CIAA MEMBER

Legal Reasons – State laws are explicit to indicate that nonprofit corporations need a board to assume the fiduciary role for the organizations well-being. It designate overall responsibility and liability to the board.

Ethical Reasons – One of the key ethical reasons to build a board is to create structure that functions to assure the public and all individual members within the organization is in good hands. Its role in this capacity is to go beyond the legal requirements and ensure that the organization not only does things right, but does the right thing.

Practical Reasons – The boards role is limited to control and supervision. A board is made up of individuals who most likely, at one time for another, served the board on committees. The board represents each member within the organization. The board is the body that provides continuity to the organization. Individuals come and go but the board as an entity remains. When good practices are implemented, the changing of the guards does not adversely affect the good work that has been accomplished.

Serving as a board member is one of the

most challenging and rewarding of

volunteer assignments. While

appointment or election to a board is an

honor, board members have important

legal and fiduciary responsibilities that

require a commitment of time, skill, and

resources.

Is the level of competence that is expected of a

board member and is commonly expressed

duty of “care that an ordinarily prudent person

would exercise in a like position and under

similar circumstances” This means the board

member owes the duty to exercise reasonable

care when he or she makes a decision as a

steward of the organization.

Is a standard of faithfulness; a board member

must give undivided allegiance when making

decisions affecting the organization. This

means that a board member can use

information obtained as a member for

personal gain, but must act in the best

interests of the organization.

Requires a board member to be faithful

to the organization’s mission. They are

not permitted to act in a way that is

inconsistent with the central goals of the

organization. A basis for this rule lies in

the public’s trust that the organization

will manage donated funds to fulfill the

organization’s mission.

Purpose: To advise, govern, oversee policy and direction, assist with the

leadership and general promotion of Central Iowa Apartment Alliance so

as to support the organization’s mission and needs.

Major Responsibilities:

• Organizational leadership and advisement

• Organization of the Board of Directors, officers, and Committees

• Formulation and oversight of policies and procedures

• Financial Management, including adoption and oversight of the annual

budget

• Oversight of program planning and evaluation

• Personnel evaluation and staff development

• Review of organizational and programmatic reports

• Promotion of the organization

• Fundraising and outreach

Meetings and time commitment:

• Monthly meetings typically averaging 2 to 3 hours

• Standing Committee Chairs of the board meet monthly averages 10 hrs

Weekly

• Special Committee Chairs will report monthly to the board averages 80 hrs

Annually

• Board members are asked to attend all board meetings and special events

Expectations of Board Members:

• Attend and participate in meetings on a regular basis and special events

• Participate on Standing Committee and/or Special Committees

• Be Alert to Community Concerns that can be address by CIAA

mission, objectives, and programs

• Help communicate and promote CIAA mission and programs to the

community

• Become familiar with CIAA finances, budget, and financial resource needs

• Understand the policies and procedures of CIAA

RED Executive

Officers

RED & Blue Board of

Directors

• Ensures the effective action of the board in governing and supporting the

organization, and oversees board affairs. Acts as the representative of

the board as a whole, rather than as an individual supervisor to staff.

• Speaks to the media and community on behalf of the organization (Also

AE) represents the organization in the community.

• Develops agendas for meetings in concert with the Executive Director.

Presides at board meetings.

• Recommends to the board which committees are to be established.

Seeks volunteers for committees and coordinates individual board

member assignments. Makes sure each committee has a

chairperson, and stays in touch with chairpersons to be sure that their

work is carried out. Determines whether executive committee meetings

are necessary and convenes the committee accordingly.

• Establishes search and selection committee for hiring Staff. Convenes

board discussion on evaluating the AE and negotiating compensation

packages and conveys information to the AE.

• Ensures board matters are handled properly, including preparation of

pre-meeting materials, committee functioning, and recruitment and

orientation new board members.

• Act as the president/chair in his or her

absence; assists the president/chair on

specified duties

• Frequently assigned to a special area of

responsibility, such as

membership, media, annual meetings, or

personnel.

• Serves on a Standing or Special Committee

• Attend all board meetings

• Serve on the Executive Committee

• Maintain all board records and ensure their accuracy

and safety

• Review board minutes

• Assume responsibilities of the president in the

absence of the board president, and vice president

• Provide notice of meetings of the board and/or of a

committee when such notice is required

• Manages the board’s review of and action related to the boards

financial responsibilities. May work directly with the CPA’s and

staff in developing and implementing financial procedures and

systems.

• Ensures that appropriate financial reports are made available to

the board. Regularly reports to board on key financial events,

trends, concerns, and assessment of fiscal health.

