Board Membership

You’re busy. Volunteer time takes away from work time and time with friends and family. Why do it?

Many people volunteer for nonprofit boards because they want to support a cause that is meaningful to them. Many want to give something back to the communities in which they live or to communities that have been generous to them in the past. Regardless of the reason someone volunteers, committed board members stand to gain both personally and professionally from participation on nonprofit boards. Some common benefits of volunteering on a nonprofit board of directors:

Recognition | As a board member, you will be seen as having made a significant commitment to an organization dedicated to social good. You will have opportunities to interact with other business professionals and people from varied backgrounds in planning, problem solving, and ensuring the nonprofit achieves its goals. Valuable human relationships are cultivated in these board experiences.

Experience | Nonprofit boards aim for diversity; therefore, your peers on the board are likely to come from a wide range of backgrounds, experiences, and social groups. As part of the board team, you will be required to plan and make decisions for the good of the organization. You will have opportunities to practice new ways of working in groups, influencing decisions, and negotiating toward a common goal.

Satisfaction | You will, in fact, be giving one of your most valuable assets—time—to the direct benefit of an organization whose work you believe in. You will bring professional skills that may be useful to the nonprofit. If the organization follows generally expected evaluation standards, you will be able to see how it changes over time.

Approach this decision as if you were planning to make a major donation: you would probably begin by thinking of areas where you have strong feelings-perhaps care for the elderly, or civil rights, or the environment. After settling on a subject area, you might then learn about several different organizations working in that field, and investigate ones that seem to have high impact and are well managed. Only after you were fully satisfied would you make the donation.

The next time you consider joining a board, first ask yourself whether you truly feel strongly about the type of work that the organization does and the people it serves. Since, as a board member, you’ll be investing not only money but time and energy, ask yourself whether the organization seems to be a pretty good risk as an investment.

At one time in an organization’s life, board service may be fairly smooth with a few bumps, while at another time board service may involve a hair-raising roller coaster ride (of course, an unexpected event can throw any board for a loop). What type of board seems right for you right now? You may want a board that really lets you roll up your sleeves and get to work with the other board members, or you may want a board that is stable and can let you learn about board work in a deliberate way.

What skills, contacts, and perspectives do I have that will be useful to this organization? How, specifically, will the board use what I can bring? Often as board members we find that some of our talents and contacts never seem to get utilized by the boards we’re on. Perhaps you gave up a music career for accounting, or have writing skills that are not used at your job. Perhaps your customer network includes dozens of influential community leaders. Consider first what you bring to the table, and then, whether you are willing to give that to the organization. Look, too, for vehicles for your skills: if you can’t see a specific vehicle (work on an event, help market a service, work with the Treasurer), your desire to contribute may well go unfulfilled.

Ask yourself: Do I believe in this organization enough to introduce my customers to it? Can I make a commitment to attending at least 75% of the meetings? Am I willing to give up one or more evenings a month? Am I willing to make a generous donation? Can I volunteer with other board members on occasional Saturdays? Would I feel comfortable having my name on their letterhead or on their brochure? The right time to ask these questions is before, not after, you have joined the board.

This question is one that potential candidates should ask themselves and one that active board members should periodically re-examine during their board service.

An all-too-common experience for board members at the ends of their terms is a feeling that they didn’t, after all, really get deeply involved and don’t, as a result, feel that they either contributed as much or got as much as they had hoped when they first joined. Board members who plan and ask for what they want in the board will contribute more as well as gain more. For example, if you don’t have a finance background but wish you knew more about finance, consider asking to be appointed to the Finance Committee. If there’s a community leader on the Program Committee who you would love to get to know, ask to be on the Program Committee, and put in the time to be sure you get to know all the members well. If one of your reasons for joining the board was to meet new people, volunteer to help put on the annual luncheon or staff the table at a street fair.

• What is the organization’s mission?
• How do its current programs relate to the mission?
• Can I visit the organization to observe a program firsthand?
• Does the organization have a strategic plan that is reviewed and evaluated on a regular basis?

