Comprised of board officers, the committee oversees operations of the board; acts on behalf of the board during on-demand activities that occur between meetings and performs evaluation of executive director.

What are the limits of its authority?

We think it is easier to identify the role of an executive committee by outlining what it cannot do. To avoid delegating essential powers away from the full board, it should not

• Amend bylaws
• Elect or remove board members
• Hire or fire the chief executive
• Approve or change the budget
• Make major structural decisions (add or eliminate programs, approve mergers or dissolve the corporation)

Who are the members?

We include the officers of the board as members of the executive committee. The board chair also chairs the committee meetings. As we grow, we will consider adding other representatives to this committee to ensure necessary diversity in decision making and to avoid concentrating too much power in the hands of a few. The chief executive serves as an ex-officio member of this committee.

Ensures effective board processes, structures and roles, including recruitment, retreat planning, board training, committee development, and board evaluation; prepares priorities for board composition, meets with prospective board members and recommends candidates to the board; recommends a slate of officers to the board and conducts orientation sessions for new board members.

What a Board Development Committee Needs to Be Effective

• Several different components join together to form an effective board development committee, including the board charter, a board chair and committee members.
• The board development charter states the committee’s purpose and whether it’s a standing or ad hoc committee. The charter also spells out the committee’s authority and the limitations on its authority.
• The committee chair must be able to effectively facilitate a group that brings a variety of opinions to the table. He/she must be adept at the decision-making process and can lead the group through to a consensus and appropriate decision-making.
• Finally, a board development committee needs dedicated members who are committed to good attendance and are willing to spend the necessary time performing research inside and outside the committee meeting time.

Oversees development of the budget; ensures accurate tracking/monitoring/accountability for funds; ensures adequate financial controls; recommends financial guidelines to the board and oversees short and long-term investments.

Budgeting and Financial Planning

• Develop an annual operating budget with staff.
• Approve the budget within the finance committee.
• Monitor adherence to the budget.
• Set long-range financial goals along with funding strategies to achieve them.
• Develop multi-year operating budgets that integrate strategic plan objectives and initiatives.
• Present all financial goals and proposals to the board of directors for approval.

Effective finance committees fully engage in an annualized budgeting process in cooperation with the staff administrative leader and senior staff. Unless an organization’s bylaws expressly forbid it, it may be advantageous to include non-board members with financial expertise on the committee.

In addition to developing an annual budget, the committee should also set long-term financial goals. These goals might include, for example, the creation of a working capital or cash reserve fund and the creation of a fund for maintaining or replacing equipment. If the organization has a strategic plan, the finance committee will work with the staff to determine the financial implications of the plan and will plot them into a multi-year organizational budget that will financially support the implementation of the strategies.

Reporting

• Develop useful and readable report formats with staff.
• Work with staff to develop a list of desired reports noting the level of detail, frequency, deadlines, and recipients of these reports.
• Work with staff to understand the implications of the reports.
• Present the financial reports to the full board.

Internal Controls and Accountability Policies

• Create, approve, and update (as necessary) policies that help ensure the assets of the organization are protected.
• Ensure policies and procedures for financial transactions are documented in a manual, and the manual is reviewed annually, and updated as necessary.
• Ensure approved financial policies and procedures are being followed.

The Audit Committee shall make recommendations to the Board of Directors regarding the hiring and termination of an auditor, who shall be an independent certified public accountant, and may be authorized by the Board to negotiate the auditor's salary.

Key Responsibilities of The Fund Development Committee

In addition to those listed above, some key responsibilities are:

• Consult with Auditor
• Ensure that the auditor's firm adheres to the standards for auditor independence Organizing training, as needed, for the full board to support the realization of fundraising goals.
• Assure the financial affairs of A God Send are in order.
• After review, determine whether to accept the audit.

Who Should Serve on the Fund Development Committee?

• Chaired by someone who has deep practical knowledge of the financial strategies and tactics that work.
• Less than half comprised by the Finance Committee members.

Oversees development and implementation of the organization’s fundraising plan; identifies and solicits funds from external sources of support, responsible for involvement of all board members in fundraising.

Key Responsibilities of The Fund Raising Committee

In addition to those listed above, some key responsibilities are:

• Developing a realistic fundraising plan alongside the CEO.
• Assisting fellow members with completing essential board-level fundraising tasks.
• Organizing training, as needed, for the full board to support the realization of fundraising goals.
• Developing relationships and fostering a positive image of the organization within the community.

Who Should Serve on the Fund Raising Committee?

• Members who have a track record of raising funds for nonprofit organizations.
• People who know how to develop and implement a realistic fundraising plan, and who can mentor the others in this area.
• Chaired by someone who has deep practical knowledge of the strategies and tactics that work, and has a proven track record of motivating people to take action in support of a mission. Who is also highly skilled in communicating their needs to the board and external personnel.
• Those who are capable of having honest and direct conversations about the funding we’ll need to achieve our organizational goals — and whether we can do so without private fundraising.
• Members who can effectively lead conversations about the necessity of fundraising while addressing the varied concerns about fundraising.
• People with some background in marketing or PR, especially in the nonprofit sector.

Ensures the success of our fundraising special events by setting sponsorship levels and ticket prices, securing corporate sponsorships and live auction items, and selling tables and tickets to the event.

Essential Job Responsibilities

• Provide leadership and direction to the executive staff, the Board of Directors, and other committee members in the effective development and execution of events to raise funds.
• Develop and implements a strategic plan to hold an annual slate of events and recommend new events that may enhance the funding of services or organizational awareness.
• Ensure the evaluation of event activities and identify opportunities to improve results.
• Identifies, recruits and trains board members to participate in planning and developing events.
• Encourages and support board/event committees responsible for planning and implementing development activities.
• Participate in the development, implementation and monitoring of the annual budget, controlling expenditures within the budget and maintaining donor and financial records in accordance with standards.
• Develop strategic alliances with community leaders, local officials, donors and prospects.
• Develop collaborative partnerships with other community organizations, members, parents, families, funders and community organizations.
• Through events, increases visibility of our organization’s programs, services and activities.
• Maintains good public relations with donors and prospects.