Embedded Files
New Board Policy. Proposed for next board meeting.
MELVINDALE THRIVE INITIATIVE
Board Member Expectations, Commitment & Accountability Policy
Policy Title: Board Member Expectations, Commitment & Accountability Policy
Applies To: All Directors and Officers of Melvindale Thrive Initiative
Effective Date: __________________
Approved by Board: __________________
Last Reviewed: __________________
I. PURPOSE
Service on the Board of Directors of Melvindale Thrive Initiative is an active leadership and governance commitment, not an honorary position.
Every Board member accepts responsibility for helping protect, strengthen, govern, and advance the organization.
Board members are expected to actively participate, complete responsibilities they accept or are assigned, remain informed, participate in appropriate education and training, follow organizational policies, act ethically, and place the charitable interests of Melvindale Thrive Initiative ahead of personal interests.
This policy establishes clear expectations so that each Board member understands the responsibilities of Board service and can be held accountable in a fair and consistent manner.
II. COMMITMENT TO THE ORGANIZATION
Every Board member shall demonstrate a genuine commitment to the mission, programs, goals, values, sustainability, reputation, and long-term success of Melvindale Thrive Initiative.
Board members are expected to:
Support the mission and charitable purposes of the organization.
Become familiar with the organization's programs, goals, community needs, accomplishments, and challenges.
Make a reasonable effort to participate in organizational activities and events.
Protect and strengthen the reputation of the organization.
Support responsible organizational growth.
Act in the best interests of the organization rather than for personal benefit.
Communicate honestly and respectfully with other directors, staff, volunteers, partners, and community members.
Work cooperatively with organizational leadership.
Raise concerns appropriately rather than ignoring significant problems.
Follow through on responsibilities and commitments.
Board members are expected to serve because they care about the work of Melvindale Thrive Initiative and are willing to contribute meaningful time, judgment, knowledge, relationships, skills, or other resources to help the organization succeed.
III. FIDUCIARY AND GOVERNANCE RESPONSIBILITIES
Every Board member shall understand and carry out the fiduciary responsibilities associated with nonprofit Board service, including the duties of care, loyalty, and obedience.
Board members shall:
Act in good faith.
Exercise reasonable care when making decisions.
Review information necessary to make informed decisions.
Protect organizational assets.
Ensure resources are used to advance the charitable mission.
Follow the Articles of Incorporation, bylaws, Board-approved policies, and applicable laws.
Disclose conflicts of interest.
Maintain appropriate confidentiality.
Participate in financial and organizational oversight.
Ask reasonable questions when clarification is necessary.
Participate in significant Board decisions.
The Board acts collectively.
No individual Board member has authority to make binding decisions for the organization solely because that person is a director unless authority has specifically been delegated by the Board, bylaws, or an adopted policy.
IV. BOARD AUTHORITY OVER THE EXECUTIVE DIRECTOR
The Board of Directors, acting as a body, appoints or hires the Executive Director of Melvindale Thrive Initiative.
The Board shall:
Approve the Executive Director's written job description.
Approve any Executive Director employment agreement or contract.
Establish and approve reasonable compensation.
Establish organizational expectations and major goals.
Provide appropriate authority for the Executive Director to manage day-to-day operations.
Conduct a formal Executive Director performance evaluation at least annually once the position is active as a compensated executive position.
Review Executive Director compensation periodically.
Address performance concerns when necessary.
Discipline, suspend, or remove the Executive Director when warranted and consistent with applicable contracts, organizational documents, policies, and law.
Plan for Executive Director succession and transition.
If the Executive Director is also a member or officer of the Board, that individual shall not vote on their own compensation, employment agreement, performance evaluation, discipline, or other matter involving a direct personal financial conflict.
Disinterested Board members shall make those decisions.
No individual director shall independently supervise or direct the Executive Director unless specifically authorized by the Board.
The Board governs.
The Executive Director manages the organization's daily operations within the authority granted by the Board.
V. MEETING ATTENDANCE AND PARTICIPATION
Board members are expected to attend regular Board meetings and to make reasonable efforts to attend special meetings.
Board members shall:
Review meeting notices.
Review agendas and supporting materials when provided.
Arrive prepared to discuss organizational business.
Participate constructively.
Vote when eligible to vote.
Disclose conflicts before participating in affected matters.
Notify the Secretary, President, or designated contact when unable to attend.
Emergency meetings may occasionally be called with limited notice.
Because limited notice may make attendance impossible, absence from an emergency meeting alone shall not automatically be considered a violation of this policy.
However, Board members are expected to make a reasonable effort to participate when available.
Repeated absence from regular meetings, repeated unexplained nonparticipation, or a pattern of failing to respond to Board communications may result in an accountability review.
VI. ASSIGNMENTS AND FOLLOW-THROUGH
Board members shall complete assignments and responsibilities that they agree to accept or that are appropriately assigned through Board action, officer responsibilities, committee service, or an approved organizational role.
When accepting an assignment, the Board member is expected to:
Understand what is being requested.
Clarify questions before accepting responsibility when necessary.
Meet established deadlines.
Provide reasonable progress updates.
Maintain relevant documents and records.
Communicate promptly when a problem arises.
Ask for assistance when necessary.
Inform organizational leadership as soon as possible if the assignment cannot be completed.
A Board member should not simply stop working on an assignment without informing anyone.
If circumstances prevent completion, the responsibility may be reassigned without penalty when the individual communicates the issue appropriately.
Repeated failure to complete accepted responsibilities without communication or reasonable explanation may constitute failure to meet Board expectations.
VII. BOARD MEMBERS WITH SEPARATE PROGRAM OR STAFF ROLES
A Board member may also have a separate volunteer, program, staff, professional, or compensated position with Melvindale Thrive Initiative when permitted by organizational policies and applicable requirements.
The Board role and operational role shall remain separate.
A Board member who accepts an operational position shall:
Have a written job or position description.
Perform the responsibilities of that position.
Meet applicable performance expectations.
Follow appropriate supervisory relationships.
Complete required documentation.
Participate in applicable evaluations.
Follow conflict-of-interest requirements.
Not vote on their own compensation or personal financial arrangement.
Being a Board member does not excuse an individual from fulfilling the requirements of a separate program or employment position.
VIII. BOARD EDUCATION AND REQUIRED TRAINING
Melvindale Thrive Initiative considers Board education an important responsibility of Board service.
New Board members shall receive orientation that includes, as applicable:
Mission and history of the organization.
Current programs and strategic priorities.
Articles of Incorporation and bylaws.
Board member responsibilities.
Fiduciary duties.
Financial oversight responsibilities.
Conflict-of-interest requirements.
Code of Ethics.
Whistleblower protections.
Confidentiality requirements.
Board meeting procedures.
Organizational policies.
Current organizational finances.
Current grants and major obligations.
The Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector.
New Board members should complete required orientation within 60 days of joining the Board, unless an extension is approved because of reasonable circumstances.
IX. CONTINUING BOARD TRAINING
Board members are expected to participate in continuing education reasonably necessary to perform their Board responsibilities effectively.
When the Board identifies a training as required, Board members shall complete the training by the established deadline or request an extension before the deadline.
Required training may include subjects such as:
Nonprofit governance.
Fiduciary responsibilities.
Financial oversight.
Conflicts of interest.
Ethics.
Fundraising.
Grant compliance.
Safety.
Diversity, equity, inclusion, and accessibility.
Volunteer management.
Personnel oversight.
Standards for Excellence.
Other training related to a Board member's officer, committee, program, or organizational responsibilities.
Completion of required training shall be documented.
The Secretary or another designated individual shall maintain a Board Training Record showing:
Board Member | Training | Provider | Date Assigned | Deadline | Date Completed
Failure to complete required training without communication or reasonable explanation may be addressed through the accountability process in this policy.
X. STANDARDS FOR EXCELLENCE COMMITMENT
Melvindale Thrive Initiative is committed to strengthening its governance, accountability, effectiveness, ethical practices, and organizational sustainability.
Board members shall be introduced to the Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector and are expected to support organizational efforts to implement applicable standards.
The Board shall periodically review areas identified through organizational self-assessment and work with the Executive Director to strengthen policies, procedures, records, governance practices, training, and organizational systems.
Board members are expected to participate in reasonable improvement activities associated with these efforts.
Commitment to Standards for Excellence shall include more than completing an assessment.
The organization shall work toward implementing and documenting the practices it adopts.
XI. KNOWLEDGE OF ORGANIZATIONAL POLICIES
Board members are responsible for becoming familiar with policies applicable to their service.
Board members shall be provided access to the organization's current policy and procedure manual.
Board members are not expected to memorize every policy.
However, they are expected to:
Know that policies exist.
Review policies relevant to their responsibilities.
Follow adopted policies.
Ask questions when unsure.
Review major revisions when distributed.
Sign acknowledgments when required.
Ignorance of an adopted policy does not automatically excuse repeated or serious violations after the Board member has been provided reasonable access and notice.
XII. CONFLICTS OF INTEREST
Board members shall disclose actual, potential, or perceived conflicts of interest.
A Board member shall not use their position to obtain improper personal benefit.
When a matter involves the Board member's own compensation, employment, contract, financial interest, or other direct conflict, the affected director shall:
Disclose the conflict.
Refrain from voting.
Refrain from improperly influencing the decision.
Leave the deliberation when appropriate.
Cooperate with documentation of the conflict and recusal.
Conflicts and recusals shall be recorded in Board minutes.
XIII. CONFIDENTIALITY
Board members may receive confidential information concerning participants, employees, volunteers, donors, applicants, partners, contracts, grants, personnel matters, legal matters, finances, or other sensitive organizational information.
Confidential information shall not be disclosed improperly.
The duty of confidentiality continues after an individual leaves the Board when appropriate.
XIV. COMMUNITY REPRESENTATION
Board members are ambassadors for Melvindale Thrive Initiative.
