A Project Is Expected To Provide Cash Flows Of Nonprofit Executive Directors – You Are at Risk Without a Job Description

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Nonprofit Executive Directors – You Are at Risk Without a Job Description

Many nonprofits let executive directors decide what their priorities are and how they spend their time. This is a risky situation and one that can easily be improved with an executive director job description and annual goals for the ED.

If you are an executive director, start writing your own job description. Review it with your personnel committee or board chair. Make sure the entire board sees and agrees with your job description. Be persistent if you feel the board disagrees about the scope of your responsibilities and what the board expects from you.

Once you have a job description, make sure you have 3-5 annual goals that outline your expected accomplishments for the year. These goals may be the changes you anticipate, the new programs you will launch, the improvements you will oversee, the people you will hire, or the funds you will raise. Each objective should be specific, measurable and time-bound. The more specific you can be in annual goals, the better. Again, make sure the board chair, the personnel committee, and the entire board agree with your goals.

This list describes five basic areas of responsibility for any executive director. Use this list as a starting point for writing your own job description and your discussion with our board today.

The Executive Director is responsible for five critical areas:

1. Program Management – Manage all programs and projects. Create a 3-5 year strategic vision that allows all staff, volunteers and board members to understand the short-term future of the organization, its programs and key success factors.

2. Fundraising – Develop and execute an annual fundraising plan that includes donor database management, donor communications, major gift solicitations, corporate sponsorships, grant applications and reporting, and donor stewardship (the thank you process). This fundraising plan will target fundraising of 130% of the annual expenditure budget and may include management of staff, volunteer and board member resources.

3. Personnel Management – ​​Management of personnel such as four full-time office staff and six part-time field staff. This includes providing them with job descriptions, defining annual goals with them, supporting their efforts and program implementation, developing their skills, transferring knowledge to these employees, conducting annual appraisals, and developing personal development programs to ensure they are achieving their own goals. includes helping to Personal leadership goals.

4. Budgeting – Work closely with the Board’s Finance Committee to develop annual program-specific and organizational budgets. (The annual budget for the following year shall be approved by the Board in the fourth quarter of each year.) Manage all cash flow, accounting and record-keeping and ensure that financial processes and procedures are organized and maintained. Appoint an external accountant to provide an annual audit of the organization’s financial operations.

5. Communication – with various key stakeholders:

a Local partners – to plan, implement and evaluate local programmes.

b Funding Sources – To maintain relationships with current and potential funding sources as projects and programs determine.

c Donors – All existing and potential donors, grantees and sponsors.

d Board – reports monthly to the Board and ensures positive board/staff relations are maintained.

e Work continuously with the Board Chair to achieve goals and manage projects and programs in a legal and ethical manner.

Note: The Executive Director reports to the President of the Board and is responsible for managing all staff and volunteer staff for all programs and projects in support of the mission. Annual goals for this position will be established and reviewed personally by the Board Chair during the last month of each year.

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