COMMITTEE JOB DESCRIPTIONS

Transcription

1 COMMITTEE JOB DESCRIPTIONS Committee List Communications Facilities and Capital Finance People Programs Strategic Planning Sub Committees All Event Committees (roles and job descriptions available through the Communications Department) Ad-Hoc Project Committees as needed Investment Training and Education Equestrian Advisory and Ski and Snowboard (roles and job descriptions available through the Program Department) None Advancement Committee Support the development of the National Ability Center s Fundraising and Development initiatives to ensure sufficient funds are generated to meet the needs of the organization s mission and strategic goals. Provide leadership of and development to National Ability Center s umbrella marketing plan by way of support, strategy and insight. Reinforce National Ability Center s current marketing tactics. Increase overall awareness of the National Ability Center s mission, vision, and service to the community. The Advancement Committee is made up of a variety of National Ability Center stakeholders including participants, family members, volunteers, board members, staff, donors, and community partners. Committee Size The optimal number of people serving on the Committee is Act as an advisory committee making recommendations to the Board of Directors pertaining to Resource Development, Fundraising, Marketing and communications strategies. Set short and long term goals for execution of fundraising and marketing strategy/techniques. Develop, record, and implement strategies to achieve Committee goals. Assist in the identification of target audiences and effective tools by which to reach them.

2 Cultivate donor relationships utilizing communications strategies and development tools (including, but not limited to: major donor stewardship, event fundraisers, major gifts and planned giving, corporate sponsorship, work place giving and grants administration). Complete 2 projects per year which directly impact the success of the Communications team and help reach set goals from annual and strategic plans. Consistently evaluate marketing and development trends and opportunities and make recommendations to the Board and staff regarding resource adjustments. Recognize and understand the mission of the National Ability Center. Positively promote National Ability Center to the community. Attend two National Ability Center events per year (outreach, fundraisers, etc). Committee Member Time Commitment Minimum one-year term, but a two-year term is preferred. Approximately eight meetings over the course of the year, plus an additional 2+ hours per month. Sub-Committees: Red, White and Snow, Saluting Our Heroes Luncheon, Summit Challenge, and Barn Party. Membership on a sub-committee is not required, but is a valuable learning experience for members of the Advancement Committee. Page 2 Facilities and Capital Committee The Facilities Advisory Committee (FAC) serves as an advisory committee to the Facilities Officer and Executive Director regarding physical property and facilities. In an advisory capacity, the FAC will assist in the long-range needs analysis (budgetary and other) for property and facilities, the prioritization of those needs, and the gathering of data as appropriate and necessary in the creation of the Master Plan for property and facilities to meet the needs of the National Ability Center s program and mission. The committee will periodically assist in the updating and revising of the Master Plan. Annually, the committee will assist the Facilities and Capital Manager in identifying, evaluating, prioritizing and budgeting maintenance and repair operations for the National Ability Center property and facilities prior to submission of the budget to the Board. The limits of the FAC are to review and recommend to the Board of Directors or other appropriate administrator. The Facilities Advisory Committee is made up of a variety of National Ability stakeholders

