Review - Primer for Directors of Not-for-Profit Corporations: Rights, Duties and Practices

This resource is more complete than similar publications because it goes into significant detail on a wide variety of Board issues. It includes some useful features such as extensive cross-referencing, boxes, lists, examples, and specific advice that make the publication very easy to use.

Throughout the publication, differentiation is made between how various matters and issues are addressed under a policy board model, a Carver Board model (the author's words), and an administrative board model.

Key areas that Boards often neglect, such as policy development, executive director evaluation, governance review, and board recruitment are covered in significant detail.

This resource will be especially useful for smaller local groups, whether they have an executive director or not -- both situations are addressed. It can also be a useful reference for more established organizations, but perhaps more so for the chief staff officer rather than the Board.

My caution with this publication, as with many such publications, is that there are shortcomings. It is very difficult for an inexperienced Board (or executive director) to differentiate between the good content/advice and the not-so-good content/advice.

Some examples of the latter include:

- The author suggests the use of a Finance Advisory Committee, reporting to the Executive Director, with one of its roles being the review of the auditor's report. An audit committee, as a standing committee reporting to the Board, is much more appropriate and needed.

- The author indicates that one of the Director's roles is to ensure that the organization doesn't take risks, and he suggests that risks are something that we take with our own money. Non-profit organizations must be risk-takers...the key is to take calculated risks based on solid research and other information.

- The author suggests approaches, such as with meetings, that are more appropriate for small, local organizations, and not necessarily in keeping with better practices.

- The author's information and advice with respect to constitution and bylaws should probably be ignored completely rather than attempting to determine what to follow and what not to follow.

Overall, however, there is lots of good content, and The Board Member's Companion would be a good addition to any non-profit's library. Just keep in mind that it has its weaknesses.

Table of Contents

Part 1:	THE SYSTEM		Page
Chapter 1	The Board Member		1
	A.	Introduction	1
	B.	Leadership	2
	C.	Guidelines	3
Chapter 2	The Board		5
	A.	Introduction	5
	B.	Non-Profit Organizations	6
	C.	Models	7
	D.	Performance	10
	E.	Advisory Boards	11
	F.	Constitution, By-Laws & Incorporation	11
Chapter 3	Governance		13
	A.	Introduction	13
	B.	Policies for Individuals	14
	C.	The Board	15
	D.	Authority	17
	E.	Month-by-Month Schedule	17
	F.	Other Delegation Tools	18
Chapter 4	The Executive Director		19
	A.	Introduction	19
	B.	The Relationship	19
	C.	Performance	21
	D.	Effectiveness	21
Chapter 5	Teams and Conflict		23
	A.	Introduction	23
	B.	Types of Teams	23
	C.	Conflict Resolution	26
	D.	Teamwork	26
Chapter 6	Subcommittees		29
	A.	Introduction	29
	B.	Standing Committees	30
	C.	Ad-Hoc Committees	37
Chapter 7	Board Meetings		39
	A.	Introduction	39
	B.	Rules & Practices	39
	C.	The Agenda	42
Chapter 8	Between Board Meetings		47
	A.	Introduction	47
	B.	The Minutes	48
	C.	Reports	50
	D.	Subcommittee Meetings	52
	E.	Informal Meetings	54
Chapter 9	The Budget		55
	A.	Introduction	55
	B.	Budget Preparation	58
Appendix A	Board Performance		77
Appendix B	Reasonable Care		78
Appendix C	Legal Issues		81
Appendix D	Governance Policies		85
Appendix E	Governance without an Executive Director		99
Appendix F	Improving Meetings		105
Part 2:	PLANNING
Chapter 11	Introduction to Planning		109
	A.	Introduction	109
	B.	Planning Committee Members	112
	C.	Change	112
	D.	Implementation	113
	E.	Radical Change Implementation	114
	F.	Planning Functions	115
Chapter 12	The Strategic Framework		117
	A.	Introduction	117
	B.	The Mission Statement	118
	C.	The Vision Statement	122
	D.	Values	124
	E.	The Strategic Framework	128
	F.	Finding the Strategic Framework	129
Chapter 13	Performance Reviews		133
	A.	Introduction	133
	B.	The Stages	136
	C.	The Organizational Review	139
	D.	Board and Executive Director	144
	E.	Advice to the Reader	148
Chapter 14	A Tune-up		149
	A.	Introduction	149
	B.	Critical Success Factors	152
	C.	Task Information	154
Chapter 15	Solutions & Selections		155
	A.	Introduction	155
	B.	Digging for the Problem	158
	C.	Specifications	159
	D.	Evaluation Criteria	161
	E.	Collecting Alternatives	161
	F.	Testing	162
	G.	The Recommendation	164
Appendix G	Extra Techniques		165
Appendix H	The Performance Review Process		167
Part 3:	OTHER FUNCTIONS
Chapter 16	Document Quality		175
	A.	Introduction	175
	B.	Completeness	176
	C.	Brevity	183
	D.	Document Form	185
	E.	The Outsider's View	187
	F.	Final Comment	187
Chapter 17	Policies		189
	A.	Introduction	189
	B.	Operational Policies	192
	C.	Framework Policies	192
	D.	Policy Relationships	194
	E.	Aims	198
	F.	Procedures	202
	G.	Policy Parts	202
	H.	Commands or Suggestions?	203
	I.	Advice to the Reader	204
Chapter 18	Asking		205
	A.	Introduction	205
	B.	Fundraising	206
	C.	Consultants	209
	D.	The Case	211
Chapter 19	Recruitment		217
	A.	Introduction	217
	B.	Board Recruitment	217
	C.	Volunteer Recruitment	227
Appendix I	Document Techniques		231

Where the Publication is Available

To find out how to order this publication, and to check out a sample chapter, visit http://www.bcompanion.com.

Wayne Amundson is president of Association Xpertise Inc. and Publisher/Editor of The Canadian Association e-zine.

Relevant Reviews takes an occasional look at publications and resources of relevance to associations and non-profits.

Association Xpertise Inc. (AXI) is a full-service company providing consulting and other services to associations and non-profits. Details

MAY 2003

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