R - Principles and Practices for Nonprofit Excellence in Connecticut

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PRINCIPLES AND PRACTICES FOR NONPROFIT EXCELLENCE IN CONNECTICUTPrinciple 3: RespectRecommended Practices:1. A nonprofit must comply with all local, state and federalemployment laws in hiring and employing personnel. 2. If the organization employs staff, the board should annuallyreview its overall compensation structure, using industrybasedsurveys of salaries and benefits. The board shouldestablish policies on employee benefits, which may include:a. medical insurance;b. retirement plans;c. sick leave, maternity/paternity leave, vacation, and otherpaid time off; andd. other benefits as may be appropriate.3. A nonprofit should adopt a set of specific, but separate,policies and procedures for personnel and volunteers.4. A nonprofit should employ individuals who are suitable forthe positions they occupy (paid or unpaid) and committed tothe goals, values and objectives of the organization.5. A nonprofit and its board should establish and abide by abroad and encompassing equal opportunity employmentpolicy.6. A nonprofit should strive to employ personnel and volunteerswho reflect the diversity of the community, as appropriate forprogram effectiveness.7. A nonprofit should support the education and development ofpersonnel and should provide them with opportunities forgrowth and advancement.8. A nonprofit organization should provide staff and volunteerswith clear, current job descriptions and the tools they need toproduce quality work.9. A nonprofit should have a system in place for the successionof management and board members, most notably for theexecutive director and key board leadership.10. A nonprofit should establish both employee and volunteerrecords retention policies and procedures that are consistentwith applicable laws and best industry practices.Connecticut Association of Nonprofits12
PRINCIPLES AND PRACTICES FOR NONPROFIT EXCELLENCE IN CONNECTICUTPrinciple 4: GovernanceNOTE TO READERS:The following two sections are reprinted with permission fromBoardSource. For more information about BoardSource, please visitwww.boardsource.org or call 800.883.6262.*Legal Responsibilities of NonprofitBoards (BoardSource)*Duty of Care: The duty of care describes the level of competencethat is expected of a board member, and is commonly expressedas the duty of “care that an ordinarily prudent person wouldexercise in a like position and under similar circumstances.” Thismeans that a board member owes the duty to exercise reasonablecare when he or she makes a decision as a steward of theorganization.Duty of Loyalty: The duty of loyalty is a standard offaithfulness; a board member should give undivided allegiancewhen making decisions affecting the organization. This meansthat a board member can never use information obtained as amember for personal gain, but should act in the best interests ofthe organization.Duty of Obedience: The duty of obedience requires boardmembers to be faithful to the organization’s mission. They are notpermitted to act in a way that is inconsistent with the central goalsof the organization. A basis for this rule lies in the public’s trustthat the organization will manage donated funds to fulfill theorganization’s mission.Ten Basic Responsibilities of NonprofitBoards (BoardSource)*1. Determine the organization’s mission and purpose: It is theboard’s responsibility to create and review a statement ofmission and purpose that articulates the organization’s goals,means and primary constituents served.2. Select the chief executive: Boards should reach consensus onthe chief executive’s responsibilities and undertake a carefulsearch to find the most qualified individual for the position.3. Provide proper financial oversight: The board should ensurethat proper financial controls are in place.* BoardSource © 2002. Text may not be reproduced without written permission from BoardSource.Connecticut Association of Nonprofits13
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R - Principles and Practices for Nonprofit Excellence in Connecticut

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