Board Responsibilities Adopted January 1994 US EF ROLES AND RESPONSIBILITIES OF THE LWVUS BOARD OF DIRECTORS AND THE LWVEF BOARD OF TRUSTEES

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1 LWVUS/EF Board Responsibilities Adopted January 1994 US EF Revised February 2004 ROLES AND RESPONSIBILITIES OF THE LWVUS BOARD OF DIRECTORS AND THE LWVEF BOARD OF TRUSTEES The Board of Directors of the League of Women Voters of the United States is the governing board for the League of Voters of the United States, a 501 (c)(4) organization. As such, it represents the owners of the corporation (its membership) and provides leadership. The Board of Trustees of the League of Women Voters Education Fund is the governing board for the League of Women Voters Education Fund and provides leadership for the direction and activities of the LWVEF, a 501 (c)(3) organization. The LWVEF has no members. As the leadership of both organizations, the boards are responsible for leadership tasks. Both boards employ the same Executive Director, who oversees the day-to-day management of the organizations and directs the activities of the professional staff. The organizational duties of the boards include: 1. Setting policy, 2. Planning, establishing goals and objectives, and providing regular feedback and appraisal, 3. Hiring and evaluating the Executive Director, 4. Providing oversight and stewardship of assets, including active involvement in fund development activities, 5. Establishing and maintaining the organizations within all legal and governmental guidelines including their IRS status, 6. Clarifying and communicating the organizations missions, 7. Approving, monitoring and evaluating programs, 8. Enhancing the public image of the organizations, 9. Interpreting community needs to the organizations, 10. Resolving issues of dispute or interpretation concerning the mission, policies and program of the organizations, 11. Carrying out bylaw and convention mandates for the LWVUS and the trust agreement for the LWVEF. BR-3

2 LWVUS/EF Adopted January 1994 Revised February 2004 Board Responsibilities ROLES AND RESPONSIBILITIES OF THE PRESIDENT/CHAIR The President/Chair is the Chief Executive Officer of the League of Women Voters of the United States and the League of Women Voters Education Fund. As such, the President/Chair has certain responsibilities. GENERAL EXPECTATIONS 1. Provide a good role model for League members, board members and staff. 2. Be knowledgeable about League procedures and program. 3. Take a lead role in fundraising and special events. 4. Be available for interviews with the press. 5. Encourage leadership development among other board members; enable individual growth and learning. 6. Promote and foster team building and a positive working relationship between board and staff. 7. Support, reward and acknowledge board members. 8. Support, reward and acknowledge staff members. 9. Provide a constructive transition for successor. WORK OF THE BOARDS 1. Understand clearly the roles, responsibilities and duties of a board. 2. Demonstrate good leadership skills. 3. Delegate effectively; support board leadership teams. 4. Appoint committees, task forces, and special event leadership at appropriate times. MEETINGS 1. Chair board meetings, executive committee meetings, the board retreat, and Convention and Council. 2. Come to meetings prepared and manage agendas within the allotted time frames. 3. Practice good facilitation skills; share power and decision-making appropriately, handle conflict, and make sure all views are heard. 4. Establish board and executive committee agendas with input from board members and Executive Director. 5. Serve ex officio on all board committees except the nominating committee. RELATIONSHIP WITH EXECUTIVE DIRECTOR 1. Act as a partner in carrying out the mission and vision of the organizations. BR-4

3 2. Strive for a positive working relationship with the Executive Director, share expectations, make yearly work plan, understand roles and responsibilities of each position. 3. Ensure that the annual appraisal process of the Executive Director is conducted by the boards. REPRESENTING THE ORGANIZATION 1. Serve as the chief spokesperson. 2. Communicate mission and organizational philosophy well; be visible at appropriate functions (or delegate responsibility). 3. Meet with media. 4. Network with government officials and other organizations. 5. Visit Leagues. TRAINING AND ORIENTATION 1. Provide for one-time and ongoing orientation of new board members. 2. Encourage on-going training opportunities for board members individually and for the boards as a whole. BR-5