• Recommends to the board whether the organization should have

an audit. If so, selects and meets annually with the auditor in

conjunction with the Auditor.

• Ensures that all Accounting reporting is sound management and

maximization of cash and investments.

• Ensures that the board of directors, executive committee , and officers

are fully informed of association conditions and of all important factors

influencing them

• Attends all meetings of the board of directors and executive committee

• Plans, formulates and recommends for the approval

• Ensures that the board of directors, executive committee , and officers

are fully informed of association conditions and of all important factors

influencing them

• Attends all meetings of the board of directors and executive committee

• Plans, formulates and recommends for the approval

• Ensures that the board of directors, executive committee , and officers

are fully informed of association conditions and of all important factors

influencing them

• Attends all meetings of the board of directors and executive committee

• Plans, formulates and recommends for the approval

Are committees

adopted by the Board

Of Directors while

listed in the bylaws

have an ongoing

resolution throughout

the year.

Are committees

appointed by the

President to perform a

certain duty. Can be

come a standing

committee upon

majority vote by the

Board.

Task Force or

Subcommittees are

appointed by the

President to perform a

certain task or project

specific to a Special or

Standing committee.

Results can be added

duties to a committee

or stand alone as a

Special or Standing

committee.

April St. Aubin,

Conlin Properties

VACANT

Tammy

Smith

Waste

Connections

Aaron

Libbie

For Rent

Tiffany

Stewart,

Seldin

Company

Vacan

t

Vacan

t

Vacan

t

Vacan

t

What Are Robert's Rules of Order?

By C. Alan Jennings, PRP from Robert's Rules For Dummies

Robert's Rules is practically synonymous with parliamentary

procedure, and for good reason. Robert's Rules of Order sets out the

parliamentary rules organizations can adopt as a guide for establishing

the conduct of the organization and the management of its meetings.

In a nutshell, Robert's Rules make meetings meaningful.

Robert's Rules provide guidance for most organizational

functions, including

Establishing an organization and the rules that govern it

Presiding over and participating in organizational meetings, including

making motions and debating those motions

Calling for and conducting elections within the organization

To do this: Say this: Interrupt

speaker

?

Second

required

?

Is motion

debatable?

Is motion

amendable

?

What vote

is

required?

Adjourn meeting

before business is

completed?

“I move that we

adjourn”

NO YES NO NO Majority

Recess the meeting “I move that we

recess until”

NO YES NO YES Majority

Suspend further

consideration of an

issue

“I move we table

it”

NO YES NO NO Majority

End debate “I move the

previous

question”

NO YES YES YES Two-Thirds

Study an issue

further

“I move we refer

this matter to a

committee”

NO YES YES YES Majority

Introduce business

(primary motion)

“I move that” NO YES YES YES Majority

To do this: Say this: Interrupt

speaker

?

Second

required

?

Is motion

debatable?

Is motion

amendable

?

What vote

is

required?

Amend a motion “I move that this

motion be

amended by”

NO YES YES YES Majority

Object to procedure

or a personal affront

“Point of Order” YES NO NO NO No vote,

Chair

decides

Take up a previously

tabled matter

“I move we take

from the table”

NO YES NO NO Majority

Consider an issue

out of its scheduled

order

“I move we

suspend the rules

and consider”

NO YES NO NO Two-Thirds

Prospective

Members Should Ask

Questions

• What is the organization’s Mission?

• How do its current programs relate to the mission?

• Can I visit the organization to observe a a program first hand?

• Is there a strategic plan reviewed and evaluated on regular basis?

• Is the financial condition of the

organization sound?

• Does the board discuss and approve

the annual budget?

• How often does the board members

receive financial reports?

• Whom does the organization serve?

• Are the constituents satisfied with the

organization?

• What more would the members like to

see from the organization?

• How is the board structured?

• Are there descriptions of the responsibilities of the board as a whole and individual members?

• Are there descriptions of committee functions and responsibilities?

• Who are the other board members?

• Is there a system of checks and balances to prevent conflicts of interests between board members and the organization?

• Does the Board have D&0 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 boards role in fund-raising?

• 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?

Satisfied with

the information

you have

received. Its

time to

evaluate your

own interest in

serving on the

board.

• Am I committed to the mission of the organization?

• Can I contribute the time necessary to be an effective board member

• Can I contribute financial support consistent with the organizations expectations of board members and with my own means and priorities?

• Can I place the organization’s purposes and interests above my own professional and personal interests when making decisions as a board member?

Why aren’t you serving

today?

We are happy to

serve you!