsibilities will assist the Financial Secretary in her activities: recording income, cashing checks, sending donor receipts, preparing a monthly income report, and supporting the annual audit. As these tasks are similar to what many people carry out for their households, no special background is required.

Board meetings are held monthly over Zoom, with one in-person meeting each year. We do not currently have Board committees but aspire to create them.

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The basics: Our board members are passionate about the mission and serve as ambassadors for the organization. They share a love of literacy and an understanding of the importance of reading as a foundation for creating opportunity. The ideal board member will • have served in a leadership role within their professional sphere • share their time, network, ideas, and professional expertise to reinforce our mission,

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The basics: Our board members are passionate about the mission and serve as ambassadors for the organization. They share a love of literacy and an understanding of the importance of reading as a foundation for creating opportunity. The ideal board member will • have served in a leadership role within their professional sphere • share their time, network, ideas, and professional expertise to reinforce our mission, financial sustainability, and strength • exhibit a strategic, problem-solving, and collaborative mindset • prepare for and participate in board meetings • participate on or lead at least one board committee. The committees are: Executive (officers and as elected) Development Diversity, Equity, and Inclusion Finance and Audit Marketing and Communications Nominating and Governance Program Event committees are formed as needed and board participation is encouraged.

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While financial management is the primary focus of the Treasurer, the entire board shares the responsibility of financial oversight and accountability. Financial management and/or oversight. A Treasurer oversees the management of the financial affairs of the organization, including selecting a bank, reconciling bank statements, and managing cash flow. - Responsible for investing funds consistent with applicable laws. - Should be knowledgeable about who has access to the organization’s funds and any outstanding bills or debts owed.

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While financial management is the primary focus of the Treasurer, the entire board shares the responsibility of financial oversight and accountability. Financial management and/or oversight. A Treasurer oversees the management of the financial affairs of the organization, including selecting a bank, reconciling bank statements, and managing cash flow. - Responsible for investing funds consistent with applicable laws. - Should be knowledgeable about who has access to the organization’s funds and any outstanding bills or debts owed. - Creates and maintains systems for ensuring the organization’s ongoing solvency, and oversees the development of the organization’s financial policies (e.g. check signing authority, expense reimbursement, credit card usage, and petty cash policies, if applicable). Budgets. The Treasurer facilitates the preparation of an annual budget, as well as regularly monitoring the actual revenues and expenses incurred against the budget. The budget should be reviewed and approved by the board. The Treasurer should be prepared to explain and justify the document. Reports. The Treasurer should have an understanding of the organization’s financial reports. - Keeps the board apprised of key financial events, trends, and concerns, and his/her assessments of the organization’s fiscal health. - 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. The Treasurer should be able to translate financial concepts and information for board members who do not have financial backgrounds or substantial financial experience. - Learns the particulars of the organization’s finances. - Facilitates and encourages the board’s strategic thinking about the short and long term financial vitality of the organization in relation to advancing the organization’s mission. Time Commitment: 1-2 hours/month, maybe slightly more around fiscal year end

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The ThinkGive Board of Directors has three primary legal duties: Duty of Care: Ensure prudent use of assets, including facility, people, and good will; Duty of Loyalty: Ensure that ThinkGive's activities and transactions are, first and foremost, advancing its mission; Recognize and disclose conflicts of interest; Make decisions that are in the best interest of ThinkGive; Duty of Obedience: Ensure that ThinkGive obeys applicable laws and regulations;

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The ThinkGive Board of Directors has three primary legal duties: Duty of Care: Ensure prudent use of assets, including facility, people, and good will; Duty of Loyalty: Ensure that ThinkGive's activities and transactions are, first and foremost, advancing its mission; Recognize and disclose conflicts of interest; Make decisions that are in the best interest of ThinkGive; Duty of Obedience: Ensure that ThinkGive obeys applicable laws and regulations; follows its bylaws; and adheres to its stated purposes/mission. Board members also play important roles in providing guidance by contributing to ThinkGive’s culture, strategic focus, effectiveness, and financial sustainability, as well as serving as ambassadors and advocates. Beyond fulfilling legal duties, board members can be important resources for the organization in multiple ways. Mission + Programs - Ensure effective organizational planning by setting the direction for the organization and actively participate in strategic planning - Participate in strategic planning; oversee the Plan implementation - Promote ThinkGive’s mission programmatically (connect the organization with educators, advisors, etc.) - Be informed about ThinkGive’s mission, policies, programs, and needs - Approve and monitor programs and services, ensuring consistency with the mission - Monitor program effectiveness - Review outcomes and metrics created by ThinkGive for evaluating its impact Governance - Select, support, and evaluate the performance of the Executive Director - Review and approve major policies - Assist in developing ThinkGive’s annual budget, and approving the annual budget, audit reports, and business decisions - Help identify and recruit new board members as needed, working toward building a diverse board that reflects the youth ThinkGive serves - Annually assess the board performance as the governing body of ThinkGive Finance + Fundraising - Make ThinkGive a philanthropic priority - Assist with fundraising by identifying individuals who might appreciate the mission - Read and understand the organization’s financial statements - Ensure adequate resources and manage effectively Outreach - Serve as an advocate for ThinkGive and fully engage in identifying and securing the financial resources and partnerships needed for the organization to advance its mission - Leverage connections, networks, and resources to develop collective action to achieve ThinkGive’s mission - Enhance the organization’s public image Committees + Meetings - Serve on at least one standing board committee annually - Participate on additional ad hoc committee(s) as needed - Prepare for, attend, and participate in board and committee meetings (Sept – June) Terms + Participation: The term is three years. Members may serve a maximum of two three-year terms Other - Maintain confidentiality about all internal matters of ThinkGive - Understand that the board speaks with one voice - Sign a conflict of interest policy agreement once per term Service on ThinkGive’s Board of Directors is without remuneration, except for administrative support, travel, and accommodation costs in relation to board activities.