Board members are encouraged to:
Speak positively and accurately about the organization's mission.
Build appropriate community relationships.
Identify potential partners and supporters.
Attend community events when practical.
Introduce potential resources or opportunities to organizational leadership.
Support appropriate fundraising and outreach.
However, Board members shall not independently enter contracts, promise organizational funds, guarantee partnerships, make official policy statements, or otherwise bind the organization unless authorized to do so.
The Executive Director serves as the organization's primary operational relationship-development officer and coordinates significant external partnerships and organizational commitments.
XV. FUNDRAISING AND RESOURCE DEVELOPMENT
Every Board member shall support the financial sustainability of the organization in a manner appropriate to their abilities, connections, and circumstances.
Support may include:
Identifying prospective donors or sponsors.
Making introductions.
Attending fundraising events.
Sharing organizational fundraising information.
Helping obtain in-kind resources.
Assisting with sponsorship development.
Supporting grant or partnership efforts.
Participating in fundraising planning.
Making a personal charitable contribution when the individual chooses and is financially able.
No Board member shall be required by this policy to make a specific personal financial contribution as a condition of Board service unless the Board separately adopts such a requirement.
XVI. COMMUNICATION AND RESPONSIVENESS
Board members are expected to maintain reasonable communication with organizational leadership.
Board members should respond within a reasonable period to communications requiring a decision, acknowledgment, meeting response, assignment update, or other action.
Board members shall keep current contact information on file.
Repeated failure to respond to organizational communications may be considered in evaluating whether the individual is able or willing to continue fulfilling Board responsibilities.
XVII. ETHICAL AND RESPECTFUL CONDUCT
Board members shall conduct themselves professionally and respectfully.
Board members shall not engage in:
Harassment.
Discrimination.
Retaliation.
Threats.
Misappropriation of organizational resources.
Fraud or intentional falsification of organizational records.
Improper disclosure of confidential information.
Abuse of authority.
Conduct intentionally harmful to the organization or people it serves.
Good-faith disagreement regarding Board decisions, policies, strategy, or leadership is not misconduct.
Board members may disagree respectfully and are encouraged to raise legitimate concerns.
XVIII. ANNUAL BOARD MEMBER REVIEW
Board members shall periodically review their own performance and participation.
At least annually, the Board should review:
Attendance.
Participation.
Assignment completion.
Officer or committee responsibilities.
Required training.
Policy compliance.
Conflicts-of-interest disclosures.
Community participation.
Organizational support.
Communication.
Overall fulfillment of Board expectations.
The purpose of review is both accountability and development.
The Board should identify support or training that may help a member become more effective before assuming that removal is necessary, except when serious misconduct requires immediate action.
XIX. BOARD SELF-EVALUATION
The Board of Directors of Melvindale Thrive Initiative shall conduct a formal Board self-evaluation at least once every two years.
The purpose of the evaluation is to determine how effectively the Board is fulfilling its governance responsibilities and to identify specific areas in which the Board should improve.
A. Responsibility of the Vice President
The Vice President shall serve as the Board Self-Evaluation Coordinator.
The Vice President shall be responsible for administering the Board self-evaluation process from beginning to completion.
The Vice President shall:
Schedule the Board self-evaluation.
Ensure the evaluation occurs at least once every two years.
Obtain or prepare the Board Self-Evaluation Form.
Distribute the evaluation form to every current Board member.
Establish and communicate the deadline for completion.
Follow up with Board members who have not returned their evaluations.
Collect completed evaluations.
Maintain appropriate confidentiality of individual responses.
Compile and summarize the results.
Identify recurring strengths, concerns, training needs, governance weaknesses, participation concerns, and areas requiring improvement.
Prepare a written Board Self-Evaluation Summary.
Provide the summary to the Board.
Place the Board Self-Evaluation Results on the agenda for Board discussion.
Present the summarized findings to the Board.
Coordinate preparation of the Board Improvement Action Plan following Board discussion.
Monitor the approved improvement actions.
Report progress to the Board until the action items have been completed or formally closed by Board action.
The Vice President does not independently determine whether the Board has passed or failed its evaluation.
The Vice President does not independently impose corrective action.
The Vice President coordinates the process.
The full Board of Directors determines what actions will be taken in response to the evaluation results.
B. If the Vice President Position Is Vacant or the Vice President Is Unavailable
If the Vice President position is vacant, or the Vice President is unavailable, unable to perform the responsibility, or has a conflict of interest concerning the evaluation process, the full Board of Directors shall appoint another Board member to serve as Board Self-Evaluation Coordinator for that evaluation cycle.
The appointment shall require Board approval and shall be recorded in the official meeting minutes.
Whenever practicable, the President/Executive Director shall not serve as the substitute Board Self-Evaluation Coordinator.
The Secretary or Acting Secretary shall record:
The name of the person appointed.
The date of appointment.
The evaluation cycle for which the person is appointed.
Once a Vice President is elected or appointed and is available to serve, responsibility for future Board self-evaluations shall return to the Vice President.
C. Participation by All Board Members
Every current Board member shall be provided an opportunity to complete the Board Self-Evaluation Form.
This includes:
President.
Vice President.
Treasurer.
Secretary.
Other directors.
Any other voting member of the Board.
Each Board member shall evaluate the Board as a governing body.
The President/Executive Director shall complete the same Board self-evaluation as the other Board members.
Because the President also serves as Executive Director, the President/Executive Director shall not control, rewrite, suppress, alter, or independently determine the final Board evaluation results.
D. Areas to Be Evaluated
The Board Self-Evaluation Form shall address, at minimum:
Governance
Understanding of Board responsibilities.
Compliance with bylaws.
Compliance with Board policies.
Understanding of fiduciary duties.
Appropriate separation between Board governance and day-to-day management.
Oversight of the Executive Director.
Board Participation
Meeting attendance.
Preparation for meetings.
Participation in discussion.
Voting participation.
Responsiveness to Board communications.
Follow-through on assignments.
Participation in committees or assigned responsibilities.
Training and Development
Completion of required Board orientation.
Completion of required Board training.
Understanding of the Standards for Excellence.
Understanding of organizational policies.
Identification of additional training needs.
Financial Oversight
Understanding of organizational finances.
Review of financial reports.
Participation in budget oversight.
Understanding of restricted funds and grant obligations.
Appropriate review of financial decisions.
Executive Oversight
Whether the Board provides clear direction to the Executive Director.
Whether the Board gives the Executive Director appropriate authority to manage operations.
Whether the Board conducts appropriate Executive Director evaluations.
Whether the Board appropriately reviews Executive Director compensation.
Whether conflicts of interest are handled properly.
Mission and Strategy
Understanding of the organization's mission.
Participation in strategic planning.
Understanding of programs.
Awareness of organizational goals.
Attention to community needs.
Progress toward organizational priorities.
Community and Resource Development
Support for community partnerships.
Support for fundraising.
Identification of potential donors, sponsors, partners, and resources.
Participation in organizational events when reasonably possible.
Responsible representation of the organization.
Board Composition and Development
Whether the Board has the skills needed by the organization.
Whether additional expertise should be recruited.
Whether the Board understands the community served.
Leadership succession.
Officer succession.
Recruitment of future directors.
Board Conduct
Respectful communication.
Confidentiality.
Conflict-of-interest compliance.
Ethical behavior.
Ability to disagree constructively.
Support for properly adopted Board decisions.
E. Evaluation Schedule and Deadline
The Vice President shall initiate the formal Board self-evaluation at least once every two years.
The Board may conduct the evaluation annually if the Board determines that more frequent review would benefit the organization.
Once the evaluation forms are distributed, Board members shall normally have 14 calendar days to complete and return them.
The Vice President shall provide reasonable reminders to members who have not completed the evaluation.
Failure to complete a required Board self-evaluation may be documented as a participation concern and may be addressed under this policy.
F. Confidentiality and Compilation of Results
Individual evaluation responses shall be treated as confidential to the extent reasonably possible.
The Vice President shall normally present evaluation results in summary form rather than identifying which Board member provided a particular response.
Examples may include:
“Four Board members identified assignment follow-through as needing improvement.”
“Three Board members identified financial-governance training as a need.”
“A majority of Board members identified communication between meetings as an area for improvement.”
Individual responses may be identified when necessary to address a serious legal, ethical, safety, financial, personnel, misconduct, harassment, discrimination, fraud, conflict-of-interest, or similar concern requiring individual follow-up.
G. Written Board Self-Evaluation Summary
Following collection of the evaluations, the Vice President shall prepare a written Board Self-Evaluation Summary.
The summary shall include:
Date the evaluation was conducted.
Number of Board members eligible to participate.
Number of evaluations completed.
Major Board strengths identified.
Areas needing improvement.
Training needs.
Policy or procedure needs.
Participation or communication concerns.
Governance concerns.
Recruitment or succession needs.
Recommendations for Board discussion.
H. Board Discussion of Results
The Vice President shall present the evaluation summary at a Board meeting.
The Board shall discuss:
What is working well.
What is not working well.
Why identified problems may be occurring.
Whether additional training is required.
Whether policies or procedures need revision.
Whether responsibilities need clarification.
Whether Board recruitment is needed.
Whether officer responsibilities need adjustment.
Whether additional accountability measures are appropriate.
The purpose of the Board self-evaluation is organizational improvement and accountability.
I. Board Improvement Action Plan
Following discussion of the evaluation results, the full Board shall approve a written Board Improvement Action Plan for significant areas requiring improvement.
