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Nonprofit boards govern by providing high-level vision and leadership to ensure sound stewardship of organizational assets and resources.
This badge will give you the knowledge and tools to take your board governance to the next level. Through discussion format, this topic will reveal how to:
- Create and support an active, engaged board
- Orient and provide ongoing training to board members on their roles and responsibilities
- Use your board to build public understanding and trust
- Ensure your bylaws and policies and procedures align with and inform how your organization's work is done
- Provide financial oversight and monitoring to the organization
- Set organizational goals and assess performance
- Successfully build a partnership between the board and the CEO (as applicable)
Facilitated by Rebecca Glathar
In order to receive the Board Governance Badge, the organization must submit the following items to UNA to be reviewed:
Orientation—Board Orientation document, packet, video or checklist of items given to new board members at the commencement of their service term.
Handbook—Table of Contents or checklist showing documents included in Board Handbook (or similar compilation of organizational documentation) including revision or version date.
Assessment—Template of board assessment tool used by the organization. Include a document noting how often the tool is administered to assess board performance and how results have been used to impact board effectiveness.
Training—Proof of ongoing board training; for example, a board training calendar, sample of recent board training, document outlining how board trainings occur in the organization or similar proof.
Bylaws—Copy of organization’s bylaws, including voting procedures, number of board members, terms of office, removal from office, how bylaws are revised, and description of officers and their duties.
Policies and Procedures—Policies and Procedures manual, including code of conduct, whistleblower policy, nondiscrimination policy, document retention and destruction policy, and conflict of interest policy.
Review—Document describing most recent review of bylaws, including who was involved in the review and when it occurred. Also include date of most recent review of policies and procedures and who was involved in its review.
Planning/Goals—Proof that board has concrete long- and short-term organizational goals and methods of assessing progress towards those goals. Examples of this may include a strategic plan, a list of organizational priorities, a matrix citing goals and deliverables, a performance dashboard or similar proof.
Risk Management Plan—Document outlining how the board protects the organization from fraud, abuse and/or negligence. This may include reference to separation of duties, conflict of interest policy, check-signing policies, work of Executive Committee as oversight body or similar proof.
Reporting—Example of the organization’s programs- and activities-reporting tool, such as an annual report, including its revision or version date.
Fundraising Role—Document outlining the board’s collective and individual fundraising role and describing how additional responsibilities are designated to staff (as applicable).
Financial Reports Verification—Document citing how the board independently verifies the accuracy of the financial reports it receives and ensures its financial mandates are carried out. Examples of this may include description of work by financial oversight committee or individual(s) appointed by the board, organizational audit, or similar proof.
Filings—Checklist or calendar used by board to ensure the timely review and approval of state and federal filings prior to their submission.
Minutes—Sample of board minutes showing an emphasis on policy-making rather than administrative decision-making by the board.
CEO Performance—(as applicable) Template organization uses to evaluate the performance of the CEO/Executive Director, including revision or version date.
CEO Compensation—(as applicable) Document that outlines the process by which the compensation rate of the CEO/Executive Director is evaluated, including whether compensation is aligned with performance targets, and how often evaluation occurs.
NOTE: The documentation on the requirements requesting explanation need not be lengthy. Clear, concise statements on how the organization meets the requirement listed are sufficient. In most cases, three or four lines of description should suffice.
Facilitator: Rebecca Glathar
Rebecca Glathar has a bachelor's degree in International Development from Brigham Young University and a master's degree in European Politics from the University of Birmingham in the United Kingdom. She has worked in the nonprofit field for the past 10 years, serving in positions from volunteer coordinator to Executive Director of various nonprofit organizations, including United Way of Utah County and the National Alliance on Mental Illness-Utah. Rebecca has also served on multiple local, state and national boards and advisory councils. Her primary experiences in nonprofit work have been in health and mental health care and education fields. In addition to her work experience with nonprofits, Rebecca has volunteered with many local nonprofit organizations, including with the English Skills Learning Center, Polizzi Clinic, Disability Law Center and Utah Council for Citizen Diplomacy.