3 including donors, family members, participants, volunteers, board members, staff and community partners. An excellent facilities committee is not one that is unified in its perspective and insights. It is the variety of these perspectives and insights that gives breadth and depth to the committee's work. An excellent committee will, however, have a reconciling attitude that enables them to move forward together in the process. The committee will strive for community of spirit, not unity of perspective. A Facilities Advisory Committee should have five to seven members with the following qualifications: Posses a thorough understanding of the strategic mission of the National Ability Center. If the committee is unable to understand and articulate the mission strategy, it is unlikely the resulting facilities will be exactly what the National Ability Center needs. Be an independent team player. Have the ability to be an independent thinker and able to work as a team so that you support the group s decision when you leave the meeting. Possess planning skills. Skills in analysis and decision-making are necessary to move forward in a positive direction. Creativity is often necessary to find the right solutions. Have a basic knowledge of the building industry. Knowledge of the building industry is helpful but lack of such knowledge is not disqualifying. At least a few members of the committee must have substantial construction experience. Ensure the proper operation of all aspects of the facilities to create an optimal, safe and cost effective environment for the employees and participants to function. o Health & Safety o Periodic Statutory Testing and o Fire Safety Inspection o Security o Operational o Maintenance Systems o Business Continuity Planning Provide support to the annual and strategic plans. Act as an advisory committee, with council from the Facilities Officer and Executive Director, in making recommendations to the Board of Directors pertaining to facility maintenance and development. Direct that at least two projects per year are completed, which directly impact the success of the Facilities Department and help set goals for annual and strategic plans. Seek donations of in-kind goods and services for various projects either through direct asks, exploratory opportunities or by introduction to the Facilities Officer. Regularly thank donors for their contribution to and investment in our mission. Positively promote the National Ability Center throughout the community. Time Commitment Ninety minute meeting plus two to four hours of additional support every other month. Minimum one year commitment required but a two year commitment is preferred.

4 Finance Committee Provide oversight for organizational financial planning. Ensure that the Executive Committee and Board of Directors receive accurate and complete financial information. Anticipate financial problems and monitor funds to ensure their availability to execute the National Ability Center s annual and strategic financial plans. The Finance Committee is made up of a select variety of National Ability Center stakeholders with professional experience in finance, with the goal to maintain a ratio of not less than 50% board membership at any one time. Recommendations for new members of the Finance Committee may be brought by any member of the Finance Committee, Executive Committee or Executive Director. The optimal number of people serving on the Committee is 4 6. Support the National Ability Center Board in the review and interpretation of financial statements and the general financial position of the National Ability Center. Assist and provide guidance to staff in establishing a viable budget. Select Auditor; act as liaison to Auditor, review yearly audit. Provide staff with guidance in establishing/maintaining sound financial practices. Act as liaison to Investment committee. Have general knowledge of revenue sources and major expense categories of National Ability Center. Review and provide feedback for proposed statements and worksheets provided by staff including monthly financials, annual operating budget, and capital budget. Participate in the annual budget and audit process and make recommendation to the board regarding their approval. Attend Finance Committee meetings. Observe a minimum of 1 program per year. Positively promote the National Ability Center in the community. Sub-Committees: Investment Committee Time Commitment Monthly one-hour meetings plus an additional once a year meeting with the Auditors. Time required to carefully review monthly financial statements provided by staff. Minimum 2 year term.

5 Investment Committee Provides guidelines for the governing of the investments of the National Ability Center s general and endowment funds, monitors portfolio performance and makes adjustments to the portfolio as needed and in-line with the Investment Policy Statement approved by the Board of Directors. The Investment Committee is made up of a select variety of National Ability Center stakeholders who have current or previous experience within the Finance Management and/or Investment professional fields. Committee Size The optimal number of people serving on the Committee is 4-8. Investments shall be made in stocks, selected mortgage backed securities, money market instruments, bonds, mutual funds, and first mortgage loans. The ratio of asset allocation is to be determined periodically by the Investment Committee and approved by the Board of Directors. The Investment Committee will review investments on a quarterly basis or more often if necessary, and evaluate performance. The Board of Directors gives authority to the Executive Director or Finance and Business Operations Manager to buy or sell stock on behalf of the National Ability Center. These transactions will be based on directives from the Investment Committee, which in turn are within the above guidelines. Goals Define long-term investment target. Maintain an investment strategy with a diversified portfolio and in-line with the Board Approved Investment Policy Statement. Annually review the Investment Policy Statement and make recommendations to the Board of any adjustments to be made. Monitor the performance of the selected market instruments through monthly review of reports. Make recommendations to maintain optimal portfolio growth over the long term. Recognize and understand the mission of the National Ability Center. Positively promote National Ability Center to the community. Provide guidance and research on initiatives affecting the investment needs of the organization. Observe a minimum of 1 program or 1 event per year.