Each action item shall identify:
Issue Identified:
Corrective or Improvement Action:
Person Responsible:
Completion Deadline:
How Completion Will Be Verified:
Status:
☐ Not Started
☐ In Progress
☐ Completed
☐ Board Determined No Further Action Necessary
The Board shall establish reasonable completion da
New Proposed Board Policy for New Board Meeting
MELVINDALE THRIVE INITIATIVE
Board Member Expectations, Commitment & Accountability Policy
Policy Title: Board Member Expectations, Commitment & Accountability Policy
Applies To: All Directors and Officers of Melvindale Thrive Initiative
Effective Date: __________________
Approved by Board: __________________
Last Reviewed: __________________
I. PURPOSE
Service on the Board of Directors of Melvindale Thrive Initiative is an active leadership and governance commitment, not an honorary position.
Every Board member accepts responsibility for helping protect, strengthen, govern, and advance the organization.
Board members are expected to actively participate, complete responsibilities they accept or are assigned, remain informed, participate in appropriate education and training, follow organizational policies, act ethically, and place the charitable interests of Melvindale Thrive Initiative ahead of personal interests.
This policy establishes clear expectations so that each Board member understands the responsibilities of Board service and can be held accountable in a fair and consistent manner.
II. COMMITMENT TO THE ORGANIZATION
Every Board member shall demonstrate a genuine commitment to the mission, programs, goals, values, sustainability, reputation, and long-term success of Melvindale Thrive Initiative.
Board members are expected to:
Support the mission and charitable purposes of the organization.
Become familiar with the organization's programs, goals, community needs, accomplishments, and challenges.
Make a reasonable effort to participate in organizational activities and events.
Protect and strengthen the reputation of the organization.
Support responsible organizational growth.
Act in the best interests of the organization rather than for personal benefit.
Communicate honestly and respectfully with other directors, staff, volunteers, partners, and community members.
Work cooperatively with organizational leadership.
Raise concerns appropriately rather than ignoring significant problems.
Follow through on responsibilities and commitments.
Board members are expected to serve because they care about the work of Melvindale Thrive Initiative and are willing to contribute meaningful time, judgment, knowledge, relationships, skills, or other resources to help the organization succeed.
III. FIDUCIARY AND GOVERNANCE RESPONSIBILITIES
Every Board member shall understand and carry out the fiduciary responsibilities associated with nonprofit Board service, including the duties of care, loyalty, and obedience.
Board members shall:
Act in good faith.
Exercise reasonable care when making decisions.
Review information necessary to make informed decisions.
Protect organizational assets.
Ensure resources are used to advance the charitable mission.
Follow the Articles of Incorporation, bylaws, Board-approved policies, and applicable laws.
Disclose conflicts of interest.
Maintain appropriate confidentiality.
Participate in financial and organizational oversight.
Ask reasonable questions when clarification is necessary.
Participate in significant Board decisions.
The Board acts collectively.
No individual Board member has authority to make binding decisions for the organization solely because that person is a director unless authority has specifically been delegated by the Board, bylaws, or an adopted policy.
IV. BOARD AUTHORITY OVER THE EXECUTIVE DIRECTOR
The Board of Directors, acting as a body, appoints or hires the Executive Director of Melvindale Thrive Initiative.
The Board shall:
Approve the Executive Director's written job description.
Approve any Executive Director employment agreement or contract.
Establish and approve reasonable compensation.
Establish organizational expectations and major goals.
Provide appropriate authority for the Executive Director to manage day-to-day operations.
Conduct a formal Executive Director performance evaluation at least annually once the position is active as a compensated executive position.
Review Executive Director compensation periodically.
Address performance concerns when necessary.
Discipline, suspend, or remove the Executive Director when warranted and consistent with applicable contracts, organizational documents, policies, and law.
Plan for Executive Director succession and transition.
If the Executive Director is also a member or officer of the Board, that individual shall not vote on their own compensation, employment agreement, performance evaluation, discipline, or other matter involving a direct personal financial conflict.
Disinterested Board members shall make those decisions.
No individual director shall independently supervise or direct the Executive Director unless specifically authorized by the Board.
The Board governs.
The Executive Director manages the organization's daily operations within the authority granted by the Board.
V. MEETING ATTENDANCE AND PARTICIPATION
Board members are expected to attend regular Board meetings and to make reasonable efforts to attend special meetings.
Board members shall:
Review meeting notices.
Review agendas and supporting materials when provided.
Arrive prepared to discuss organizational business.
Participate constructively.
Vote when eligible to vote.
Disclose conflicts before participating in affected matters.
Notify the Secretary, President, or designated contact when unable to attend.
Emergency meetings may occasionally be called with limited notice.
Because limited notice may make attendance impossible, absence from an emergency meeting alone shall not automatically be considered a violation of this policy.
However, Board members are expected to make a reasonable effort to participate when available.
Repeated absence from regular meetings, repeated unexplained nonparticipation, or a pattern of failing to respond to Board communications may result in an accountability review.
VI. ASSIGNMENTS AND FOLLOW-THROUGH
Board members shall complete assignments and responsibilities that they agree to accept or that are appropriately assigned through Board action, officer responsibilities, committee service, or an approved organizational role.
When accepting an assignment, the Board member is expected to:
Understand what is being requested.
Clarify questions before accepting responsibility when necessary.
Meet established deadlines.
Provide reasonable progress updates.
Maintain relevant documents and records.
Communicate promptly when a problem arises.
Ask for assistance when necessary.
Inform organizational leadership as soon as possible if the assignment cannot be completed.
A Board member should not simply stop working on an assignment without informing anyone.
If circumstances prevent completion, the responsibility may be reassigned without penalty when the individual communicates the issue appropriately.
Repeated failure to complete accepted responsibilities without communication or reasonable explanation may constitute failure to meet Board expectations.
VII. BOARD MEMBERS WITH SEPARATE PROGRAM OR STAFF ROLES
A Board member may also have a separate volunteer, program, staff, professional, or compensated position with Melvindale Thrive Initiative when permitted by organizational policies and applicable requirements.
The Board role and operational role shall remain separate.
A Board member who accepts an operational position shall:
Have a written job or position description.
Perform the responsibilities of that position.
Meet applicable performance expectations.
Follow appropriate supervisory relationships.
Complete required documentation.
Participate in applicable evaluations.
Follow conflict-of-interest requirements.
Not vote on their own compensation or personal financial arrangement.
Being a Board member does not excuse an individual from fulfilling the requirements of a separate program or employment position.
VIII. BOARD EDUCATION AND REQUIRED TRAINING
Melvindale Thrive Initiative considers Board education an important responsibility of Board service.
New Board members shall receive orientation that includes, as applicable:
Mission and history of the organization.
Current programs and strategic priorities.
Articles of Incorporation and bylaws.
Board member responsibilities.
Fiduciary duties.
Financial oversight responsibilities.
Conflict-of-interest requirements.
Code of Ethics.
Whistleblower protections.
Confidentiality requirements.
Board meeting procedures.
Organizational policies.
Current organizational finances.
Current grants and major obligations.
The Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector.
New Board members should complete required orientation within 60 days of joining the Board, unless an extension is approved because of reasonable circumstances.
IX. CONTINUING BOARD TRAINING
Board members are expected to participate in continuing education reasonably necessary to perform their Board responsibilities effectively.
When the Board identifies a training as required, Board members shall complete the training by the established deadline or request an extension before the deadline.
Required training may include subjects such as:
Nonprofit governance.
Fiduciary responsibilities.
Financial oversight.
Conflicts of interest.
Ethics.
Fundraising.
Grant compliance.
Safety.
Diversity, equity, inclusion, and accessibility.
Volunteer management.
Personnel oversight.
Standards for Excellence.
Other training related to a Board member's officer, committee, program, or organizational responsibilities.
Completion of required training shall be documented.
The Secretary or another designated individual shall maintain a Board Training Record showing:
Board Member | Training | Provider | Date Assigned | Deadline | Date Completed
Failure to complete required training without communication or reasonable explanation may be addressed through the accountability process in this policy.
X. STANDARDS FOR EXCELLENCE COMMITMENT
Melvindale Thrive Initiative is committed to strengthening its governance, accountability, effectiveness, ethical practices, and organizational sustainability.
Board members shall be introduced to the Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector and are expected to support organizational efforts to implement applicable standards.
The Board shall periodically review areas identified through organizational self-assessment and work with the Executive Director to strengthen policies, procedures, records, governance practices, training, and organizational systems.
Board members are expected to participate in reasonable improvement activities associated with these efforts.
Commitment to Standards for Excellence shall include more than completing an assessment.
The organization shall work toward implementing and documenting the practices it adopts.
XI. KNOWLEDGE OF ORGANIZATIONAL POLICIES
Board members are responsible for becoming familiar with policies applicable to their service.
Board members shall be provided access to the organization's current policy and procedure manual.
Board members are not expected to memorize every policy.
However, they are expected to:
Know that policies exist.
Review policies relevant to their responsibilities.
Follow adopted policies.
Ask questions when unsure.
Review major revisions when distributed.
Sign acknowledgments when required.
Ignorance of an adopted policy does not automatically excuse repeated or serious violations after the Board member has been provided reasonable access and notice.
XII. CONFLICTS OF INTEREST
Board members shall disclose actual, potential, or perceived conflicts of interest.
A Board member shall not use their position to obtain improper personal benefit.
When a matter involves the Board member's own compensation, employment, contract, financial interest, or other direct conflict, the affected director shall:
Disclose the conflict.
Refrain from voting.
Refrain from improperly influencing the decision.
Leave the deliberation when appropriate.
Cooperate with documentation of the conflict and recusal.
Conflicts and recusals shall be recorded in Board minutes.
XIII. CONFIDENTIALITY
Board members may receive confidential information concerning participants, employees, volunteers, donors, applicants, partners, contracts, grants, personnel matters, legal matters, finances, or other sensitive organizational information.
Confidential information shall not be disclosed improperly.
The duty of confidentiality continues after an individual leaves the Board when appropriate.
XIV. COMMUNITY REPRESENTATION
Board members are ambassadors for Melvindale Thrive Initiative.