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The ThinkGive Board of Directors has three primary legal duties: Duty of Care: Ensure prudent use of assets, including facility, people, and good will; Duty of Loyalty: Ensure that ThinkGive's activities and transactions are, first and foremost, advancing its mission; Recognize and disclose conflicts of interest; Make decisions that are in the best interest of ThinkGive; Duty of Obedience: Ensure that ThinkGive obeys applicable laws and regulations;

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The ThinkGive Board of Directors has three primary legal duties: Duty of Care: Ensure prudent use of assets, including facility, people, and good will; Duty of Loyalty: Ensure that ThinkGive's activities and transactions are, first and foremost, advancing its mission; Recognize and disclose conflicts of interest; Make decisions that are in the best interest of ThinkGive; Duty of Obedience: Ensure that ThinkGive obeys applicable laws and regulations; follows its bylaws; and adheres to its stated purposes/mission. Board members also play important roles in providing guidance by contributing to ThinkGive’s culture, strategic focus, effectiveness, and financial sustainability, as well as serving as ambassadors and advocates. Beyond fulfilling legal duties, board members can be important resources for the organization in multiple ways. Mission + Programs - Ensure effective organizational planning by setting the direction for the organization and actively participate in strategic planning - Participate in strategic planning; oversee the Plan implementation - Promote ThinkGive’s mission programmatically (connect the organization with educators, advisors, etc.) - Be informed about ThinkGive’s mission, policies, programs, and needs - Approve and monitor programs and services, ensuring consistency with the mission - Monitor program effectiveness - Review outcomes and metrics created by ThinkGive for evaluating its impact Governance - Select, support, and evaluate the performance of the Executive Director - Review and approve major policies - Assist in developing ThinkGive’s annual budget, and approving the annual budget, audit reports, and business decisions - Help identify and recruit new board members as needed, working toward building a diverse board that reflects the youth ThinkGive serves - Annually assess the board performance as the governing body of ThinkGive Finance + Fundraising - Make ThinkGive a philanthropic priority - Assist with fundraising by identifying individuals who might appreciate the mission - Read and understand the organization’s financial statements - Ensure adequate resources and manage effectively Outreach - Serve as an advocate for ThinkGive and fully engage in identifying and securing the financial resources and partnerships needed for the organization to advance its mission - Leverage connections, networks, and resources to develop collective action to achieve ThinkGive’s mission - Enhance the organization’s public image Committees + Meetings - Serve on at least one standing board committee annually - Participate on additional ad hoc committee(s) as needed - Prepare for, attend, and participate in board and committee meetings (Sept – June) Terms + Participation: The term is three years. Members may serve a maximum of two three-year terms Other - Maintain confidentiality about all internal matters of ThinkGive - Understand that the board speaks with one voice - Sign a conflict of interest policy agreement once per term Service on ThinkGive’s Board of Directors is without remuneration, except for administrative support, travel, and accommodation costs in relation to board activities.

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Overview CitySprouts is governed by a Board of Directors elected to a three year term. There are no term limits for board members. Board members are expected to attend regular board meetings, the annual meeting, and the annual Board retreat. Additionally, all board members are expected to serve on one of the following board committees: Governance Committee Program Committee Development Committee Finance Committee Board Directors Responsibilities: Determine the organization's mission and purpose The board’s fundamental responsibility is to satisfy itself that everyone connected directly or indirectly with the organization understands its reasons for existing.