• Is the financial condition of the organization sound?
• Does the board discuss and approve the annual budget?
• How often do board members receive financial reports?

• Whom does the organization serve?
• Are the organization’s clients or constituencies satisfied with the organization?

• How is the board structured?
• Are there descriptions of the responsibilities of the board as a whole and of individual board members?
• Are there descriptions of board committee functions and responsibilities?
• Who are the other board members?
• Is there a system of checks and balances to prevent conflicts of interest between board members and the organization?
• Does the organization have directors and officers liability coverage?

• What are the ways that you think I can contribute as a board member?
• How much of my time will be required for meetings and special events?
• How are committee assignments made?
• What orientation will I receive to the organization and to the responsibilities of board service?
• Does the organization provide opportunities for board development and education?
• What is the board’s role in fundraising?
• Will I be expected to make a specific annual financial contribution?
• What role will I play in soliciting donors?

• Is the board satisfied with the performance of the executive staff?
• How do board members and senior staff typically work with each other?

Purpose | The Board of Directors has established an Executive Committee to exercise powers of the Board in the event that an emergency or other urgent time sensitive matter arises and it is not practical to assemble the entire Board.

Limitations | To the extent prohibited by law, the Committee shall not have the power or authority of the Board of Directors in reference to (i) approving or adopting any action or matter required by law to be submitted to the full Board for approval; or (ii) approving or removing a Board member; or (iii) adopting, amending, or repealing any By-Law of the Organization.

Duties & Responsibilities:

• Exercising some or all powers of the board between regularly scheduled meetings.
• Serving as a sounding board for management on emerging issues, problems, and initiatives.
• Reporting to the board at the board’s next meeting on any official actions it has taken.
• The Executive Committee is composed of the Board Chair, Vice Chair, Secretary, Treasurer, Executive Director, and the Immediate Past President or ad hoc member.
• Subject to the direction of the Board, the Committee is authorized to act on behalf of the Board with respect to any matter necessary or appropriate to the accomplishment of the purpose and responsibilities set forth in this Charter. In discharging its role, the Committee may inquire into any matter it considers appropriate to carry out its purpose and responsibilities, with access to all books, records, facilities and personnel of Teen Lifeline.

Rationale | The Committee is empowered to exercise all authorities of the Board in the event that an emergency or other time-sensitive matter arises and it is not practicable to assemble the entire Board. In instances where the Committee is convened, a meeting of the Board of Directors shall be called as soon as practicable thereafter where the Chair of the Committee shall report to the Board on any actions taken for ratification by the Board.

In its Strategic Plan (or as a result of the work identified at its annual Board Retreat), the Governance Committee of the Board of Directors has four objectives:

• BOD Recruitment
• ED Succession
• ED Evaluation/ Review
• BOD Engagement & thank you calls

Specifically, this Committee will support its Board of Director to participate in one or more of the following committees or task forces:

• Executive Committee—by Officer designation
• Finance Committee
• Fund Development Committee
• Program Model & Growth Committee
• Marketing Committee

Purpose | To identify, recruit, and nominate qualified candidates for the Board and Board officer positions. The Governance Committee plays a key role in the organization’s success because the people it chooses will influence the Board long after their terms expire.

To perform its job effectively, the membership committee must know what skills Board service requires. The committee should be made up of veteran Board members who are familiar with the organization and the administrator. Committee members should look to the future of the organization. For a private, nonprofit Board this means concentrating their efforts on recruiting prospective Board members whose skills fit the needs of the organization’s long-range plan.

The committee needs to work closely with the Executive Director and Board Chair to propose a slate of qualified Board officers.

Member Expectations | The committee will meet monthly, with meetings subject to cancellation as needed.

Committee Management & Decision Making | The Chair of the Governance Committee will work closely with the Executive Director. The Governance Committee should provide reports to the full board and all recommendations on BOD candidates for the consideration of the full BOD are subject to a full BOD vote by the latter.

