Board of Directors
Board of Directors Mission
To find professional people with passion for the mission, and time and energy to be active in supporting the Responsible Pet Care organization.
Mission of Responsible Pet Care of Oxford Hills, Inc.
To improve quality of life and promote the responsible way to treat all pets.
Current Board Members:
Shirley H. Boyce - Norway - President
Cynthia Wescott - Norway - Vice President
Barbara Jamieson - Augusta - Secretary
Aimee Heath - Albany - Director, Interim Treasurer
Board Member Philosophy
The “RPC” articles of incorporation state that there may be as many as 20 board members. The current thought is that “RPC” is a small organization and that 20 is excessive, 10 or less is more realistic, but no less than 5.
The direction of introducing new board members has been to find people with passion for the mission, with time and energy to be active on the Board. The “active” part is important. This is a commitment of time to attend meetings, and there may be times that fundraising support is necessary. Currently,
Responsible Pet Care is a financially fragile non-profit organization and the services it provides are critical to the animals and communities it serves. Financially responsible decision making is a must to move the organization forward. Though, not mandatory, many times those interested in serving on the
“RPC” board have been involved in the organization for a period of time prior to being invited or applying for a board position. Interested candidates may or may not attend a board meeting as a guest prior to acceptance onto the board.
Board members may not be directly related to employees of Responsible Pet Care. An employee may not serve as a board member and only one member of a family or family unit may serve as a board member; no other relatives or significant associates may serve.
Board of Directors – Roles and Responsibilities
The “RPC” Board provides foresight, oversight and insight. It is responsible for making sure the organization meets regulatory responsibilities and files appropriate paperwork with government agencies. It is also responsible for ensuring that goals are met and promises to the public, donors and beneficiaries are kept. There must an understanding of fiscal, legal and ethical responsibility.
Board members are responsible for hiring and overseeing the Executive Director. That is the one employee the board oversees. The Executive Director is responsible for managing staff and volunteers and running day to day operations. Ideally, the Board and Executive director work together as partners to lead the nonprofit, especially on the strategic plan, fundraising and overall evaluation of the organization.
The Board is responsible to provide financial oversight for the organization. The Board will be responsible for monitoring how closely financial activity matches the actual budget, look into how much programs and services cost and whether that cost is appropriate. They should put internal controls in place and help write policies to prevent loss, theft, or confusion, using current best practices. The Board should inspect the balance sheet and income statement regularly, and they are responsible for making sure you meet your legal and tax obligations. A Board that is serious about this role can be very helpful when you approach potential donors because it can alleviate concerns about where their money is being spent.
Board members should want the organization to succeed! And they should be willing to help raise money to ensure the organization has the resources it needs to succeed. All board members should be involved in fundraising in some capacity during the year. Each Board member should make a personal financial contribution yearly. Having 100% Board giving is important for getting grants and also lets donors know that the entire Board is fully behind the nonprofit.
The Board is responsible for making sure that the nonprofit operates with the laws that govern it at the local, state and national level. That can mean things like submitting annual corporate paperwork to the state, submitting revenue/tax information to appropriate agencies, such as the IRS and State of Maine, and renewing solicitation permits. Every Board member should be familiar with your organizations bylaws and adhere to them. Bylaws are the internal rules of operation and must be kept up to date and followed to insure integrity of the organization. The Board makes sure that there is a system in place for keeping accurate records in case they are requested by government agencies or donors. All Board members adhere to the “Code of Ethics”.
Board members are responsible for both the short-term and long-term strategic planning. In conjunction with key staff and volunteers, the Board needs to make realistic plans that take into account the organization’s vision, community needs and external context in which “RPC” operates. The Board is involved in planning for accountability and evaluation of the strategic plan once it is implemented; reviewing cost of operating programs, appropriate levels of cost and whether programs or services should be initiated or discontinued.
The Board is responsible for recruiting new board members, although it is best done in partnership with the Executive Director. Identify skills, expertise and connections needed in new Board members to take your organization to the next level. Once new Board members are recruited, it is the Board’s job to help orient them to help them understand their roles.
Board members should always be prepared to speak well of the organization and advocate for its services. They are a bridge between “RPC” and the public, community, media and government entities. Because Board members donate their time, people in the community tend to respect the fact that they are part of something they really believe in. Board members should remember that they may be the only ambassador of “RPC” that some people meet. Additionally, Board members should work to create the public brand of the organization as well. Together, along with the Executive Director, they decide who the public spokesperson is, what they should say and how they should interface with the media. The Board is responsible for providing an annual performance evaluation for the Executive Director. The Board should be clear about when and how the evaluation should take place and preferably done at the same time each year.
Board Member Code of Ethics
Nonprofits must observe the highest standards in order to retain the trust of the donating public and the confidence of those they seek to help. The board provides the public face of the organization and its behavior – and so, it must be exemplary. The issue of ethical conduct in nonprofit and public institutions is of concern to organizations and individuals worldwide. The following values represent the “RPC” Board Code of Ethics:
Selflessness. Board members should make decisions in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their families or their friends.
Integrity. Board members should not place themselves under any financial or other obligation to outside individuals or organizations that might influence them in the performance of their official duties.
Objectivity. In carrying out business, including making appointments, awarding contracts, or recommending individuals for rewards amd benefits, board members should make choices based only on merit.
Accountability. Board members are accountable to the public for their decisions and actions and must submit themselves to whatever scrutiny is appropriate to their office.
Openness. Board members should be as open as possible about all the decisions and actions they make. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands it.
Honesty. Board members have a duty to declare any private interest relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.
Leadership. Board member should promise and support these principles by leadership and example.