4 LWVUS/EF Adopted January 1994 Revised February 2004 Board Responsibilities ROLES AND RESPONSIBILITIES OF LWVUS/LWVEF COMMITTEE CHAIRS PURPOSES OF COMMITTEES 1. To develop and funnel creative ideas so that the best rise to the top and to communicate those ideas to board or staff, as appropriate. 2. To consider whether sufficient staff and financial resources are available to carry out projects/programs to achieve the desired result. 3. To develop options and make recommendations on plans, policies and priorities for board consideration. 4. To outline pros and cons for full board deliberation and action. 5. To consider and determine how to respond to concerns voiced by members and/or the public regarding the policies and programs the committee oversees. RESPONSIBILITIES OF COMMITTEE CHAIRS 1. Be knowledgeable about the subject content for which the committee is responsible. 2. Establish committee meeting agendas with input from committee members and senior management. 3. Confer with senior management in determining materials needed for committee and board briefings. 4. Chair committee meetings. 5. Come to meetings prepared and manage the committee's agenda within the allotted time frame. 6. Practice good facilitation skills; handle conflicts and make sure all views are heard. 7. Present committee report/recommendations to the full boards. 8. Advise President/Chair on issues related to committee actions between board meetings. 9. Provide information to and confer with committee members between board meetings. 10. Appoint subcommittees of the full committee as appropriate. BR-6

5 LWVUS/EF Adopted January 1994 Revised February 2004 Board Responsibilities ROLES AND RESPONSIBILITIES OF INDIVIDUAL BOARD MEMBERS Board members have no special privileges, prerogatives, or authority; they must meet in formal session to make organizational decisions. However, board members have certain responsibilities as individuals. GENERAL EXPECTATIONS 1. Know and respect the organizations missions, visions, values, beliefs, intentions, purposes, goals, policies, programs, bylaws, procedures and strengths. 2. Serve in leadership positions or undertake special assignments willingly and enthusiastically when asked. 3. Welcome information and seek the best available advice, but reserve the right to arrive at decisions independently. 4. Comply with the nonpartisan policy, asking the board for guidance when a situation is unclear. RELATIONSHIP WITH STAFF 1. Work with staff as a partner in carrying out the mission and vision of the organizations, maintaining board oversight while not interfering with day-to-day administration and tasks of individual staff. 2. Avoid asking for special favors of or issuing directives to the staff, including special requests for extensive information. 3. Participate in the yearly evaluation of the Executive Director. FIDUCIARY RESPONSIBILITIES 1. Exercise prudence in the expenditure of the organizations' funds. 2. Read faithfully and understand the organizations financial statements and otherwise help the board fulfill its fiduciary responsibility. FUNDRAISING Board members are expected to contribute a financial gift that is significant for one's means. In addition, board members are expected to assist with some aspect of fund development. This might include: 1. Making calls to major donors, former national board members, or former off-board chairs. The goals of these calls may be: a. Acknowledgement: Thank donor for previous gifts and for continued support BR-7

6 b. Cultivation: Building the relationship by asking about their League activities and interests, and telling them what is new with the national League. c. Asking for a specific amount. 2. Forwarding names of family, friends and colleagues to be contacted. 3. Providing assistance on other areas such as: a. Planning and hosting events in their area. b. Meeting with foundations and/or corporations in their area. c. Working with a few donors on proposals in their area of interest. d. Conceptualizing and writing proposals for foundations and corporations. MEETINGS 1. Serve on boards/committees as assigned. 2. Prepare for and participate in board and committee meetings, including appropriate organizational activities such as Councils and Conventions. 3. Ask timely and substantive questions at board and committee meetings consistent with one s conscience and convictions, while supporting the majority decision on issues decided by the board. Accept as routine that decisions must be made by majority vote and will at times not be the personal preference of all board members. 4. Maintain confidentiality of the board s executive sessions. 5. Speak for the board or organization only when authorized to do so by the President/Chair. 6. Suggest agenda items for board and committee meetings to ensure that significant policy-related matters are addressed. SPECIFIC ASSIGNMENTS 1. Review publications and written documents for nonpartisanship, balance, League sensitivities, needs of Leagues and/or public, impartiality, or League positions (depending on the nature of the publication and whether it is an LWVUS or an LWVEF publication). 2. Represent the organizations at meetings, state League Councils/Conventions, field service training, etc. 3. Serve as a liaison to assigned state and local Leagues (see "Guidelines for State/Local League Liaisons"). AVOIDING CONFLICTS 1. Endeavor to keep disagreements and controversies impersonal and to promote unity. 2. Serve the organizations as a whole rather than any special interest group or constituency. 3. Avoid even the appearance of conflict of interest or partisanship that might compromise the reputation of the organizations. BR-8