Duties & Responsibilities:

• Engaging Board members towards the core and culture of the organization.
• Engage Board members to our identified impact goals as well as the mission and vision.
• Engage members in various activities in and out of meetings to promote the culture of Teen Lifeline.
• Anticipate vacancies on the Board that may occur throughout the year and look at succession planning.
• This committee will take information from Board Retreat and seek potential candidates to meet the annual objectives. Recruit new Board members by discussing potential candidates with the Board including the quality, characteristics and professional affiliation of the potential candidates.
• Have a discussion with the potential candidate to gauge their interest and then invite them for a tour of the facility. If the person is qualified and interested in membership, they will be asked to complete an application for Board membership and follow steps for the nomination process.
• The committee will then screen applications for Board membership, have an additional meeting to discuss membership expectations and, if they are still qualified and interested, their names will be submitted to the full Board for approval.
• Acclimate new members to the Board and the culture of Teen Lifeline by nominating a “Board Buddy” to assist with their initiation to Board membership.
• Discuss, nominate and present a slate of Board officer candidates annually.

Rationale | The Governance Committee plays a key role in the organization’s success by keeping Board members engaged in the mission/vision/impact of Teen Lifeline. It is their responsibility to recruit and retain Board members who will fit with the culture of the Teen Lifeline Board of Directors. In doing so, the members will influence the Board long after their terms expire.

To perform its job effectively, the Governance Committee must know what skills Board service requires. The committee will be made up of the Board President and individuals from each Board committee who are seasoned and familiar with the organization and its operations. Committee members should look to the future of the organization. For a private, nonprofit Board this means concentrating their efforts on recruiting prospective Board members whose skills fit the needs of the organization’s long-range succession plan.

The committee will also discuss and propose a slate of qualified Board officers annually before officer elections.

In its Strategic Plan (or as a result of the work identified at its annual Board Retreat), the Finance Committee, a subcommittee of the Board of Directors of Teen Lifeline have six priorities to help ensure Teen Lifeline maintains financial health while effectively fulfilling its mission. These objectives are:

• Financial oversight – The committee monitors the organization’s financial health, reviews financial statements, and ensures proper accounting practices are followed.
• Financial policy development – The committee creates and reviews policies related to investments, reserves, risk management, and other financial matters.
• Audit oversight – They supervise the audit process, select external auditors when needed, review audit findings, and ensure appropriate responses to recommendations.
• Financial planning – The committee helps develop long-term financial strategies aligned with the organization’s mission and goals.
• Investment oversight – For nonprofits with investment portfolios or endowments, the committee oversees investment policies and performance.
• BOD Bonus Review – the committee will make recommendations annually for the staff annual end of the year bonus.

Purpose | To provide financial oversight for the organization, including financial planning, financial reporting, and the creation and monitoring of internal controls and accountability policies. The Committee serves as the primary liaison between the Board and management regarding financial matters, ensuring that the organization maintains fiscal health and operates in accordance with best financial practices for nonprofit organizations. The Committee will assist the Board in fulfilling its fiduciary responsibilities related to financial management, risk assessment, and long-term financial sustainability.

Member Expectations | The committee will meet monthly, with meetings subject to cancellation as needed.

Committee Management & Decision Making | The Chair of the Finance Committee, usually the Treasurer, works closely with the Executive Director & accounting staff. The Finance Committee, as needed, provides reports to the full board and focuses on financial recommendations that require board action or input.

Duties & Responsibilities:

• Assist the Executive Director and Staff to identify the current and future needs of the program and define the short-term and long-term funding needs to accomplish the above.
• Assist Executive Director and Staff in accessing service needs and creating a blueprint for growth and expansion.
• Review the financial aspects of major proposed transactions, new programs and services, as well as proposals to discontinue programs or services, and make action recommendations to the board.
• Review and recommend a long-range financial plan for the organization.
• Review and monitor the performance of the programs, including key performance indicator results and trends.
• Review and monitor finances on a monthly basis to ensure adequate cash availability.
• Assist Executive Director and Staff in the credentialing process.
• Assist Executive Director and Staff with addressing ongoing program needs as well as consulting and supporting staff as program issues arise.
• Preform annual tech audit to determine future needs
• Committee will meet monthly.

