IWATCHDOG BOARD RESPONSIBILITY / AUTHORITY

• The board of directors are selected and elected to serve the organization according the procedures set forth in the By-Laws, with particular care in regard to officers, length of term and responsibilities. Any board of a non-profit agency is financially and morally responsible for carrying out the mission and the goals of that agency.

• Each Board member should be expected to commit their time, talent and financial resources to the organization, and to serve for no compensation or financial gain.

• The chief executive is hired by the board and serves at the pleasure of the board. He or she should be adequately compensated for the completion of the responsibilities determined by the Board of Directors, with the involvement and consent of the chief executive.

• An annual review or evaluation of the chief executive by the board should be implemented that is fair, but honest. Similar evaluations of other staff and faculty should be completed annually by the chief executive.

• Other staff members and faculty are hired and fired by the chief executive.

FINANCES

• The board of directors is fiscally responsible for the organization's well-being and existence. Therefore, it is their role to provide the money through fund raisers, etc., oversee the fiscal management, and represent the organization to the community in regard to its financial status and organizational needs. 

• The Board is responsible for developing, with staff assistance, appropriate financial goals and implementation strategies for fund raising campaigns and/or events, and fully participate in all campaigns (with a Development Committee).

•  The Board should play a central role in the preparation and subsequent approval of an Annual Budget that is used as the basis for all financial determination for both income and expense items (with a Finance Committee). 

• The staff is responsible for the day-to-day financial management, as determined by the Annual Budget. They should prepare and submit an Annual Budget to the Board or appropriate committee of the Board for approval. 

• The staff should assist with and participate in the planning and implementation of all fund raising efforts with the Board, BUT not assume full or primary responsibility for attaining fund raising goals.

 PROGRAMS 

• The staff should develop program ideas and processes for implementing programs for board approval, perhaps through a Program Committee or other appropriate structure.

• The staff should determine the financial support needed for programs and present needs to Board for approval before their implementation.

•  The board should review and commit the organization to financing and implementing programs.

•  The staff should develop plans and implementation strategies for evaluating the effectiveness of programs with Board input.

• The staff, with board assistance, should develop appropriate strategies to advertise, promote and create a public awareness of each of the program areas and of the organization as a whole.

 RELATIONS WITH THE COMMUNITY

• The major responsibility for developing and maintaining relationships with the community-at-large rests with the Executive Director and the staff.

• The Board of Directors should use their status and contacts in the community to assist the staff with setting up contacts, and when appropriate accompany the staff in meetings with key community officials