7 4. Maintain independence and objectivity and do what a sense of fairness, ethics and personal integrity dictate even when not necessarily obliged to do so by law, regulation or custom. BR-9

8 LWVUS/EF Adopted January 2004 Board Responsibilities GUIDELINES FOR LWVUS STATE AND LOCAL LEAGUE LIAISONS PURPOSE: One of the most important responsibilities of a board member is to serve as a liaison and partner to state/local Leagues on behalf of the LWVUS. The role of liaison consists of two parts: 1) to describe/explain decisions made by the national board and to gather feedback on issues of importance to the board and 2) to ascertain the health of the state and local Leagues to which you have been assigned and provide needed advice and assistance in collaboration with state Leagues and the national staff. As a new liaison, introduce yourself to your state and local Leagues by letter, phone call or . Request to be put on the newsletter mailing list and offer to be available to assist them at any time. Following local/state leadership changes, you may need to repeat this request. Developing relationships with state and local Leagues strengthens the message that, although we have three levels, we are fundamentally one organization. Emphasize that the vitality of all three levels is essential for the overall health of the organization. ONGOING RESPONSIBILITIES:... Gather information about your assigned state and local Leagues by reading newsletters, minutes and other materials that may be sent to you via mail or . Assess their strengths and weaknesses.... Respond promptly to local/state League requests for assistance, referring questions to other board members or staff as needed.... Contact your assigned state Leagues quarterly, by phone or , to update them about LWVUS/EF activities, to obtain information requested by the board, and to offer suggestions, encouragement and assistance, as needed.... Obtain information from state Leagues about their field service activities and their own evaluations of the health of their local Leagues.... Be alert for exceptional leaders, whose names might be forwarded to the LWVUS nominating committee.... At least twice a year (or more frequently if necessary) submit a summary report to the field support committee and the field support staff detailing your liaison state and local Leagues' accomplishments, activities, or problems. BR-10

9 TRANSMITTING BOARD DECISIONS/GATHERING INFORMATION: In the course of a national board meeting, decisions are sometimes made that need to be transmitted to state/local Leagues promptly. In addition, the board sometimes decides that it would like to gather opinions from League leaders on particular issues. Although controversial decisions are usually transmitted formally to League leaders via , it is sometimes important to discuss such decisions verbally with League leaders, particularly state League presidents. Depending upon the situation, you may want to ask them in turn to contact their local Leagues. Routinely contacting your state Leagues following each board meeting is helpful in building an ongoing partnership relationship. ASSESSING THE HEALTH OF STATE AND LOCAL LEAGUES: Through reading their League newsletters and your conversations with state/local League leaders, you should try to assess the health of your assigned state and local Leagues. Below are some indicators to keep in mind in doing such assessments. Once you learn of a League's plans, these indicators provide a way to follow up throughout the year to evaluate progress. Some are more appropriate for a local League than a state League, but most are applicable to both. 1. GOALS: Has the board set goals and priorities for the year, and what is the plan to implement these goals? 2. MEMBERSHIP: Does the League have a membership retention and recruitment plan? Are new member orientations being conducted? 3. FINANCES: Does the League have a balanced budget? Are dues collected promptly and regularly? Are PMP payments current? Does the League conduct a finance drive or have fundraising events? Are the League's financial records audited, either professionally or by a committee? 4. COMMUNICATIONS: Are newsletters being published regularly? Is the League visible and having an impact in the community/state? 5. BOARD: Does the board membership change or do the same people continue serving on the board? Are board orientations held? Are board policies, particularly the nonpartisan policy, reviewed annually? How does the state League board assist their local Leagues? 6. PROGRAM: Does the League take action? Does the League conduct public forums? What voter service activities does the League conduct? BR-11

10 7. ANNUAL MEETINGS, CONVENTIONS AND COUNCILS: Does a local League hold an annual meeting and attend state/national conventions/councils? Does a state League hold conventions/councils and send delegates to national conventions/councils? In addition, the national League staff keeps board members informed about Leagues in PMP arrears and Leagues that are lax in submitting member count information. These are additional indicators of Leagues that may be in trouble and that might benefit from some extra attention from you. If it seems as though there may be problems in a particular area, contact the League president to ascertain the extent of the problem and to offer suggestions and guidance. Other board members and staff should also be consulted as resources. Keep in mind that you are an important part of a team working for the overall health of the League at all levels. The more communicative and helpful you are, the more likely a League is to respond. BR-12