Board members are encouraged to:
Speak positively and accurately about the organization's mission.
Build appropriate community relationships.
Identify potential partners and supporters.
Attend community events when practical.
Introduce potential resources or opportunities to organizational leadership.
Support appropriate fundraising and outreach.
However, Board members shall not independently enter contracts, promise organizational funds, guarantee partnerships, make official policy statements, or otherwise bind the organization unless authorized to do so.
The Executive Director serves as the organization's primary operational relationship-development officer and coordinates significant external partnerships and organizational commitments.
XV. FUNDRAISING AND RESOURCE DEVELOPMENT
Every Board member shall support the financial sustainability of the organization in a manner appropriate to their abilities, connections, and circumstances.
Support may include:
Identifying prospective donors or sponsors.
Making introductions.
Attending fundraising events.
Sharing organizational fundraising information.
Helping obtain in-kind resources.
Assisting with sponsorship development.
Supporting grant or partnership efforts.
Participating in fundraising planning.
Making a personal charitable contribution when the individual chooses and is financially able.
No Board member shall be required by this policy to make a specific personal financial contribution as a condition of Board service unless the Board separately adopts such a requirement.
XVI. COMMUNICATION AND RESPONSIVENESS
Board members are expected to maintain reasonable communication with organizational leadership.
Board members should respond within a reasonable period to communications requiring a decision, acknowledgment, meeting response, assignment update, or other action.
Board members shall keep current contact information on file.
Repeated failure to respond to organizational communications may be considered in evaluating whether the individual is able or willing to continue fulfilling Board responsibilities.
XVII. ETHICAL AND RESPECTFUL CONDUCT
Board members shall conduct themselves professionally and respectfully.
Board members shall not engage in:
Harassment.
Discrimination.
Retaliation.
Threats.
Misappropriation of organizational resources.
Fraud or intentional falsification of organizational records.
Improper disclosure of confidential information.
Abuse of authority.
Conduct intentionally harmful to the organization or people it serves.
Good-faith disagreement regarding Board decisions, policies, strategy, or leadership is not misconduct.
Board members may disagree respectfully and are encouraged to raise legitimate concerns.
XVIII. ANNUAL BOARD MEMBER REVIEW
Board members shall periodically review their own performance and participation.
At least annually, the Board should review:
Attendance.
Participation.
Assignment completion.
Officer or committee responsibilities.
Required training.
Policy compliance.
Conflicts-of-interest disclosures.
Community participation.
Organizational support.
Communication.
Overall fulfillment of Board expectations.
The purpose of review is both accountability and development.
The Board should identify support or training that may help a member become more effective before assuming that removal is necessary, except when serious misconduct requires immediate action.
XIX. BOARD SELF-EVALUATION
The Board of Directors of Melvindale Thrive Initiative shall conduct a formal Board self-evaluation at least once every two years.
The purpose of the evaluation is to determine how effectively the Board is fulfilling its governance responsibilities and to identify specific areas in which the Board should improve.
A. Responsibility of the Vice President
The Vice President shall serve as the Board Self-Evaluation Coordinator.
The Vice President shall be responsible for administering the Board self-evaluation process from beginning to completion.
The Vice President shall:
Schedule the Board self-evaluation.
Ensure the evaluation occurs at least once every two years.
Obtain or prepare the Board Self-Evaluation Form.
Distribute the evaluation form to every current Board member.
Establish and communicate the deadline for completion.
Follow up with Board members who have not returned their evaluations.
Collect completed evaluations.
Maintain appropriate confidentiality of individual responses.
Compile and summarize the results.
Identify recurring strengths, concerns, training needs, governance weaknesses, participation concerns, and areas requiring improvement.
Prepare a written Board Self-Evaluation Summary.
Provide the summary to the Board.
Place the Board Self-Evaluation Results on the agenda for Board discussion.
Present the summarized findings to the Board.
Coordinate preparation of the Board Improvement Action Plan following Board discussion.
Monitor the approved improvement actions.
Report progress to the Board until the action items have been completed or formally closed by Board action.
The Vice President does not independently determine whether the Board has passed or failed its evaluation.
The Vice President does not independently impose corrective action.
The Vice President coordinates the process.
The full Board of Directors determines what actions will be taken in response to the evaluation results.
B. If the Vice President Position Is Vacant or the Vice President Is Unavailable
If the Vice President position is vacant, or the Vice President is unavailable, unable to perform the responsibility, or has a conflict of interest concerning the evaluation process, the full Board of Directors shall appoint another Board member to serve as Board Self-Evaluation Coordinator for that evaluation cycle.
The appointment shall require Board approval and shall be recorded in the official meeting minutes.
Whenever practicable, the President/Executive Director shall not serve as the substitute Board Self-Evaluation Coordinator.
The Secretary or Acting Secretary shall record:
The name of the person appointed.
The date of appointment.
The evaluation cycle for which the person is appointed.
Once a Vice President is elected or appointed and is available to serve, responsibility for future Board self-evaluations shall return to the Vice President.
C. Participation by All Board Members
Every current Board member shall be provided an opportunity to complete the Board Self-Evaluation Form.
This includes:
President.
Vice President.
Treasurer.
Secretary.
Other directors.
Any other voting member of the Board.
Each Board member shall evaluate the Board as a governing body.
The President/Executive Director shall complete the same Board self-evaluation as the other Board members.
Because the President also serves as Executive Director, the President/Executive Director shall not control, rewrite, suppress, alter, or independently determine the final Board evaluation results.
D. Areas to Be Evaluated
The Board Self-Evaluation Form shall address, at minimum:
Governance
Understanding of Board responsibilities.
Compliance with bylaws.
Compliance with Board policies.
Understanding of fiduciary duties.
Appropriate separation between Board governance and day-to-day management.
Oversight of the Executive Director.
Board Participation
Meeting attendance.
Preparation for meetings.
Participation in discussion.
Voting participation.
Responsiveness to Board communications.
Follow-through on assignments.
Participation in committees or assigned responsibilities.
Training and Development
Completion of required Board orientation.
Completion of required Board training.
Understanding of the Standards for Excellence.
Understanding of organizational policies.
Identification of additional training needs.
Financial Oversight
Understanding of organizational finances.
Review of financial reports.
Participation in budget oversight.
Understanding of restricted funds and grant obligations.
Appropriate review of financial decisions.
Executive Oversight
Whether the Board provides clear direction to the Executive Director.
Whether the Board gives the Executive Director appropriate authority to manage operations.
Whether the Board conducts appropriate Executive Director evaluations.
Whether the Board appropriately reviews Executive Director compensation.
Whether conflicts of interest are handled properly.
Mission and Strategy
Understanding of the organization's mission.
Participation in strategic planning.
Understanding of programs.
Awareness of organizational goals.
Attention to community needs.
Progress toward organizational priorities.
Community and Resource Development
Support for community partnerships.
Support for fundraising.
Identification of potential donors, sponsors, partners, and resources.
Participation in organizational events when reasonably possible.
Responsible representation of the organization.
Board Composition and Development
Whether the Board has the skills needed by the organization.
Whether additional expertise should be recruited.
Whether the Board understands the community served.
Leadership succession.
Officer succession.
Recruitment of future directors.
Board Conduct
Respectful communication.
Confidentiality.
Conflict-of-interest compliance.
Ethical behavior.
Ability to disagree constructively.
Support for properly adopted Board decisions.
E. Evaluation Schedule and Deadline
The Vice President shall initiate the formal Board self-evaluation at least once every two years.
The Board may conduct the evaluation annually if the Board determines that more frequent review would benefit the organization.
Once the evaluation forms are distributed, Board members shall normally have 14 calendar days to complete and return them.
The Vice President shall provide reasonable reminders to members who have not completed the evaluation.
Failure to complete a required Board self-evaluation may be documented as a participation concern and may be addressed under this policy.
F. Confidentiality and Compilation of Results
Individual evaluation responses shall be treated as confidential to the extent reasonably possible.
The Vice President shall normally present evaluation results in summary form rather than identifying which Board member provided a particular response.
Examples may include:
“Four Board members identified assignment follow-through as needing improvement.”
“Three Board members identified financial-governance training as a need.”
“A majority of Board members identified communication between meetings as an area for improvement.”
Individual responses may be identified when necessary to address a serious legal, ethical, safety, financial, personnel, misconduct, harassment, discrimination, fraud, conflict-of-interest, or similar concern requiring individual follow-up.
G. Written Board Self-Evaluation Summary
Following collection of the evaluations, the Vice President shall prepare a written Board Self-Evaluation Summary.
The summary shall include:
Date the evaluation was conducted.
Number of Board members eligible to participate.
Number of evaluations completed.
Major Board strengths identified.
Areas needing improvement.
Training needs.
Policy or procedure needs.
Participation or communication concerns.
Governance concerns.
Recruitment or succession needs.
Recommendations for Board discussion.
H. Board Discussion of Results
The Vice President shall present the evaluation summary at a Board meeting.
The Board shall discuss:
What is working well.
What is not working well.
Why identified problems may be occurring.
Whether additional training is required.
Whether policies or procedures need revision.
Whether responsibilities need clarification.
Whether Board recruitment is needed.
Whether officer responsibilities need adjustment.
Whether additional accountability measures are appropriate.
The purpose of the Board self-evaluation is organizational improvement and accountability.
I. Board Improvement Action Plan
Following discussion of the evaluation results, the full Board shall approve a written Board Improvement Action Plan for significant areas requiring improvement.
