1.CIAA MEMBER

2. Legal Reasons State laws are explicit to indicate that nonprofit corporations need a board to assume the fiduciary role for the organizations well-being. It designate overall responsibility and liability to the board. Ethical Reasons One of the key ethical reasons to build a board is to create structure that functions to assure the public and all individual members within the organization is in good hands. Its role in this capacity is to go beyond the legal requirements and ensure that the organization not only does things right, but does the right thing. Practical Reasons The boards role is limited to control and supervision. A board is made up of individuals who most likely, at one time for another, served the board on committees. The board represents each member within the organization. The board is the body that provides continuity to the organization. Individuals come and go but the board as an entity remains. When good practices are implemented, the changing of the guards does not adversely affect the good work that has been accomplished. 3. Serving as a board member is one of the most challenging and rewarding of volunteer assignments. While appointment or election to a board is an honor, board members have important legal and fiduciary responsibilities that require a commitment of time, skill, and resources. 4. Is the level of competence that is expected of a board member and is commonly expressed duty of care that an ordinarily prudent person would exercise in a like position and under similar circumstances This means the board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization. 5. Is a standard of faithfulness; a board member must give undivided allegiance when making decisions affecting the organization. This means that a board member can use information obtained as a member for personal gain, but must act in the best interests of the organization. 6. Requires a board member to be faithful to the organizations mission. They are not permitted to act in a way that is inconsistent with the central goals of the organization. A basis for this rule lies in the publics trust that the organization will manage donated funds to fulfill the organizations mission. 7. Purpose: To advise, govern, oversee policy and direction, assist with the leadership and general promotion of Central Iowa Apartment Alliance so as to support the organizations mission and needs. Major Responsibilities: Organizational leadership and advisement Organization of the Board of Directors, officers, and Committees Formulation and oversight of policies and procedures Financial Management, including adoption and oversight of the annual budget Oversight of program planning and evaluation Personnel evaluation and staff development Review of organizational and programmatic reports Promotion of the organization 8. Meetings and time commitment: Monthly meetings typically averaging 2 to 3 hours Standing Committee Chairs of the board meet monthly averages 10 hrs Weekly Special Committee Chairs will report monthly to the board averages 80 hrs Annually Board members are asked to attend all board meetings and special events Expectations of Board Members: Attend and participate in meetings on a regular basis and special events Participate on Standing Committee and/or Special Committees Be Alert to Community Concerns that can be address by CIAA mission, objectives, and programs Help communicate and promote CIAA mission and programs to the community Become familiar with CIAA finances, budget, and financial resource needs 9. RED Executive Officers RED & Blue Board of 10. Ensures the effective action of the board in governing and supporting the organization, and oversees board affairs. Acts as the representative of the board as a whole, rather than as an individual supervisor to staff. Speaks to the media and community on behalf of the organization (Also AE) represents the organization in the community. Develops agendas for meetings in concert with the Executive Director. Presides at board meetings. 11. Recommends to the board which committees are to be established. Seeks volunteers for committees and coordinates individual board member assignments. Makes sure each committee has a chairperson, and stays in touch with chairpersons to be sure that their work is carried out. Determines whether executive committee meetings are necessary and convenes the committee accordingly. Establishes search and selection committee for hiring Staff. Convenes board discussion on evaluating the AE and negotiating compensation packages and conveys information to the AE. Ensures board matters are handled properly, including preparation of pre-meeting materials, committee functioning, and recruitment and orientation new board members. 12. Act as the president/chair in his or her absence; assists the president/chair on specified duties Frequently assigned to a special area of responsibility, such as membership, media, annual meetings, or personnel. Serves on a Standing or Special Committee 13. Attend all board meetings Serve on the Executive Committee Maintain all board records and ensure their accuracy and safety Review board minutes Assume responsibilities of the president in the absence of the board president, and vice president Provide notice of meetings of the board and/or of a committee when such notice is required 14. Manages the boards review of and action related to the boards financial responsibilities. May work directly with the CPAs and staff in developing and implementing financial procedures and systems. Ensures that appropriate financial reports are made available to the board. Regularly reports to board on key financial events, trends, concerns, and assessment of fiscal health. Recommends to the board whether the organization should have an audit. If so, selects and meets annually with the auditor in conjunction with the Auditor. Ensures that all Accounting reporting is sound management and maximization of cash and investments. 