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Overview CitySprouts is governed by a Board of Directors elected to a three year term. There are no term limits for board members. Board members are expected to attend regular board meetings, the annual meeting, and the annual Board retreat. Additionally, all board members are expected to serve on one of the following board committees: Governance Committee Program Committee Development Committee Finance Committee Board Directors Responsibilities: Determine the organization's mission and purpose The board’s fundamental responsibility is to satisfy itself that everyone connected directly or indirectly with the organization understands its reasons for existing. Ensure that the organization has a modern statement of what it is, represents, and does. Periodically review the statement’s adequacy, accuracy, and viability. Ensure Effective Organizational Planning Determine and monitor the organization’s programs and services Oversee the the organization’s executive management in accordance with its mission Select the Executive Director Support the Executive Director and review their performance, including compensation Ensure adequate resources to the organization Make a personal financial donation annually; we ask that your gift to CitySprouts is among your top three donations each year Actively participate in the board’s fundraising plan Manage resources effectively Ensure sound board leadership and performance Nominate qualified people to the board Attend at least 75% of board meetings and sit on or direct one of the organization’s four committees Assess the board’s own performance Enhance the organization’s public image Advocate for the CitySprouts program with influential groups and individuals, including acting as host at organizational events

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Our mission is to provide quality trustee/fiduciary services to individuals and their families through sound and thoughtful trust administration and compassionate, caring social service support serving individuals with mental health, developmental, and physical disabilities of all ages in MA and RI communities. PLAN is the oldest and largest pooled trust in New England. We currently have approximately 750 beneficiaries and $65 million in assets under management.

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Our mission is to provide quality trustee/fiduciary services to individuals and their families through sound and thoughtful trust administration and compassionate, caring social service support serving individuals with mental health, developmental, and physical disabilities of all ages in MA and RI communities. PLAN is the oldest and largest pooled trust in New England. We currently have approximately 750 beneficiaries and $65 million in assets under management. PLAN provides professional trust administration of Special Needs Trusts for people of all ages with any type of disability including mental health, developmental and physical disabilities in the Massachusetts and Rhode Island communities. Our services include trust administration, professional investment of funds and social services by licensed social workers.

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Governance and Nominating Committee   Mandate: The purpose of the Governance and Nominating Committee is to recruit and support Board officers and members, and ensure the Board adheres to bylaws and board governing processes. This committee is responsible for establishing and executing a recruitment process for Board Members and succession planning for Board Officers that attracts people with a diverse set of talents and perspectives to work together to fulfill the nonprofit’s mission.

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Governance and Nominating Committee   Mandate: The purpose of the Governance and Nominating Committee is to recruit and support Board officers and members, and ensure the Board adheres to bylaws and board governing processes. This committee is responsible for establishing and executing a recruitment process for Board Members and succession planning for Board Officers that attracts people with a diverse set of talents and perspectives to work together to fulfill the nonprofit’s mission. The Governance and Nominating Committee will measure the quality of the Board’s performance on a board and individual levels to ensure optimal performance. Responsibilities:

• Periodically review the governing documents of the organization and ensure bylaws are consistent with applicable laws and mission; amend such governing documents as necessary. Develop a board member and officer recruitment strategy, taking into account desired skill sets and diverse perspectives.
• With the Board, continually identify and recruit candidates for Board and officer positions consistent with such strategy.
• Ensure timely and compliant elections of Board members and officers. With Development staff, onboard new Board members and Officers.
• Annually review the performance of the board and committees and make recommendations, as appropriate.
• Annually review the performance of, and any perceived or actual conflicts involving, individual board members.
• Recommend the request for resignation or removal of a board member, as appropriate.
• Recommend retention and re-election of incumbent board members, as appropriate.
• Maintain appropriate separation between board governance and operation/management roles

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Governance and Nominating Committee   Mandate: The purpose of the Governance and Nominating Committee is to recruit and support Board officers and members, and ensure the Board adheres to bylaws and board governing processes. This committee is responsible for establishing and executing a recruitment process for Board Members and succession planning for Board Officers that attracts people with a diverse set of talents and perspectives to work together to fulfill the nonprofit’s mission.

See full description

Governance and Nominating Committee   Mandate: The purpose of the Governance and Nominating Committee is to recruit and support Board officers and members, and ensure the Board adheres to bylaws and board governing processes. This committee is responsible for establishing and executing a recruitment process for Board Members and succession planning for Board Officers that attracts people with a diverse set of talents and perspectives to work together to fulfill the nonprofit’s mission. The Governance and Nominating Committee will measure the quality of the Board’s performance on a board and individual levels to ensure optimal performance. Responsibilities:

• Periodically review the governing documents of the organization and ensure bylaws are consistent with applicable laws and mission; amend such governing documents as necessary.
• Develop a board member and officer recruitment strategy, taking into account desired skill sets and diverse perspectives.
• With the Board, continually identify and recruit candidates for Board and officer positions consistent with such strategy.
• Ensure timely and compliant elections of Board members and officers.
• With Development staff, onboard new Board members and Officers.
• Annually review the performance of the board and committees and make recommendations, as appropriate.
• Annually review the performance of, and any perceived or actual conflicts involving, individual board members.
• Recommend the request for resignation or removal of a board member, as appropriate.
• Recommend retention and re-election of incumbent board members, as appropriate.
• Maintain appropriate separation between board governance and operation/management roles

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