Each action item shall identify:
Issue Identified:
Corrective or Improvement Action:
Person Responsible:
Completion Deadline:
How Completion Will Be Verified:
Status:
☐ Not Started
☐ In Progress
☐ Completed
☐ Board Determined No Further Action Necessary
The Board shall establish reasonable completion da
New Proposed Policy
MELVINDALE THRIVE INITIATIVE
Board Member Expectations, Commitment & Accountability Policy
Policy Title: Board Member Expectations, Commitment & Accountability Policy
Applies To: All Directors and Officers of Melvindale Thrive Initiative
Effective Date: __________________
Approved by Board: __________________
Last Reviewed: __________________
I. PURPOSE
Service on the Board of Directors of Melvindale Thrive Initiative is an active leadership and governance commitment, not an honorary position.
Every Board member accepts responsibility for helping protect, strengthen, govern, and advance the organization.
Board members are expected to actively participate, complete responsibilities they accept or are assigned, remain informed, participate in appropriate education and training, follow organizational policies, act ethically, and place the charitable interests of Melvindale Thrive Initiative ahead of personal interests.
This policy establishes clear expectations so that each Board member understands the responsibilities of Board service and can be held accountable in a fair and consistent manner.
II. COMMITMENT TO THE ORGANIZATION
Every Board member shall demonstrate a genuine commitment to the mission, programs, goals, values, sustainability, reputation, and long-term success of Melvindale Thrive Initiative.
Board members are expected to:
Support the mission and charitable purposes of the organization.
Become familiar with the organization's programs, goals, community needs, accomplishments, and challenges.
Make a reasonable effort to participate in organizational activities and events.
Protect and strengthen the reputation of the organization.
Support responsible organizational growth.
Act in the best interests of the organization rather than for personal benefit.
Communicate honestly and respectfully with other directors, staff, volunteers, partners, and community members.
Work cooperatively with organizational leadership.
Raise concerns appropriately rather than ignoring significant problems.
Follow through on responsibilities and commitments.
Board members are expected to serve because they care about the work of Melvindale Thrive Initiative and are willing to contribute meaningful time, judgment, knowledge, relationships, skills, or other resources to help the organization succeed.
III. FIDUCIARY AND GOVERNANCE RESPONSIBILITIES
Every Board member shall understand and carry out the fiduciary responsibilities associated with nonprofit Board service, including the duties of care, loyalty, and obedience.
Board members shall:
Act in good faith.
Exercise reasonable care when making decisions.
Review information necessary to make informed decisions.
Protect organizational assets.
Ensure resources are used to advance the charitable mission.
Follow the Articles of Incorporation, bylaws, Board-approved policies, and applicable laws.
Disclose conflicts of interest.
Maintain appropriate confidentiality.
Participate in financial and organizational oversight.
Ask reasonable questions when clarification is necessary.
Participate in significant Board decisions.
The Board acts collectively.
No individual Board member has authority to make binding decisions for the organization solely because that person is a director unless authority has specifically been delegated by the Board, bylaws, or an adopted policy.
IV. BOARD AUTHORITY OVER THE EXECUTIVE DIRECTOR
The Board of Directors, acting as a body, appoints or hires the Executive Director of Melvindale Thrive Initiative.
The Board shall:
Approve the Executive Director's written job description.
Approve any Executive Director employment agreement or contract.
Establish and approve reasonable compensation.
Establish organizational expectations and major goals.
Provide appropriate authority for the Executive Director to manage day-to-day operations.
Conduct a formal Executive Director performance evaluation at least annually once the position is active as a compensated executive position.
Review Executive Director compensation periodically.
Address performance concerns when necessary.
Discipline, suspend, or remove the Executive Director when warranted and consistent with applicable contracts, organizational documents, policies, and law.
Plan for Executive Director succession and transition.
If the Executive Director is also a member or officer of the Board, that individual shall not vote on their own compensation, employment agreement, performance evaluation, discipline, or other matter involving a direct personal financial conflict.
Disinterested Board members shall make those decisions.
No individual director shall independently supervise or direct the Executive Director unless specifically authorized by the Board.
The Board governs.
The Executive Director manages the organization's daily operations within the authority granted by the Board.
V. MEETING ATTENDANCE AND PARTICIPATION
Board members are expected to attend regular Board meetings and to make reasonable efforts to attend special meetings.
Board members shall:
Review meeting notices.
Review agendas and supporting materials when provided.
Arrive prepared to discuss organizational business.
Participate constructively.
Vote when eligible to vote.
Disclose conflicts before participating in affected matters.
Notify the Secretary, President, or designated contact when unable to attend.
Emergency meetings may occasionally be called with limited notice.
Because limited notice may make attendance impossible, absence from an emergency meeting alone shall not automatically be considered a violation of this policy.
However, Board members are expected to make a reasonable effort to participate when available.
Repeated absence from regular meetings, repeated unexplained nonparticipation, or a pattern of failing to respond to Board communications may result in an accountability review.
VI. ASSIGNMENTS AND FOLLOW-THROUGH
Board members shall complete assignments and responsibilities that they agree to accept or that are appropriately assigned through Board action, officer responsibilities, committee service, or an approved organizational role.
When accepting an assignment, the Board member is expected to:
Understand what is being requested.
Clarify questions before accepting responsibility when necessary.
Meet established deadlines.
Provide reasonable progress updates.
Maintain relevant documents and records.
Communicate promptly when a problem arises.
Ask for assistance when necessary.
Inform organizational leadership as soon as possible if the assignment cannot be completed.
A Board member should not simply stop working on an assignment without informing anyone.
If circumstances prevent completion, the responsibility may be reassigned without penalty when the individual communicates the issue appropriately.
Repeated failure to complete accepted responsibilities without communication or reasonable explanation may constitute failure to meet Board expectations.
VII. BOARD MEMBERS WITH SEPARATE PROGRAM OR STAFF ROLES
A Board member may also have a separate volunteer, program, staff, professional, or compensated position with Melvindale Thrive Initiative when permitted by organizational policies and applicable requirements.
The Board role and operational role shall remain separate.
A Board member who accepts an operational position shall:
Have a written job or position description.
Perform the responsibilities of that position.
Meet applicable performance expectations.
Follow appropriate supervisory relationships.
Complete required documentation.
Participate in applicable evaluations.
Follow conflict-of-interest requirements.
Not vote on their own compensation or personal financial arrangement.
Being a Board member does not excuse an individual from fulfilling the requirements of a separate program or employment position.
VIII. BOARD EDUCATION AND REQUIRED TRAINING
Melvindale Thrive Initiative considers Board education an important responsibility of Board service.
New Board members shall receive orientation that includes, as applicable:
Mission and history of the organization.
Current programs and strategic priorities.
Articles of Incorporation and bylaws.
Board member responsibilities.
Fiduciary duties.
Financial oversight responsibilities.
Conflict-of-interest requirements.
Code of Ethics.
Whistleblower protections.
Confidentiality requirements.
Board meeting procedures.
Organizational policies.
Current organizational finances.
Current grants and major obligations.
The Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector.
New Board members should complete required orientation within 60 days of joining the Board, unless an extension is approved because of reasonable circumstances.
IX. CONTINUING BOARD TRAINING
Board members are expected to participate in continuing education reasonably necessary to perform their Board responsibilities effectively.
When the Board identifies a training as required, Board members shall complete the training by the established deadline or request an extension before the deadline.
Required training may include subjects such as:
Nonprofit governance.
Fiduciary responsibilities.
Financial oversight.
Conflicts of interest.
Ethics.
Fundraising.
Grant compliance.
Safety.
Diversity, equity, inclusion, and accessibility.
Volunteer management.
Personnel oversight.
Standards for Excellence.
Other training related to a Board member's officer, committee, program, or organizational responsibilities.
Completion of required training shall be documented.
The Secretary or another designated individual shall maintain a Board Training Record showing:
Board Member | Training | Provider | Date Assigned | Deadline | Date Completed
Failure to complete required training without communication or reasonable explanation may be addressed through the accountability process in this policy.
X. STANDARDS FOR EXCELLENCE COMMITMENT
Melvindale Thrive Initiative is committed to strengthening its governance, accountability, effectiveness, ethical practices, and organizational sustainability.
Board members shall be introduced to the Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector and are expected to support organizational efforts to implement applicable standards.
The Board shall periodically review areas identified through organizational self-assessment and work with the Executive Director to strengthen policies, procedures, records, governance practices, training, and organizational systems.
Board members are expected to participate in reasonable improvement activities associated with these efforts.
Commitment to Standards for Excellence shall include more than completing an assessment.
The organization shall work toward implementing and documenting the practices it adopts.
XI. KNOWLEDGE OF ORGANIZATIONAL POLICIES
Board members are responsible for becoming familiar with policies applicable to their service.
Board members shall be provided access to the organization's current policy and procedure manual.
Board members are not expected to memorize every policy.
However, they are expected to:
Know that policies exist.
Review policies relevant to their responsibilities.
Follow adopted policies.
Ask questions when unsure.
Review major revisions when distributed.
Sign acknowledgments when required.
Ignorance of an adopted policy does not automatically excuse repeated or serious violations after the Board member has been provided reasonable access and notice.
XII. CONFLICTS OF INTEREST
Board members shall disclose actual, potential, or perceived conflicts of interest.
A Board member shall not use their position to obtain improper personal benefit.
When a matter involves the Board member's own compensation, employment, contract, financial interest, or other direct conflict, the affected director shall:
Disclose the conflict.
Refrain from voting.
Refrain from improperly influencing the decision.
Leave the deliberation when appropriate.
Cooperate with documentation of the conflict and recusal.
Conflicts and recusals shall be recorded in Board minutes.
XIII. CONFIDENTIALITY
Board members may receive confidential information concerning participants, employees, volunteers, donors, applicants, partners, contracts, grants, personnel matters, legal matters, finances, or other sensitive organizational information.
Confidential information shall not be disclosed improperly.
The duty of confidentiality continues after an individual leaves the Board when appropriate.
XIV. COMMUNITY REPRESENTATION
Board members are ambassadors for Melvindale Thrive Initiative.