15. Ensures that the board of directors, executive committee , and officers are fully informed of association conditions and of all important factors influencing them Attends all meetings of the board of directors and executive committee Plans, formulates and recommends for the approval 16. Ensures that the board of directors, executive committee , and officers are fully informed of association conditions and of all important factors influencing them Attends all meetings of the board of directors and executive committee Plans, formulates and recommends for the approval 17. Ensures that the board of directors, executive committee , and officers are fully informed of association conditions and of all important factors influencing them Attends all meetings of the board of directors and executive committee Plans, formulates and recommends for the approval 18. Are committees adopted by the Board Of Directors while listed in the bylaws have an ongoing resolution throughout the year.Are committees appointed by the President to perform a certain duty. Can be come a standing committee upon majority vote by the Board.Task Force or Subcommittees are appointed by the President to perform a certain task or project specific to a Special or Standing committee. Results can be added duties to a committee or stand alone as a Special or Standing committee. 19. April St. Aubin, Conlin PropertiesVACANT 20. Tiffany Stewart, Seldin CompanyVacan t Vacan tTammy Smith Waste ConnectionsVacan tAaron Libbie For RentVacan t 21. What Are Robert's Rules of Order? By C. Alan Jennings, PRP from Robert's Rules For Dummies Robert's Rules is practically synonymous with parliamentary procedure, and for good reason. Robert's Rules of Order sets out the parliamentary rules organizations can adopt as a guide for establishing the conduct of the organization and the management of its meetings. In a nutshell, Robert's Rules make meetings meaningful. Robert's Rules provide guidance for most organizational functions, including Establishing an organization and the rules that govern it Presiding over and participating in organizational meetings, including making motions and debating those motions Calling for and conducting elections within the organization 22. To do this:Say this:Interrupt speaker ?Second required ?Is motion debatable?Adjourn meeting before business is completed?Is motion amendable ?What vote is required?I move that we adjournNOYESNONOMajorityRecess the meetingI move that we recess untilNOYESNOYESMajoritySuspend further consideration of an issueI move we table itNOYESNONOMajorityEnd debateI move the previous questionNOYESYESYESTwo-ThirdsStudy an issue furtherI move we refer this matter to a committeeNOYESYESYESMajorityIntroduce business (primary motion)I move thatNOYESYESYESMajority 23. To do this:Say this:Interrupt speaker ?Second required ?Is motion debatable?Amend a motionIs motion amendable ?What vote is required?I move that this motion be amended byNOYESYESYESMajorityObject to procedure or a personal affrontPoint of OrderYESNONONONo vote, Chair decidesTake up a previously tabled matterI move we take from the tableNOYESNONOMajorityConsider an issue out of its scheduled orderI move we suspend the rules and considerNOYESNONOTwo-Thirds 24. Prospective Members Should Ask Questions 25. What is the organizations Mission? How do its current programs relate to the mission? Can I visit the organization to observe a a program first hand? Is there a strategic plan reviewed and evaluated on regular basis? 26. Is the financial condition of the organization sound? Does the board discuss and approve the annual budget? How often does the board members receive financial reports? 27. Whom does the organization serve? Are the constituents satisfied with the organization? What more would the members like to see from the organization? 28. How is the board structured? Are there descriptions of the responsibilities of the board as a whole and individual members? Are there descriptions of committee functions and responsibilities? Who are the other board members? Is there a system of checks and balances to prevent conflicts of interests between board members and the organization? Does the Board have D&0 Coverage? 29. What are the ways that you think I can contribute as a board member? How much of my time will be required for meetings and special events? How are committee assignments made? What orientation will I receive to the organization and to the responsibilities of board service? 30. Does the organization provide opportunities for board development and education? What is the boards role in fundraising? Will I be expected to make a specific annual financial contribution? What role will I play in soliciting donors? 31. Is the board satisfied with the performance of the Executive Staff? How do board members and senior staff typically work with each other? 32. Satisfied with the information you have received. Its time to evaluate your own interest in serving on the 33. Am I committed to the mission of the organization? Can I contribute the time necessary to be an effective board member Can I contribute financial support consistent with the organizations expectations of board members and with my own means and priorities? Can I place the organizations purposes and interests above my own professional and personal interests when making decisions as 34. Why arent you serving today? 35. We are happy to serve you!