DCSC believes that diversity, equity, and inclusion is a crucial component of its strategy and success as an organization. All DCSC board members are expected to actively support and implement practices within and across the organization to create a diverse, inclusive, and equitable Coalition. The DCSC Board of Directors is a governing board with legal and fiduciary responsibility to the organization. All DCSC directors are required to fulfill this legal and fiduciary obligation.
The roles and responsibilities outlined below are intended to guide each director, and to provide an understanding of what is expected from the board above and beyond the legal requirements.
Board Directors, therefore, should be familiar with the following:
DCSC’s mission statement, program areas and strategic plan
The basic staffing and structure of DCSC
Bylaws of DCSC
DCSC Board Responsibilities
DCSC Annual Board Commitment
General Oversight: Although the Board of Directors is not expected to make operating decisions, it must perform certain critical oversight functions, in addition to those listed above:
Hiring, supporting and annually evaluating the Executive Director
Recruiting and acclimating members of the Board of Directors
Creating and implementing board procedures
Reviewing the performance of the Board of Directors and individual board members annually
Ensuring compliance with and periodically updating the DCSC bylaws
Providing strategic direction, which includes regular reviews of the DCSC mission, vision and values, and active maintenance and delivery on strategic plans
Providing oversight regarding legal contracts and concerns
Advocating for and promoting DCSC
Fiscal Oversight: The Board of Directors must provide broad fiscal oversight, including the adoption of an annual budget, quarterly review of revenue and expenses, and review of tax forms and audits. Board members are expected to serve in a fiduciary capacity, utilizing their judgment and discretion for the benefit of DCSC.
Fundraising and development: As a non-profit agency, fundraising and development are vital to the success of DCSC. One of the most important functions of the board is to assist and oversee DCSC’s fundraising efforts. Consistent with this, all board members are expected to do the following:
Identifying and evaluating prospects, cultivating and soliciting gifts, actively supporting development programs, and offering personal acknowledgments to donors and volunteers, raising at least $5000 annually.
Providing leadership, contributing ideas and actively advocating for the fundraising and development efforts of the DCSC.
Making a personally significant financial gift annually. A board member’s financial gift should be made prior to June Board meeting.
Soliciting the financial support of others in addition to his or her personal contribution.
Involvement in Board Meetings, Committee Meetings, Organizational Support and Events: Board members are expected to actively participate in board meetings and serve on at least one board committee. If a Director is absent from 25% of board meetings or more meetings without advance notice to and approval of the Secretary, or 25% of committee meetings without advance notice to the Committee Chair, he or she may be asked to resign. Board members provide 16 hours per year outside of board meetings and committee meetings. Board Members are strongly encouraged to attend DCSC’s public events. Board members should attend at least one national convening during the two year term. Secretaries will mark attendance “Present,” “Absent” or “Excused.”
Officers: Officers of the Board of Directors are expected to fulfill the responsibilities of a board member, in addition to the specific responsibilities of the officer position held
Length of terms: By agreeing to serve DCSC, a member of the Board of Directors agrees to participate in a two year term. A board member may serve 3 consecutive 2-year terms for a total of 6 years. After serving 3 consecutive terms, a board member will rotate off the board for one (1) year unless determined otherwise by the governance committee. During this time, they may choose to still participate in board committees but will not be part of the formal Board of Directors. After a one-year hiatus, the member may reapply to the board of directors.