- The Finance/Audit committee coordinates the Board’s financial oversight responsibilities by recommending policy to the Board, interpreting it for the staff, and monitoring its implementation. The committee also provides Board oversight of the organization’s financial audit.
- The committee monitors the organization’s financial records; reviews and oversees the creating of accurate, timely, and meaningful financial statements to be presented to the Board; reviews the annual budget and recommends it to the full Board for approval; monitors budget implementation and financial procedures; monitors budget assets; monitors compliance with federal, state, and other reporting requirements; and helps the full Board understand the organization’s finances. The committee also recommends the auditor for full Board approval and reviews the audit.
- The FPP Board treasurer should chair this committee. Committee members should have a strong background in accounting, finance, or business.
- The Fundraising committee leads the Board’s participation in resource development and fundraising.
- The committee works with the staff to develop the corporation’s fundraising plan.
- The committee develops policies, plans, procedures, and schedules for Board involvement in fundraising.
- It helps educate Directors about the organization’s program plans and the resources needed to realize those plans.
- It familiarizes Directors with fundraising skills and techniques so that they are comfortable raising money.
- The committee is the Board’s central source of information about the fundraising climate in general, and about the status of the organization’s fundraising activities in particular.
- The committee sets minimum guidelines for Director’s contributions and then solicits those contributions.
- It also plays a strong role in identifying, cultivating, and approaching major donors.
- Prior fundraising skills and experience or a desire to develop such are important qualifications.
Public Policy/Advocacy Committee
- Developing position statements on philosophical issues.
- Formulating policies concerning the ownership, use, and release of data by the organization.
- Monitoring the day-to- day performance of Board and staff in regard to the position statements of the organization.
- Identifying the needs and goals of the Board
- Honestly assessing the achievements of present and prospective Board members
- Communicating the association’s goals and regularly reiterating them
- Openly discussing the options and expectations of each member
- Leads the Board in regularly reviewing and updating the Board’s statement of its roles and areas of responsibility, and what is expected of individual Board members.
- Assists the Board in periodically updating and clarifying the primary areas of focus for the Board, shapes the Board’s agenda for the next year or two – based on the strategic plan.
- Leads in assessing current and anticipated needs related to Board composition, determining the knowledge, attributes, skills, abilities, influence, and access to resources the Board will need to consider in order to accomplish future work of the Board.
- Develops a profile of the Board as it should evolve over time.
- Identifies potential Board member candidates and explores their interest and availability for Board service.
- Nominates individuals to be elected as members of the Board.
- In cooperation with the Board chair, contacts each Board member to assess his or her continuing interest in Board membership and term of service and works with each Board member to identify the appropriate role he or she might assume on behalf of the organization.
- Designs and oversees a process of Board orientation, including gathering information prior to election as Board member and information needed during the early stage of Board service.
- Designs and implements an ongoing program of Board information and education.
- Initiates periodic assessment of the Board’s performance. Proposes, as appropriate, changes in Board structure and operations.
- Provides ongoing counsel to the Board chair and other Board leaders on steps they might take to enhance Board effectiveness.
- Regularly reviews the Board’s practices regarding member participation, conflict of interest, etc., and suggests improvements as needed.
- Periodically reviews and updates the Board’s policy guidelines and practices.
- Takes the lead in succession planning, taking steps to recruit and prepare future Board members.
- Nominates Board members for election as Board officers.
- Selecting the theme
- Securing speakers/facilitators
- Recruiting groups to do workshops that fit the participants’ wishes/needs
- Securing sponsorships and giveaways
- Creating the conference program and other signage
- Working with the conference planners to get the registration site up and running, selecting menus, working on audio\visuals
- Ensuring that the conference is a profit center
Impact/Strategic Development Committee
- This committee convenes for the specific purpose of learning the impact the FPP has made in Florida, and then uses the outputs and lessons learned from this information to keeps the strategic development plan up-to- date.
- This committee will develop instruments to determine the impact and then use said instruments.
- It will also work with staff to create the strategic plan for presentation to the Board of Directors.
Serving on FPP committees is an opportunity open to any and all FPP members. Please contact FPP@FloridaProsperityPartnership.org if interested in learning more about how to become more deeply engaged with FPP. You can be a vital part of making a difference for all in Florida!