Board members are encouraged to:
Speak positively and accurately about the organization's mission.
Build appropriate community relationships.
Identify potential partners and supporters.
Attend community events when practical.
Introduce potential resources or opportunities to organizational leadership.
Support appropriate fundraising and outreach.
However, Board members shall not independently enter contracts, promise organizational funds, guarantee partnerships, make official policy statements, or otherwise bind the organization unless authorized to do so.
The Executive Director serves as the organization's primary operational relationship-development officer and coordinates significant external partnerships and organizational commitments.
XV. FUNDRAISING AND RESOURCE DEVELOPMENT
Every Board member shall support the financial sustainability of the organization in a manner appropriate to their abilities, connections, and circumstances.
Support may include:
Identifying prospective donors or sponsors.
Making introductions.
Attending fundraising events.
Sharing organizational fundraising information.
Helping obtain in-kind resources.
Assisting with sponsorship development.
Supporting grant or partnership efforts.
Participating in fundraising planning.
Making a personal charitable contribution when the individual chooses and is financially able.
No Board member shall be required by this policy to make a specific personal financial contribution as a condition of Board service unless the Board separately adopts such a requirement.
XVI. COMMUNICATION AND RESPONSIVENESS
Board members are expected to maintain reasonable communication with organizational leadership.
Board members should respond within a reasonable period to communications requiring a decision, acknowledgment, meeting response, assignment update, or other action.
Board members shall keep current contact information on file.
Repeated failure to respond to organizational communications may be considered in evaluating whether the individual is able or willing to continue fulfilling Board responsibilities.
XVII. ETHICAL AND RESPECTFUL CONDUCT
Board members shall conduct themselves professionally and respectfully.
Board members shall not engage in:
Harassment.
Discrimination.
Retaliation.
Threats.
Misappropriation of organizational resources.
Fraud or intentional falsification of organizational records.
Improper disclosure of confidential information.
Abuse of authority.
Conduct intentionally harmful to the organization or people it serves.
Good-faith disagreement regarding Board decisions, policies, strategy, or leadership is not misconduct.
Board members may disagree respectfully and are encouraged to raise legitimate concerns.
XVIII. ANNUAL BOARD MEMBER REVIEW
Board members shall periodically review their own performance and participation.
At least annually, the Board should review:
Attendance.
Participation.
Assignment completion.
Officer or committee responsibilities.
Required training.
Policy compliance.
Conflicts-of-interest disclosures.
Community participation.
Organizational support.
Communication.
Overall fulfillment of Board expectations.
The purpose of review is both accountability and development.
The Board should identify support or training that may help a member become more effective before assuming that removal is necessary, except when serious misconduct requires immediate action.
XIX. BOARD SELF-EVALUATION
The Board of Directors of Melvindale Thrive Initiative shall conduct a formal Board self-evaluation at least once every two years.
The purpose of the evaluation is to determine how effectively the Board is fulfilling its governance responsibilities and to identify specific areas in which the Board should improve.
A. Responsibility of the Vice President
The Vice President shall serve as the Board Self-Evaluation Coordinator.
The Vice President shall be responsible for administering the Board self-evaluation process from beginning to completion.
The Vice President shall:
Schedule the Board self-evaluation.
Ensure the evaluation occurs at least once every two years.
Obtain or prepare the Board Self-Evaluation Form.
Distribute the evaluation form to every current Board member.
Establish and communicate the deadline for completion.
Follow up with Board members who have not returned their evaluations.
Collect completed evaluations.
Maintain appropriate confidentiality of individual responses.
Compile and summarize the results.
Identify recurring strengths, concerns, training needs, governance weaknesses, participation concerns, and areas requiring improvement.
Prepare a written Board Self-Evaluation Summary.
Provide the summary to the Board.
Place the Board Self-Evaluation Results on the agenda for Board discussion.
Present the summarized findings to the Board.
Coordinate preparation of the Board Improvement Action Plan following Board discussion.
Monitor the approved improvement actions.
Report progress to the Board until the action items have been completed or formally closed by Board action.
The Vice President does not independently determine whether the Board has passed or failed its evaluation.
The Vice President does not independently impose corrective action.
The Vice President coordinates the process.
The full Board of Directors determines what actions will be taken in response to the evaluation results.
B. If the Vice President Position Is Vacant or the Vice President Is Unavailable
If the Vice President position is vacant, or the Vice President is unavailable, unable to perform the responsibility, or has a conflict of interest concerning the evaluation process, the full Board of Directors shall appoint another Board member to serve as Board Self-Evaluation Coordinator for that evaluation cycle.
The appointment shall require Board approval and shall be recorded in the official meeting minutes.
Whenever practicable, the President/Executive Director shall not serve as the substitute Board Self-Evaluation Coordinator.
The Secretary or Acting Secretary shall record:
The name of the person appointed.
The date of appointment.
The evaluation cycle for which the person is appointed.
Once a Vice President is elected or appointed and is available to serve, responsibility for future Board self-evaluations shall return to the Vice President.
C. Participation by All Board Members
Every current Board member shall be provided an opportunity to complete the Board Self-Evaluation Form.
This includes:
President.
Vice President.
Treasurer.
Secretary.
Other directors.
Any other voting member of the Board.
Each Board member shall evaluate the Board as a governing body.
The President/Executive Director shall complete the same Board self-evaluation as the other Board members.
Because the President also serves as Executive Director, the President/Executive Director shall not control, rewrite, suppress, alter, or independently determine the final Board evaluation results.
D. Areas to Be Evaluated
The Board Self-Evaluation Form shall address, at minimum:
Governance
Understanding of Board responsibilities.
Compliance with bylaws.
Compliance with Board policies.
Understanding of fiduciary duties.
Appropriate separation between Board governance and day-to-day management.
Oversight of the Executive Director.
Board Participation
Meeting attendance.
Preparation for meetings.
Participation in discussion.
Voting participation.
Responsiveness to Board communications.
Follow-through on assignments.
Participation in committees or assigned responsibilities.
Training and Development
Completion of required Board orientation.
Completion of required Board training.
Understanding of the Standards for Excellence.
Understanding of organizational policies.
Identification of additional training needs.
Financial Oversight
Understanding of organizational finances.
Review of financial reports.
Participation in budget oversight.
Understanding of restricted funds and grant obligations.
Appropriate review of financial decisions.
Executive Oversight
Whether the Board provides clear direction to the Executive Director.
Whether the Board gives the Executive Director appropriate authority to manage operations.
Whether the Board conducts appropriate Executive Director evaluations.
Whether the Board appropriately reviews Executive Director compensation.
Whether conflicts of interest are handled properly.
Mission and Strategy
Understanding of the organization's mission.
Participation in strategic planning.
Understanding of programs.
Awareness of organizational goals.
Attention to community needs.
Progress toward organizational priorities.
Community and Resource Development
Support for community partnerships.
Support for fundraising.
Identification of potential donors, sponsors, partners, and resources.
Participation in organizational events when reasonably possible.
Responsible representation of the organization.
Board Composition and Development
Whether the Board has the skills needed by the organization.
Whether additional expertise should be recruited.
Whether the Board understands the community served.
Leadership succession.
Officer succession.
Recruitment of future directors.
Board Conduct
Respectful communication.
Confidentiality.
Conflict-of-interest compliance.
Ethical behavior.
Ability to disagree constructively.
Support for properly adopted Board decisions.
E. Evaluation Schedule and Deadline
The Vice President shall initiate the formal Board self-evaluation at least once every two years.
The Board may conduct the evaluation annually if the Board determines that more frequent review would benefit the organization.
Once the evaluation forms are distributed, Board members shall normally have 14 calendar days to complete and return them.
The Vice President shall provide reasonable reminders to members who have not completed the evaluation.
Failure to complete a required Board self-evaluation may be documented as a participation concern and may be addressed under this policy.
F. Confidentiality and Compilation of Results
Individual evaluation responses shall be treated as confidential to the extent reasonably possible.
The Vice President shall normally present evaluation results in summary form rather than identifying which Board member provided a particular response.
Examples may include:
“Four Board members identified assignment follow-through as needing improvement.”
“Three Board members identified financial-governance training as a need.”
“A majority of Board members identified communication between meetings as an area for improvement.”
Individual responses may be identified when necessary to address a serious legal, ethical, safety, financial, personnel, misconduct, harassment, discrimination, fraud, conflict-of-interest, or similar concern requiring individual follow-up.
G. Written Board Self-Evaluation Summary
Following collection of the evaluations, the Vice President shall prepare a written Board Self-Evaluation Summary.
The summary shall include:
Date the evaluation was conducted.
Number of Board members eligible to participate.
Number of evaluations completed.
Major Board strengths identified.
Areas needing improvement.
Training needs.
Policy or procedure needs.
Participation or communication concerns.
Governance concerns.
Recruitment or succession needs.
Recommendations for Board discussion.
H. Board Discussion of Results
The Vice President shall present the evaluation summary at a Board meeting.
The Board shall discuss:
What is working well.
What is not working well.
Why identified problems may be occurring.
Whether additional training is required.
Whether policies or procedures need revision.
Whether responsibilities need clarification.
Whether Board recruitment is needed.
Whether officer responsibilities need adjustment.
Whether additional accountability measures are appropriate.
The purpose of the Board self-evaluation is organizational improvement and accountability.
I. Board Improvement Action Plan
Following discussion of the evaluation results, the full Board shall approve a written Board Improvement Action Plan for significant areas requiring improvement.
