Volunteer Opportunities

Volunteer Opportunities

If you are interested in any of the opportunities below contact Jean Bertschmann at jbertschmann@SBAGreaterNE.org or 888-479-1900.

Internal Affairs Committee

All internal and operational issues-including those related to finance, human resources, and facilities-are handled by this committee which is staffed by the CFO and the Director of HR (or the ED where these positions do not exist)

Although the entire board carries fiduciary responsibility for the organization, the Internal Affairs Committee serves a leadership role in this area.

  • Design and implement annual budgeting process
  • Review accounting procedures and make recommendations for any needed changes.
  • Regular review of Budget, Profit and Loss YTD.  Make recommendations contingent on YTD income/expenses
  • Develop Budget 5-10 year strategy for growth and stability
  • Create, Review and update financial policies Ensure provisions of the policy are followed. Review the policies at least annually and update if necessary
    • Design and implement investment policy detailing the objectives of the investment portfolio, guidelines on the asset allocation of the portfolio based on a predetermined level of risk tolerance, authorizations for executing transactions, disposition of earned income, etc. Even if an organization does not have enough cash to support a full blown investment portfolio, it should manage its cash to optimize earned revenue. If an organization has excess operating cash, the Internal Affairs committee, with the staff administrative leader’s input, may consider drafting guidelines for putting the excess cash in low–risk, short-term vehicles. These should be designed to maximize earned revenue from existing cash without interfering with operating cash flow needs, i.e., purchasing short-term CDs with staggered maturity dates.  Hire and evaluate the investment managers/advisors.
    • Create and Maintain an SBAGNE spending policy
  • Review SBAGNE’s Annual Audit/Financial Review and the suitability/ effectiveness of its external auditor.
  • Meet with the external auditor to review and evaluate the audit and the audited financial reports.  (As needed)
  • Present the audit report to the full board of directors (if the auditor does not do this).
  • Serve as the resource for the organization’s Whistleblower Policy.
  • Review Personnel Policies annually.  Update as necessary
  • Develop Succession Plans (date definitive and emergency) Review annually and update as necessary.
  • Initiate annual CEO Evaluation
  • Develop Executive compensation package
  • Review Long-term contracts or leases, Loans or lines of credit, Internet use and computer security, Capital purchases, *Disposition of donated stock, insurance requirements and reviews,
  • Review annually Record Retention Policy
  • Develop Gift acceptance policy
  • Benefits: health insurance, long-term disability insurance, 401(k), and so forth — is reviewed annually as part of the budget process, with costs projected for the coming year.
  • Grievances on the part of employees must first go through the written procedures outlined in the employee policies manual. If an individual has exhausted the grievance process and that process has been documented, individual employees may be permitted (if it is so written in the policies) to raise a grievance to either the board chair or the board’s Internal Affairs committee, which then acts as the final arbiter.

External Affairs and Development Committee

All external issues-including fundraising, public relations, and marketing — are the responsibility of this committee, which is staffed by the Development Director (or by the ED).

The External Affairs and Development Committee’s job is not simply to raise money. Instead, it is responsible for overseeing the organization’s overall fundraising and, in particular, the fundraising done by the board.

  • Identify and communicate with potential donors to support the work of the organization.
  • Review database for individuals with capacity and affinity for potential major donors.
  • Raise profile of SBAGNE in the community, act as the voice of the organization.
  • Review and make recommendations related to fundraising events
  • Work with staff to establish a fundraising plan that incorporates a series of appropriate vehicles, such as special events, direct mail, etc.
  • Take the lead in certain types of outreach efforts, such as chairing a dinner/dance committee or hosting fundraising parties, etc.
  • Responsible for involvement of all board members in fundraising, such as having board members make telephone calls to ask for support
  • Provides peer-to-peer accountability to ensure that board members are fulfilling their fundraising obligation.  The committee partners with the staff to develop tools, trainings and ideas to give board members what they need to be effective fundraisers.
  • Monitor fundraising efforts to be sure that ethical practices are in place, that donors are acknowledged appropriately, and that fundraising efforts are cost-effective
  • Manage the not-for-profit’s marketing message as well as the marketing messages for the various causes it promotes.
  • Develops and implements a marketing plan that identifies the needs of its target audience and how to meet those needs with the services and programs of the nonprofit.

Governance Committee

This committee is responsible for the health and functioning of the board. It recruits new members, conducts orientation, produces board materials, and evaluates the performance of the board itself. This committee, staffed by the ED, is arguably the most important of the four. It is responsible for ensuring the effectiveness of the current board and for recruiting tomorrow’s leaders.

  • By-laws reviewed and rewritten in accordance with SBA recommendations and Best Practices for non-profits
  • Review Governance section of IRS form 990 and identify areas of exposure and communicate them to the Board with recommendations for resolution,
  • Identify and nominate new Board members,
  • Review SBAGNE’s policies and procedures.  Identify potential exposures in policies and procedures and communicate them to the SBAGNE Board of Directors, along with recommendations for resolution.  Ensure policies/procedures are properly documented (in writing) and in accordance with SBAGNE by-laws, SBA Affiliation requirements, best business practices, etc.
  • Ensure Board/Constituents/Donors are well informed in SBAGNE operations so that they can make informed decisions or make suggestions to the Organization for improvement/change.
  • Ensure Board of Directors maintain and evaluate progress against Strategic Plan and Program/organization effectiveness in accordance with SBA affiliation requirements.
  • Ensure SBAGNE is up to date with public filings.

Walk N Roll

  • Friends & Family Teams – Work to identify new Friends & Family Teams
  • Corporate Involvement – Work to identify corporate sponsors and Walk Teams
  • PR & Media – Assist in media and publicity efforts
  • Donations – Assist in identifying and securing in-kind donations, such as refreshments
  • Fun & Festivities – Work on securing donated entertainment for the Walk
  • Logistics – Assist in day-of-event planning, set up, clean up