Rationale | The Committee works to ensure Staff and Board function in a manner which is congruent with our values, mission, and clinical best practices. The role of the committee is to identify current and future needs and/or gaps in services or programs to meet the needs of the community at large. Once the needs have been identified, this committee is responsible for developing the blueprint necessary to assist the rest of the Board, Executive Director and Staff to carry out their important duty.

In its Strategic Plan (or as a result of the work identified at its annual Board Retreat), the Fund Development Committee, a subcommittee of the Board of Directors of Teen Lifeline have five priorities which create a foundation of strategic direction, relationship-building, leadership engagement, and accountability that drives successful fundraising programs. These objectives are:

• Supporting and executing a Capital / Expansion/ Legacy Fund
• Supporting our Signature Fundraising events
• Reviewing the Development Plan and key matrix and supporting the development staff in implementing fundraising initiatives
• Cultivating and maintaining relationships with major donors and key stakeholders
• Ensuring board members participate in fundraising efforts, including personal giving

Purpose | To serve as the strategic oversight body responsible for guiding Teen Lifeline’s fundraising efforts and ensuring financial sustainability. It leads the board’s involvement in fundraising activities, cultivates a culture of philanthropy, and develops policies and practices that maximize donor engagement and support. Working hand-in-hand with staff, this committee helps connect Teen Lifeline’s important work with the resources needed to make a lasting difference in your community.

Member Expectations | The committee will meet monthly, with meetings subject to cancellation as needed.

Committee Management & Decision Making | The Chair of the Fund development Committee works closely with the Executive Director & key development staff. The Fund Development Committee, as needed, provides reports to the full board and focuses on strategic recommendations that require board action or input, using visual formats that make the information accessible and actionable.

Duties & Responsibilities:

• Work with the Executive Director, Development Officer and staff to define the short-term and long-term funding needs of the organization.
• Support Development Officer in efforts to increase individual giving, major gifts, third party fund raisers, planned giving, stewardship and donor acknowledgment.
• Educate and reinforce the For Impact model with the full Board.
• Review the funding plan to ensure progress toward annual and long-range funding goals.
• Identify and recruit community leaders to serve with Board members on the fund development committees.
• Educate the full Board on the techniques of planned giving, assist in identifying connection with grants requests/appeals, and soliciting corporations and individual support.
• Encourage active participation of the full Board in fund raising.

Rationale | Every member of a private, nonprofit Board has the responsibility to ensure the organization’s financial health by contributing personally and raising money from outside sources. The role of the fund development committee is to set direction for the rest of the Board.

Purpose | To assist the executive director, clinical director, and impact communications lead in strategic planning, implementation, and presentation of Teen Lifeline’s marketing and public relations efforts.

To assist the Executive Director and Staff to maintain a positive image for the organization in the community by planning for and monitoring public relations and publicity activities. (The committee may be divided into sub-committees that work together to reach this goal.)

Promote Teen Lifeline to the community, serve as a liaison to media, and connect to marketing resources. Provide advice on designing, implementing, and presenting strategies for marketing and communications efforts.

Member Expectations | The committee will meet quarterly, with meetings subject to addition or cancellation as needed.

Duties & Responsibilities:

• Work closely with the Executive Director and Staff to plan all publicity and promotion in support of the Board and the program.
• Help the Executive Director and Staff plan and develop marketing efforts that support the Board and program.
• Assist and train program staff to serve on a speakers’ bureau regarding the organization’s services and/or programs to groups in the community and to conduct interviews with the media.
• This Committee will meet monthly.

Rationale | Every Board member has the responsibility to project a positive image of the organization both in their public and private dealings. The role of the Marketing Committee is to help Executive Director, Staff and Board to promote a positive image congruent with our mission and vision to the community at large. Members provide strategic support to communications efforts.

