Board of Directors for Games For Life, Inc.

Board directors are trustees who act on behalf of Games For Life’s constituents, including service recipients, funders, staff, members, the government, and taxpayers. The board of directors has the principal responsibility for fulfillment of the organization's mission and the legal accountability for its operations. This means that as a group they are in charge of establishing a clear organizational mission, forming the strategic plan to accomplish the mission, overseeing and evaluating the plan's success, providing adequate supervision and support for the executive director, hiring an executive director as needed, ensuring financial solvency of the organization, interpreting and representing the community to the organization, and instituting a fair system of policies and procedures for human resource management.

Board members accomplish their functions through regular meetings and by establishing a committee structure that is appropriate to the size of the organization and the board. Ideally, board members arrive at meetings prepared and ready to engage in thoughtful dialogue, and there is a group process which generates and uses the best thinking of its members. Boards should be open to self-evaluation and regularly review their own composition to ensure constituent representation, and board expertise and commitment.

Statutory Standard:

A director, officer or incorporator of a corporation shall perform his or her duties as such, including, in the case of a director, his or her duties as a member of a committee of the board on which he or she may serve in good faith and in a manner he or she reasonably believes to be in the best interests of the corporation, and with such care as an ordinarily prudent person in a like position with respect to similar corporation organized under this chapter would use under similar circumstances.

Board Responsibilities

Set the Mission and the Vision of the Organization
The Board is responsible for creating the organization's mission and purpose statements, and reviewing them periodically to be sure they fit well with the direction of the organization's growth. The mission statement explains why the organization exists and who it exists to serve; the vision articulates a picture of the future that the organization hopes to create.

Create a Plan for the Organization/Ensure Effective Organizational Planning
The Board is also responsible for working with staff and volunteers to create a strategic plan for the growth of the organization, including resources, staffing, programs, and other aspects of organizational development. Once a plan is created, the Board should help make sure the organization carries it out.

Determine Programs and Projects
The Board should take a broad perspective on projects and programs, being sure that the work of the organization is consistent with its mission and vision. The staff and volunteers are responsible for carrying out the programs, and the Board should support them and avoid micromanaging tasks and decisions.

Support and Evaluate the Director
The Board is also responsible for evaluating the performance of the organization's executive officer. For this task, it is important to have clear goals and expectations for the position. Generally, the Director is responsible for hiring, firing and evaluating all other staff. The Board should play a support role for the Director as he or she carries out this task and the other work of the organization. Use reasonable compensation practices, including potential use of the rebuttable presumption method of Internal Revenue Code Section 4958 when deciding on compensation for officers and staff, and generally not compensating directors except reimbursement for direct expenses.

Select the Director
One of the Board's biggest responsibilities is to hire the executive officer of he organization. The Board should come to consensus on a solid job description and clear expectations for the job, and then find the most qualified person for the position. The Board also has the responsibility to fire the Director when his or her leadership is no longer in the best interests of the organization.

Recruit, Train and Evaluate Board Members/Assess Its Own Performance
The Board is responsible for its own growth and development, finding committed individuals to serve on the Board, and making sure that the final Board composition is balanced and appropriate. Experienced Board members should take the lead in training and orientation for new members. The Board is also responsible for self-evaluation, to be sure it is adequately carrying out its leadership role.

Build Strong Public Standing/Enhance the Organization's Public Image
The Board serves as the public face of the organization. Board members should promote the mission, vision and programs of the organization, and represent the organization positively to constituents, the media, and the general public.

Ensure Adequate Resources
The Board is responsible for making sure that the organization has adequate resources to carry out its work. This includes assisting with fundraising, but can also include seeking in-kind donations of equipment, materials, office space, volunteer assistance, training, educational materials, and so on. Adopting and monitoring a fundraising policy to ensure that fundraising solicitations meet federal and state law requirements, solicitation materials are accurate, truthful, and candid, fundraising costs are reasonable, and registered fundraisers are utilized and monitored.

Manage Resources Effectively
At the same time, the Board should be sure that the organization is using its resources efficiently. The Board must help develop and approve the annual budget, and be sure that proper financial controls are in place. Promote transparency in all activities by adopting and monitoring procedures designed to ensure that organization's Form 990, annual reports, and financial statements are complete and accurate, are posted on the organization's Web site, and are made available to the public upon request. Operate in accordance with financial and auditing protocols based on the size of the organization's assets. (Such protocols might include the use of an audit or finance committee, additional internal review by the board of financial and audit-related materials, and independent and, in some cases, rotating auditors)

Maintain Integrity and Accountability/Serve as a Court of Appeal
The Board is ultimately responsible for being sure that the organization maintains legal and ethical practices. Creating clear and effective by-laws, staff policies, evaluation methods and grievance procedures all help ensure accountability. Exercising due diligence consistent with the duty of care and ensure that policies and procedures are in place such that directors have the information necessary to make informed decisions. Adopting, using and regularly evaluating a code of ethics and a whistleblower policy. Adopting a document retention policy that establishes standards for document integrity, retention, and destruction, including guidelines for handling electronic files, and providing procedures for the archiving of documents and regular checkups regarding the reliability of the document retention system. Account to the public for the products and services of the organization and expenditures of its funds, including:- to provide for fiscal accountability, approve the budget, and formulate policies related to contracts from public or private resources- to accept responsibility for all conditions and policies attached to new, innovative, or experimental programs. Owing the organization a duty of loyalty, which requires that directors act in the interest of the organization and avoid conflicts of interest that are detrimental to the organization pursuant to a conflict of interest policy.

Provide Continuity for the Organization
Help set up a corporation or legal existence, and to represent the organization's point of view through interpretation of its products and services, and advocacy for them.

The above list was borrowed from a document by Craig White

Board Member Evaluation Checklist

1. Attend no less than 75% of regular Board Meetings.
2. Participate in or attend some of the program activities involving the operation.
3. Make a personal and if possible business contribution to the organization’s annual operating needs.
4. Chair and/or serve on a standing committee or special project.
5. Arrange for and/or make an organization presentation to a civic club, church group, business associate, or group of friends.
6. Make at least five person-to-person visits to individuals, foundations, businesses, or civic groups to request financial contribution for the organization.
7. Invite and accompany a friend or associate to visit the facility.
8. Recommend a potential candidate for Board membership to the Board Development Committee.
9. Secure a volunteer, in-kind service or material goods for the organization.
10. Review and consider your capacity and willingness to make a planned gift or bequest to the organization.
11. Secure at least ten new donors for the organization.
12. Actively assist with the special events of the organization.