The Nonprofit Board Answer Book -- About BoardSource -- Introduction: The World of Nonprofits -- Part One: Basic Board Functions -- 1: What are the basic responsibilities of a nonprofit board? -- 2: What are the legal duties of a board member? -- 3: What is the board's role and involvement in mission, vision, and values? -- 4: What is the board's role in f inancial management? -- 5: What is the board's role in strategic planning? -- 6: How does strategic thinking contribute to board and organizational effectiveness? -- 7: What is the board's role in fundraising? -- 8: What is the board's role in organizational evaluation? -- 9: How does the board avoid the extremes of "rubber stamping" and micromanaging? -- 10: Why is connecting and communicating with constituencies an important task for the board? -- 11: How does a board function as a team? -- 12: What are the attributes of a high-performing board? -- Part Two: Board Structure -- 13: What is the best size for our board? -- 14: How should we structure our board? -- 15: What types of board committees should we have? -- 16: How can our committees be most effective? -- 17: Does our board need an executive committee? -- 18: Should our board have advisory councils? -- 19: What is the role of the board chair? -- 20: What board officers should we have? -- 21: How should we select our board officers? -- 22: What kind of board does an all-volunteer organization have? -- Part Three: Board Member Selection and Development -- 23: How can we recruit active, involved board members? -- 24: How can we use a board matrix to identify recruitment needs? -- 25: What is the chief executive's role in board recruitment? -- 26: How can a membership organization build an effective board? -- 27: How can our board become more diverse and inclusive? -- 28: What should we tell our prospective board members?.

29: What should we include in our board orientation? -- 30: Should members of the same family serve on a board? -- 31: Should constituents serve on the board? -- 32: What should we do about uninvolved board members? -- 33: Should we have term limits for board members? -- 34: How can we engage former board members and chief executives? -- 35: Should board members be compensated? -- 36: How can our board assess and improve its own performance? -- 37: Should individual board members be evaluated, and, if so, how? -- Part Four: Board and Committee Meetings -- 38: Is a board legally required to hold open meetings? -- 39: How often and where should we meet? -- 40: How can we improve our meetings? -- 41: How can we encourage debate while promoting civility in the boardroom/? -- 42: What is the purpose of a board retreat? -- 43: Who should attend board meetings, and what are their roles? -- 44: How should staff members participate in board and committee meetings? -- 45: What are the different ways boards make decisions? -- 46: How should board minutes be written, approved, and kept? -- 47: How can e-governance improve board and committee work? -- Part Five: The Board's Role as a Fiduciary -- 48: How does a board help ensure the organization's long-term viability? -- 49: What does the board need to know about reserves and investments? -- 50: What is the board's role in the budget? -- 51: What is the board's role in the annual f inancial audit? -- 52: What are the signs of f inancial distress in an organization? -- 53: What should we do if we suspect fraudulent activity? -- 54: What policies and practices should we adopt to manage conflict of interest? -- 55: How can we protect the organization-and ourselves-from lawsuits? -- 56: What is a Form 990? -- 57: Why should every board member make an annual monetary contribution?.

58: How can we develop board members' fundraising skills? -- 59: How can we generate revenue beyond fundraising? -- 60: How does a nonprofit operate a for-profit subsidiary? -- 61: What's the best way to keep track of board policies? -- Part Six: Board-Staff Relations -- 62: How does an all-volunteer organization make the transition to paid staff? -- 63: What is the board's involvement in staff selection and management? -- 64: What is the ideal relationship between the board chair and the chief executive? -- 65: Should the chief executive have a vote on the board? -- 66: Should board members be hired as staff members? -- 67: How should we evaluate the chief executive? -- 68: How do we set fair compensation for the chief executive and the staff? -- 69: What is the chief executive's role in improving the board? -- 70: What is the board's role in relation to the staff? -- 71: How can the senior staff contribute to board effectiveness? -- 72: How can we facilitate the end of a chief executive's employment? -- 73: What characteristics should we look for in a new chief executive? -- 74: How do we find a new chief executive? -- Part Seven: Organizational Change -- 75: What is the typical lifecycle for a nonprofit organization? -- 76: How do we ensure that the organization thrives after the founders depart? -- 77: When should an organization consider revising its mission statement? -- 78: When should we enter into strategic alliances with other organizations? -- 79: When should we consider a merger or acquisition? -- 80: How can we expand the organization's scope to an international level? -- 81: Should our charitable organization engage in lobbying? -- 82: How should we respond to an organizational emergency or controversy? -- 83: What is the board's role in hiring a consultant? -- 84: When should the board consider closing a nonprofit organization?.

85: How does the board keep up with organizational change? -- Conclusion -- Index.