Purpose | This committee is responsible for developing, planning and executing special events for Teen Lifeline. (The committee may be divided into sub-committees that work together to reach this goal.)

Duties & Responsibilities:

• Organize, plan and execute at least one special event per year.
• Work with other Board members to maximize community resources in support of the event.
• Work closely with Board members to increase participation in the event.
• Work with Corporate/Business community to enhance the event.
• Work closely with the Marketing Committee to publicize the event.
  Serve on the organization’s speakers’ bureau and explain the organization’s services and/or programs to groups in the community.

Rationale | The role of the Special Events Committee is to increase program by planning and executing a special event. The event itself serves several purposes including adding to the financial resources, increasing visibility of the program, identifying future “friends of Teen Lifeline”, and creating possible partnerships within the community.

In its Strategic Plan (or as a result of the work identified at its annual Board Retreat), the Program Model & Growth Committee of the Board of Directors of Teen Lifeline have four objectives:

• How does growth/opportunity map to TL stability as a whole?
• Review, learning and oversight of Tucson expansion
• Caring Contacts Program Model for expansion (insurance, referrals, etc)
• Packaging Program Model / Learning Questions. What should expansion look like? (carry-on, checked bag, moving truck approach)

Purpose | To serve as the board’s forward-looking body, helping the organization anticipate and adapt to changing conditions while maintaining focus on its long-term mission and vision. The Program Model & Growth Committee defines what meaningful growth looks like for the organization, whether that’s expanding services, reaching new populations, or increasing financial resources—always ensuring alignment with the mission. They evaluate growth opportunities against strategic criteria, balancing ambitious goals with organizational capacity and risk management to prevent unsustainable expansion. The committee establishes frameworks for making growth decisions and monitors progress, serving as the thoughtful guide that ensures growth strengthens rather than weakens the organization’s ability to create impact.

Member Expectations | The committee will meet bi-monthly, with meetings subject to cancellation as needed.

Committee Management & Decision Making | The Chair of the Program Model & Growth Committee will work closely with the Executive Director and senior staff. The Program Model & Growth Committee should focus on creating materials that highlight strategic implications rather than operational details, and frame issues with specific questions to guide productive board discussion. The goal is to keep the full board engaged in strategic thinking while avoiding overwhelming them with excessive information.

Purpose | To supervise members as the principal elected officer of the Board.

Duties & Responsibilities:

• Preside over meetings of the Board and executive committee.
• Serve as ex-officio (“by virtue of office”) member of all committees.
• Work with the administrator to see that all orders and resolutions of the Board are carried out.
• Coordinate the work of Board officers and committees of the Board.
• Call special meetings as the need arises.
• Appoint all committee officers.
• Establish communication between Board members and the administrator.
• Facilitate the Board’s decision-making.
• Develop a positive working relationship with the administrator.
• Assist the administrator in preparing the agenda for Board meetings.
• Act as official spokesperson for the Board, when asked by the administrator and Board.
• Work with the administrator on new Board member orientation.
• Coordinate and participate in the administrator’s annual performance evaluation.
• Work with the Governance Committee to recruit new Board members.
• Foster a sense of team spirit on the Board.
• Perform all other functions required by the office of Chair.

Rationale | The Board Chair’s main responsibilities are to manage and direct Board members, and to preside over all Board meetings.

To effectively run meetings, the Board Chair must work with the administrator to prepare an agenda, keep meeting discussion and debate focused on the issues, and move Board members to a decision.

The Board Chair is also responsible for appointing Board members to committees and other work groups. To do this, they must know Board members’ skills and interests.

The Board Chair’s authority is granted to them only by the full Board. They may speak publicly on behalf of the Board only when given permission and only in support of the decisions of the full Board. The Board Chair should never give their personal opinion about a Board decision to the public or the news media.

Purpose | To maintain leadership continuity by performing the duties of the Board Chair in their absence.