6 Time Commitment Quarterly 1.5 hour meetings plus work in advance of meetings to research investment recommendations and share industry analysis and trends. Governing Committee: Finance People Committee Provide guidance and general oversight to the National Ability Center s human resources initiatives to expand and foster an individual and collective talent base. Increase overall awareness of the National Ability Center s mission, vision, and service to the community. The People Committee is made up of a variety of National Ability Center stakeholders including volunteers, board members, staff, donors, and community partners. Committee Size The optimal number of people serving on the Committee is Balance, expand and retain human resources to meet the needs of the Center s programs. Grow the board of directors to a total of 18 fully engaged, well rounded individuals. Work in partnership with National Ability Center s other core committees and the Board of Directors to achieve Committee goals. Recognize and understand the mission of the National Ability Center. Positively promote National Ability Center to the community. Provide guidance and research on initiatives affecting the human resource needs of the organization including staff, volunteers and Board members. Attend People Committee meetings. Committee Member Time Commitment Minimum one-year term. Approximately ten 1.5 hour meetings over the course of the year, plus an additional estimated time to research and provide updates on initiatives. Sub-Committees: Governance and Nominating Program Committee

7 To provide leadership to and development of National Ability Center programs. To better understand and serve interests and needs of participants, volunteers and donors. To design National Ability Center activities and services to meet those interests. The program committee is made up of a variety of National Ability Center stakeholders including participants, family members, volunteers, board members, staff, donors and community partners. Optimal size is 6 10 members. Act as an advisory committee to make recommendations to the Board pertaining to program development, direction, and delivery with counsel from the Program Director and Program staff. Identify and complete at least two pertinent projects per year. Set short and long term goals for program development and delivery. Appoint committee members to sub-committees and determine roles as needed. Recognize and understand all National Ability Center programs including individual and group activities, projects and camps. Observe at least two (2) programs per year. Support development department in seeking donations as needed. Positively promote National Ability Center and its programs to the community. Time Commitment One two hour meeting per month, plus 4 6 hours of additional project support per month. Note: Project support may generally be completed off-site. Meeting to be held monthly (December excluded). Monthly and as needed for consultation with Program Director. Time and date to be determined by Committee. Term: One year commitment required. Average Program Committee membership is just over two years. Sub-Committees: Ski and Snowboard and Equestrian Advisory Planning Committee Develop and employ a directional guide for the National Ability Center s allocation of resources and organizational priorities in an effort to continue the long term impact and success of its mission.

8 The Planning Committee will consist of approximately 5 to 8 members including (at a minimum) two board members, the Executive Director and a select variety of external National Ability Center stakeholders who may include funders, participants/family members, and leaders within the National Ability Center community or industries which the National Ability Center operates within (recreation, medical, finance, nonprofit). Develop a strategic plan and document which sets organizational priorities and guides resources acquisition and allocation over the next 5 years. Engage appropriate (and sometimes opposing) stakeholders in the planning process to build commitment to the plan and remain responsive to the environment. Create a forum for discussing the purpose of the National Ability Center and from which to evaluate the successes, failures, challenges and opportunities in meeting that purpose. Guide committee members, board and staff in the use of the Strategic Planning Document for the development of operational plans and decisions. Engage in a structured review, evaluation and publication process for the National Ability Center s Strategic Planning document on an annual basis. Have previous experience with the National Ability Center programs and have a clear understanding of the organization s mission and organizational values. Willingness to ask hard questions, face difficult choices, and make decisions that are best for the National Ability Center s current and future constituencies. Occasional attendance at stakeholder meetings as a Planning Committee representative (can include any combination of the following; board, committee, staff, community partnership and/or funder meeting). Observe a minimum of 1 program per year. Positively promote the National Ability Center in the community. Time Commitment Ad-hoc committee. Meeting schedule varies according to the needs of the committee. Estimated less than 35 hours in a calendar year.