Each action item shall identify:
Issue Identified:
Corrective or Improvement Action:
Person Responsible:
Completion Deadline:
How Completion Will Be Verified:
Status:
☐ Not Started
☐ In Progress
☐ Completed
☐ Board Determined No Further Action Necessary
The Board shall establish reasonable completion da
New Proposed Policy at Next Board Meeting
MELVINDALE THRIVE INITIATIVE
Board Member Expectations, Commitment & Accountability Policy
Policy Title: Board Member Expectations, Commitment & Accountability Policy
Applies To: All Directors and Officers of Melvindale Thrive Initiative
Effective Date: __________________
Approved by Board: __________________
Last Reviewed: __________________
I. PURPOSE
Service on the Board of Directors of Melvindale Thrive Initiative is an active leadership and governance commitment, not an honorary position.
Every Board member accepts responsibility for helping protect, strengthen, govern, and advance the organization.
Board members are expected to actively participate, complete responsibilities they accept or are assigned, remain informed, participate in appropriate education and training, follow organizational policies, act ethically, and place the charitable interests of Melvindale Thrive Initiative ahead of personal interests.
This policy establishes clear expectations so that each Board member understands the responsibilities of Board service and can be held accountable in a fair and consistent manner.
II. COMMITMENT TO THE ORGANIZATION
Every Board member shall demonstrate a genuine commitment to the mission, programs, goals, values, sustainability, reputation, and long-term success of Melvindale Thrive Initiative.
Board members are expected to:
Support the mission and charitable purposes of the organization.
Become familiar with the organization's programs, goals, community needs, accomplishments, and challenges.
Make a reasonable effort to participate in organizational activities and events.
Protect and strengthen the reputation of the organization.
Support responsible organizational growth.
Act in the best interests of the organization rather than for personal benefit.
Communicate honestly and respectfully with other directors, staff, volunteers, partners, and community members.
Work cooperatively with organizational leadership.
Raise concerns appropriately rather than ignoring significant problems.
Follow through on responsibilities and commitments.
Board members are expected to serve because they care about the work of Melvindale Thrive Initiative and are willing to contribute meaningful time, judgment, knowledge, relationships, skills, or other resources to help the organization succeed.
III. FIDUCIARY AND GOVERNANCE RESPONSIBILITIES
Every Board member shall understand and carry out the fiduciary responsibilities associated with nonprofit Board service, including the duties of care, loyalty, and obedience.
Board members shall:
Act in good faith.
Exercise reasonable care when making decisions.
Review information necessary to make informed decisions.
Protect organizational assets.
Ensure resources are used to advance the charitable mission.
Follow the Articles of Incorporation, bylaws, Board-approved policies, and applicable laws.
Disclose conflicts of interest.
Maintain appropriate confidentiality.
Participate in financial and organizational oversight.
Ask reasonable questions when clarification is necessary.
Participate in significant Board decisions.
The Board acts collectively.
No individual Board member has authority to make binding decisions for the organization solely because that person is a director unless authority has specifically been delegated by the Board, bylaws, or an adopted policy.
IV. BOARD AUTHORITY OVER THE EXECUTIVE DIRECTOR
The Board of Directors, acting as a body, appoints or hires the Executive Director of Melvindale Thrive Initiative.
The Board shall:
Approve the Executive Director's written job description.
Approve any Executive Director employment agreement or contract.
Establish and approve reasonable compensation.
Establish organizational expectations and major goals.
Provide appropriate authority for the Executive Director to manage day-to-day operations.
Conduct a formal Executive Director performance evaluation at least annually once the position is active as a compensated executive position.
Review Executive Director compensation periodically.
Address performance concerns when necessary.
Discipline, suspend, or remove the Executive Director when warranted and consistent with applicable contracts, organizational documents, policies, and law.
Plan for Executive Director succession and transition.
If the Executive Director is also a member or officer of the Board, that individual shall not vote on their own compensation, employment agreement, performance evaluation, discipline, or other matter involving a direct personal financial conflict.
Disinterested Board members shall make those decisions.
No individual director shall independently supervise or direct the Executive Director unless specifically authorized by the Board.
The Board governs.
The Executive Director manages the organization's daily operations within the authority granted by the Board.
V. MEETING ATTENDANCE AND PARTICIPATION
Board members are expected to attend regular Board meetings and to make reasonable efforts to attend special meetings.
Board members shall:
Review meeting notices.
Review agendas and supporting materials when provided.
Arrive prepared to discuss organizational business.
Participate constructively.
Vote when eligible to vote.
Disclose conflicts before participating in affected matters.
Notify the Secretary, President, or designated contact when unable to attend.
Emergency meetings may occasionally be called with limited notice.
Because limited notice may make attendance impossible, absence from an emergency meeting alone shall not automatically be considered a violation of this policy.
However, Board members are expected to make a reasonable effort to participate when available.
Repeated absence from regular meetings, repeated unexplained nonparticipation, or a pattern of failing to respond to Board communications may result in an accountability review.
VI. ASSIGNMENTS AND FOLLOW-THROUGH
Board members shall complete assignments and responsibilities that they agree to accept or that are appropriately assigned through Board action, officer responsibilities, committee service, or an approved organizational role.
When accepting an assignment, the Board member is expected to:
Understand what is being requested.
Clarify questions before accepting responsibility when necessary.
Meet established deadlines.
Provide reasonable progress updates.
Maintain relevant documents and records.
Communicate promptly when a problem arises.
Ask for assistance when necessary.
Inform organizational leadership as soon as possible if the assignment cannot be completed.
A Board member should not simply stop working on an assignment without informing anyone.
If circumstances prevent completion, the responsibility may be reassigned without penalty when the individual communicates the issue appropriately.
Repeated failure to complete accepted responsibilities without communication or reasonable explanation may constitute failure to meet Board expectations.
VII. BOARD MEMBERS WITH SEPARATE PROGRAM OR STAFF ROLES
A Board member may also have a separate volunteer, program, staff, professional, or compensated position with Melvindale Thrive Initiative when permitted by organizational policies and applicable requirements.
The Board role and operational role shall remain separate.
A Board member who accepts an operational position shall:
Have a written job or position description.
Perform the responsibilities of that position.
Meet applicable performance expectations.
Follow appropriate supervisory relationships.
Complete required documentation.
Participate in applicable evaluations.
Follow conflict-of-interest requirements.
Not vote on their own compensation or personal financial arrangement.
Being a Board member does not excuse an individual from fulfilling the requirements of a separate program or employment position.
VIII. BOARD EDUCATION AND REQUIRED TRAINING
Melvindale Thrive Initiative considers Board education an important responsibility of Board service.
New Board members shall receive orientation that includes, as applicable:
Mission and history of the organization.
Current programs and strategic priorities.
Articles of Incorporation and bylaws.
Board member responsibilities.
Fiduciary duties.
Financial oversight responsibilities.
Conflict-of-interest requirements.
Code of Ethics.
Whistleblower protections.
Confidentiality requirements.
Board meeting procedures.
Organizational policies.
Current organizational finances.
Current grants and major obligations.
The Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector.
New Board members should complete required orientation within 60 days of joining the Board, unless an extension is approved because of reasonable circumstances.
IX. CONTINUING BOARD TRAINING
Board members are expected to participate in continuing education reasonably necessary to perform their Board responsibilities effectively.
When the Board identifies a training as required, Board members shall complete the training by the established deadline or request an extension before the deadline.
Required training may include subjects such as:
Nonprofit governance.
Fiduciary responsibilities.
Financial oversight.
Conflicts of interest.
Ethics.
Fundraising.
Grant compliance.
Safety.
Diversity, equity, inclusion, and accessibility.
Volunteer management.
Personnel oversight.
Standards for Excellence.
Other training related to a Board member's officer, committee, program, or organizational responsibilities.
Completion of required training shall be documented.
The Secretary or another designated individual shall maintain a Board Training Record showing:
Board Member | Training | Provider | Date Assigned | Deadline | Date Completed
Failure to complete required training without communication or reasonable explanation may be addressed through the accountability process in this policy.
X. STANDARDS FOR EXCELLENCE COMMITMENT
Melvindale Thrive Initiative is committed to strengthening its governance, accountability, effectiveness, ethical practices, and organizational sustainability.
Board members shall be introduced to the Standards for Excellence: An Ethics and Accountability Code for the Nonprofit Sector and are expected to support organizational efforts to implement applicable standards.
The Board shall periodically review areas identified through organizational self-assessment and work with the Executive Director to strengthen policies, procedures, records, governance practices, training, and organizational systems.
Board members are expected to participate in reasonable improvement activities associated with these efforts.
Commitment to Standards for Excellence shall include more than completing an assessment.
The organization shall work toward implementing and documenting the practices it adopts.
XI. KNOWLEDGE OF ORGANIZATIONAL POLICIES
Board members are responsible for becoming familiar with policies applicable to their service.
Board members shall be provided access to the organization's current policy and procedure manual.
Board members are not expected to memorize every policy.
However, they are expected to:
Know that policies exist.
Review policies relevant to their responsibilities.
Follow adopted policies.
Ask questions when unsure.
Review major revisions when distributed.
Sign acknowledgments when required.
Ignorance of an adopted policy does not automatically excuse repeated or serious violations after the Board member has been provided reasonable access and notice.
XII. CONFLICTS OF INTEREST
Board members shall disclose actual, potential, or perceived conflicts of interest.
A Board member shall not use their position to obtain improper personal benefit.
When a matter involves the Board member's own compensation, employment, contract, financial interest, or other direct conflict, the affected director shall:
Disclose the conflict.
Refrain from voting.
Refrain from improperly influencing the decision.
Leave the deliberation when appropriate.
Cooperate with documentation of the conflict and recusal.
Conflicts and recusals shall be recorded in Board minutes.
XIII. CONFIDENTIALITY
Board members may receive confidential information concerning participants, employees, volunteers, donors, applicants, partners, contracts, grants, personnel matters, legal matters, finances, or other sensitive organizational information.
Confidential information shall not be disclosed improperly.
The duty of confidentiality continues after an individual leaves the Board when appropriate.
XIV. COMMUNITY REPRESENTATION
Board members are ambassadors for Melvindale Thrive Initiative.