Duties & Responsibilities:

• Attend all Board meetings.
• Know the organization and the Board Chair’s duties.
• Be prepared to perform the Board Chair’s duties when called to do so.
• Serve on the executive committee.
• Chair at least one committee.
• Work closely as a consultant and advisor to the Board Chair.
• Develop rapport and a close working relationship with the administrator and Board Chair.
• Carry out special assignments from the Board Chair.
• Serve as liaison to the “Friends of Teen Lifeline.”

Rationale | The Board Vice Chair’s main responsibility is to provide continuity of leadership in the absence of the Board Chair. To prepare for this role, they should serve on the executive committee, chair at least one committee, and work closely with the administrator and Board Chair. The Vice Chair is an active player on the Board leadership team and should be fully prepared when they assume the duties of Chair.

Purpose | To maintain all board records and ensure their accuracy and safety.

Duties & Responsibilities:

• Attend all board meetings.
• Make sure that board members are notified of the times and dates of all meetings.
• Maintain records of the board and ensure their safety.
• Review board meeting minutes for accuracy.
• Keep a register of board members’ addresses and phone numbers.
• Assume the duties of president in the absence of the board president and vice president.
• When necessary, obtain information from records and minutes to help board members in the decision-making process.

Rationale | The board secretary keeps track of the board documents and records, ensures the accuracy of meeting minutes, and keeps the board posted on meeting dates and times.

Just like any other board member, the board secretary should participate fully in board meetings. The Executive Director should provide a qualified individual to record the actual minutes of meetings.

The board secretary’s responsibility is to see that it is carried out in a professional manner.

Purpose | The Treasurer, subject to the order of the Board of Directors, should help ensure the fiscal integrity of the organization by providing oversight of its financial activities and ensuring the accuracy of all financial records. The Treasurer must have an understanding of financial accounting for nonprofit organizations.

Duties & Responsibilities:

• Serves as Chair of the Finance Committee.
• Manages, with the Finance Committee, the Board’s review of, and action related to, the Board’s financial responsibilities.
• Works with the Executive Director to ensure that appropriate financial reports are made available to the Board on a timely basis.
• Assists the Executive Director in preparing the annual budget, and presenting the budget to the Board for approval.
• Works with the Finance Committee and the Executive Director to develop Fiscal Policies for recommendation to the Board to ensure the financial integrity and sustainability of the organization.
• Works with the Finance Committee and the Executive Director to develop long-term financial strategies.
• Keeps currently informed of legal, regulatory and sector developments relating to the Board’s financial responsibilities.

Rationale | The role of the board treasurer is to ensure the financial integrity of the Organization. They accomplish this primarily through a review of monthly financial information and an independent audit performed by an accounting firm the board has chosen.

The treasurer reports on the financial transactions of the organization. This report should be made monthly. The purpose of financial reporting is to make sure that any decisions that need to be made can take into consideration accurate and up-to-date financial data.

Purpose | To supervise the work of the Board committee, delegate responsibilities to accomplish its goals and report back to the Board.

Duties & Responsibilities:

• Attend all meetings.
• Call and preside over meetings of the committee.
• Set the agenda for committee meetings.
• Record decisions and recommendations made by the committee.
• Serve on the executive committee.
• Report the committee’s activities and recommendations to the executive committee or the full Board.
• Invite the administrator and Board Chair to attend committee meetings.
• Work with the administrator and Board Chair to decide who should serve on the committee membership.
• Delegate responsibilities to other committee members and encourage their full participation.
• Evaluate the work of the committee with other committee officers, the Board Chair and administrator.

Rationale | The job of the committee chairperson is to facilitate the work of the committee by helping members stay focused on the issues, reach decisions and make recommendations. They need to work closely with the administrator and Board Chair, and should invite the administrator and Board Chair, as ex-officio committee members, to attend all meetings.

The committee chair also calls meetings, sets the agenda, encourages member participation, and delegates responsibilities and tasks. The chairperson monitors progress on committee goals and reports its final recommendations to the full Board.