Board members are encouraged to:
Speak positively and accurately about the organization's mission.
Build appropriate community relationships.
Identify potential partners and supporters.
Attend community events when practical.
Introduce potential resources or opportunities to organizational leadership.
Support appropriate fundraising and outreach.
However, Board members shall not independently enter contracts, promise organizational funds, guarantee partnerships, make official policy statements, or otherwise bind the organization unless authorized to do so.
The Executive Director serves as the organization's primary operational relationship-development officer and coordinates significant external partnerships and organizational commitments.
XV. FUNDRAISING AND RESOURCE DEVELOPMENT
Every Board member shall support the financial sustainability of the organization in a manner appropriate to their abilities, connections, and circumstances.
Support may include:
Identifying prospective donors or sponsors.
Making introductions.
Attending fundraising events.
Sharing organizational fundraising information.
Helping obtain in-kind resources.
Assisting with sponsorship development.
Supporting grant or partnership efforts.
Participating in fundraising planning.
Making a personal charitable contribution when the individual chooses and is financially able.
No Board member shall be required by this policy to make a specific personal financial contribution as a condition of Board service unless the Board separately adopts such a requirement.
XVI. COMMUNICATION AND RESPONSIVENESS
Board members are expected to maintain reasonable communication with organizational leadership.
Board members should respond within a reasonable period to communications requiring a decision, acknowledgment, meeting response, assignment update, or other action.
Board members shall keep current contact information on file.
Repeated failure to respond to organizational communications may be considered in evaluating whether the individual is able or willing to continue fulfilling Board responsibilities.
XVII. ETHICAL AND RESPECTFUL CONDUCT
Board members shall conduct themselves professionally and respectfully.
Board members shall not engage in:
Harassment.
Discrimination.
Retaliation.
Threats.
Misappropriation of organizational resources.
Fraud or intentional falsification of organizational records.
Improper disclosure of confidential information.
Abuse of authority.
Conduct intentionally harmful to the organization or people it serves.
Good-faith disagreement regarding Board decisions, policies, strategy, or leadership is not misconduct.
Board members may disagree respectfully and are encouraged to raise legitimate concerns.
XVIII. ANNUAL BOARD MEMBER REVIEW
Board members shall periodically review their own performance and participation.
At least annually, the Board should review:
Attendance.
Participation.
Assignment completion.
Officer or committee responsibilities.
Required training.
Policy compliance.
Conflicts-of-interest disclosures.
Community participation.
Organizational support.
Communication.
Overall fulfillment of Board expectations.
The purpose of review is both accountability and development.
The Board should identify support or training that may help a member become more effective before assuming that removal is necessary, except when serious misconduct requires immediate action.
XIX. BOARD SELF-EVALUATION
The Board of Directors of Melvindale Thrive Initiative shall conduct a formal Board self-evaluation at least once every two years.
The purpose of the evaluation is to determine how effectively the Board is fulfilling its governance responsibilities and to identify specific areas in which the Board should improve.
A. Responsibility of the Vice President
The Vice President shall serve as the Board Self-Evaluation Coordinator.
The Vice President shall be responsible for administering the Board self-evaluation process from beginning to completion.
The Vice President shall:
Schedule the Board self-evaluation.
Ensure the evaluation occurs at least once every two years.
Obtain or prepare the Board Self-Evaluation Form.
Distribute the evaluation form to every current Board member.
Establish and communicate the deadline for completion.
Follow up with Board members who have not returned their evaluations.
Collect completed evaluations.
Maintain appropriate confidentiality of individual responses.
Compile and summarize the results.
Identify recurring strengths, concerns, training needs, governance weaknesses, participation concerns, and areas requiring improvement.
Prepare a written Board Self-Evaluation Summary.
Provide the summary to the Board.
Place the Board Self-Evaluation Results on the agenda for Board discussion.
Present the summarized findings to the Board.
Coordinate preparation of the Board Improvement Action Plan following Board discussion.
Monitor the approved improvement actions.
Report progress to the Board until the action items have been completed or formally closed by Board action.
The Vice President does not independently determine whether the Board has passed or failed its evaluation.
The Vice President does not independently impose corrective action.
The Vice President coordinates the process.
The full Board of Directors determines what actions will be taken in response to the evaluation results.
B. If the Vice President Position Is Vacant or the Vice President Is Unavailable
If the Vice President position is vacant, or the Vice President is unavailable, unable to perform the responsibility, or has a conflict of interest concerning the evaluation process, the full Board of Directors shall appoint another Board member to serve as Board Self-Evaluation Coordinator for that evaluation cycle.
The appointment shall require Board approval and shall be recorded in the official meeting minutes.
Whenever practicable, the President/Executive Director shall not serve as the substitute Board Self-Evaluation Coordinator.
The Secretary or Acting Secretary shall record:
The name of the person appointed.
The date of appointment.
The evaluation cycle for which the person is appointed.
Once a Vice President is elected or appointed and is available to serve, responsibility for future Board self-evaluations shall return to the Vice President.
C. Participation by All Board Members
Every current Board member shall be provided an opportunity to complete the Board Self-Evaluation Form.
This includes:
President.
Vice President.
Treasurer.
Secretary.
Other directors.
Any other voting member of the Board.
Each Board member shall evaluate the Board as a governing body.
The President/Executive Director shall complete the same Board self-evaluation as the other Board members.
Because the President also serves as Executive Director, the President/Executive Director shall not control, rewrite, suppress, alter, or independently determine the final Board evaluation results.
D. Areas to Be Evaluated
The Board Self-Evaluation Form shall address, at minimum:
Governance
Understanding of Board responsibilities.
Compliance with bylaws.
Compliance with Board policies.
Understanding of fiduciary duties.
Appropriate separation between Board governance and day-to-day management.
Oversight of the Executive Director.
Board Participation
Meeting attendance.
Preparation for meetings.
Participation in discussion.
Voting participation.
Responsiveness to Board communications.
Follow-through on assignments.
Participation in committees or assigned responsibilities.
Training and Development
Completion of required Board orientation.
Completion of required Board training.
Understanding of the Standards for Excellence.
Understanding of organizational policies.
Identification of additional training needs.
Financial Oversight
Understanding of organizational finances.
Review of financial reports.
Participation in budget oversight.
Understanding of restricted funds and grant obligations.
Appropriate review of financial decisions.
Executive Oversight
Whether the Board provides clear direction to the Executive Director.
Whether the Board gives the Executive Director appropriate authority to manage operations.
Whether the Board conducts appropriate Executive Director evaluations.
Whether the Board appropriately reviews Executive Director compensation.
Whether conflicts of interest are handled properly.
Mission and Strategy
Understanding of the organization's mission.
Participation in strategic planning.
Understanding of programs.
Awareness of organizational goals.
Attention to community needs.
Progress toward organizational priorities.
Community and Resource Development
Support for community partnerships.
Support for fundraising.
Identification of potential donors, sponsors, partners, and resources.
Participation in organizational events when reasonably possible.
Responsible representation of the organization.
Board Composition and Development
Whether the Board has the skills needed by the organization.
Whether additional expertise should be recruited.
Whether the Board understands the community served.
Leadership succession.
Officer succession.
Recruitment of future directors.
Board Conduct
Respectful communication.
Confidentiality.
Conflict-of-interest compliance.
Ethical behavior.
Ability to disagree constructively.
Support for properly adopted Board decisions.
E. Evaluation Schedule and Deadline
The Vice President shall initiate the formal Board self-evaluation at least once every two years.
The Board may conduct the evaluation annually if the Board determines that more frequent review would benefit the organization.
Once the evaluation forms are distributed, Board members shall normally have 14 calendar days to complete and return them.
The Vice President shall provide reasonable reminders to members who have not completed the evaluation.
Failure to complete a required Board self-evaluation may be documented as a participation concern and may be addressed under this policy.
F. Confidentiality and Compilation of Results
Individual evaluation responses shall be treated as confidential to the extent reasonably possible.
The Vice President shall normally present evaluation results in summary form rather than identifying which Board member provided a particular response.
Examples may include:
“Four Board members identified assignment follow-through as needing improvement.”
“Three Board members identified financial-governance training as a need.”
“A majority of Board members identified communication between meetings as an area for improvement.”
Individual responses may be identified when necessary to address a serious legal, ethical, safety, financial, personnel, misconduct, harassment, discrimination, fraud, conflict-of-interest, or similar concern requiring individual follow-up.
G. Written Board Self-Evaluation Summary
Following collection of the evaluations, the Vice President shall prepare a written Board Self-Evaluation Summary.
The summary shall include:
Date the evaluation was conducted.
Number of Board members eligible to participate.
Number of evaluations completed.
Major Board strengths identified.
Areas needing improvement.
Training needs.
Policy or procedure needs.
Participation or communication concerns.
Governance concerns.
Recruitment or succession needs.
Recommendations for Board discussion.
H. Board Discussion of Results
The Vice President shall present the evaluation summary at a Board meeting.
The Board shall discuss:
What is working well.
What is not working well.
Why identified problems may be occurring.
Whether additional training is required.
Whether policies or procedures need revision.
Whether responsibilities need clarification.
Whether Board recruitment is needed.
Whether officer responsibilities need adjustment.
Whether additional accountability measures are appropriate.
The purpose of the Board self-evaluation is organizational improvement and accountability.
I. Board Improvement Action Plan
Following discussion of the evaluation results, the full Board shall approve a written Board Improvement Action Plan for significant areas requiring improvement.
Each action item shall identify:
Issue Identified:
Corrective or Improvement Action:
Person Responsible:
Completion Deadline:
How Completion Will Be Verified:
Status:
☐ Not Started
☐ In Progress
☐ Completed
☐ Board Determined No Further Action Necessary
The Board shall establish reasonable completion da
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