Edition: January 2024. Updated: July 2024

This document provides information about the roles and responsibilities of the members of the Academy’s Community Board, which is the “governing body” at the college.

• BYLAWS: If you have not already read them, please review the Community Board Bylaws for important information about board service. The bylaws represent the most important governance document at the college, and all board members should be familiar with them.
• POLICIES: Click here for current Board Policies and Guidelines
• CALENDAR: Click here for 2024 Board Calendar

Eight main domains of responsibility are described in this document. These domains are:

1) Meeting Attendance and Participation
2) Fiduciary Responsibilities
3) Mission, Vision, and Strategy
4) Legal and Ethical Obligations
5) Support and Evaluation of the Executive Director
6) Program Oversight
7) Board Development and Recruitment
8) Continual Learning and Professional Development

These eight primary domains of responsibility are not an exhaustive list, but based on the Academy’s many years of experience they represent the most important categories of governance work for board members at the college. The responsibilities and roles described in these domains apply to all board members. A few additional domains of potential responsibility are also described towards the end of this document. These are sometimes matters of importance for board members in some other non-profits, but for various reasons this is less true at the Academy.

The Academy is just one among the almost 2 million non-profit organizations currently registered and active in the USA. These non-profits vary enormously in their structures of governance and decision making. But most, including the Academy, are governed by volunteer boards. Board members who perform governance work for these organizations agree to take on some widely accepted roles and responsibilities during the time they serve.

The Academy’s expectations for members of the Community Board are consistent with those for board members of most other non-profits in the USA. So, if you have ever served on another non-profit board in the past, many of the roles and responsibilities described here will likely be familiar to you. If you have never served on a non-profit board before, the information in this handbook will hopefully be useful in providing you with an overview of what to expect.

OVERVIEW: Among the most important expectations for all members of the Community Board is that they be fully engaged with the process of governance during their tenure on the board. Attendance and participation in regularly scheduled meetings, including voting on important decisions, are particularly important for the effective functioning of the board and the organization as a whole. See Articles 2.3, 2.4, and 2.5 of the Bylaws for more information about what the expectations and guidelines are regarding meetings and attendance.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Regular Attendance
  * Appropriate Preparation
  * Active Participation During Meetings
  * Respectful Engagement
  * Participation in Decision Making
  * Committee Involvement
  * Oversight & Accountability
  * Asking Questions
  * Advocacy
  * Accountability for Assigned Tasks
  * Follow-Up
  * Feedback

Board members are expected to attend all scheduled board meetings, unless illness or emergencies arise. Meetings are held via Zoom and are scheduled well in advance to allow for planning. See Articles 2.3 and 2.4 of the bylaws for more information. Consistent attendance by all members at board meetings ensures that the board can make informed decisions and conduct its business effectively.

Before meetings, board members should review the meeting agenda, and any supporting materials provided. This preparation helps members actively engage in discussions and make informed decisions.

Board members should actively participate in meetings by offering insights, asking questions, and providing input on important matters. Active participation contributes to the quality of discussions and decision-making.

Board members should engage in discussions respectfully, even when there are differing opinions. Respectful and collegial communication fosters a positive board culture and constructive dialogue.

Board members are responsible for voting on critical decisions. Board members have important fiduciary roles, and their votes and decisions should be made in the college’s best interest.

Board members are encouraged to serve on committees focused on specific areas, such as finance, board development or program oversight. Board members are also encouraged to seek election as officers of the board.

During meetings, board members are expected to periodically review financial reports, accreditation documents including documents that examine program outcomes and organizational performance. They hold the executive leadership of the college accountable for their responsibilities.

Board members are always encouraged to ask questions when they need clarification on an issue or when they believe additional information is needed to make informed decisions.

Board members may periodically advocate for the Academy’s mission and goals during meetings and discussions. They help build consensus and support for the organization’s initiatives.

If board members are assigned specific tasks or responsibilities between meetings, they should fulfill these tasks and provide updates during board meetings.

After meetings, board members may follow up on action items and decisions to ensure that they are being implemented as planned.

Board members should feel free to provide constructive feedback about the functioning of the board to the Chair of the Board or the Executive Director when necessary. They should voice any concerns or suggestions related to board operations.

OVERVIEW: The word “fiduciary” applies to situations in which one person (or sometimes an organization) places confidence and trust in another, and seeks their assistance or input regarding a matter of concern or interest. To “act as a fiduciary” thus means taking on the role of a trustworthy helper or adviser on behalf of another. Taking on a fiduciary role always means acting in the best interests of those seeking the help or advice, not in the fiduciary’s own interests.

Fiduciary relationships often relate to financial matters, but this is not always true. Like board members of most other non-profits, members of the Academy’s Community Board understand that they take on these kinds of fiduciary roles as soon as they agree to serve in a governance capacity at the college. This means that in all their dealings with the college – including specifically any decision making that they may participate in – board members agree to act in the Academy’s best interests, not in their own interests or the interests of other individuals or groups.

Fiduciary responsibilities encompass diligent financial oversight, ethical behavior, legal compliance, and a commitment to protecting and enhancing the organization’s financial health. These responsibilities are integral to maintaining the trust of stakeholders and ensuring the organization’s ability to fulfill its mission and long-term goals. They are among the most important responsibilities of a board member.

Note that, for understandable reasons, some of these fiduciary items overlap with responsibilities in the “Legal and Ethical Obligations” section.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Duty of Care
  * Avoiding Conflicts of Interest
  * Financial Stewardship
  * Approval of Budgets and Financial Reports
  * Asset Protection
  * Fiscal Responsibility
  * Legal and Regulatory Compliance
  * Review and Oversight of Fundraising and Development
  * Risk Management
  * Accountability and Transparency
  * Financial Planning and Strategic Decision-Making

In their fiduciary role, Community Board members are expected to exercise diligence and prudence in managing the organization’s financial resources and other assets. This includes actively participating in discussions, asking questions, and making informed decisions in good faith regarding the matters in question.

To be effective in their fiduciary role, members of the Community Board must avoid conflicts of interest that could compromise their financial judgment. They should disclose any potential conflicts and recuse themselves from decisions where a conflict exists. This helps maintain the college’s financial integrity.

• More information about: Conflicts of Interest

• Here is the Academy's Conflict of Interest Questionnaire

Stewardship can be defined as the careful and responsible management of something that is entrusted to one’s care – especially finances. Board members are thus responsible for being “good stewards” of the Academy’s financial health. They ensure that financial resources are used efficiently, that budgets are realistic and adhered to, and that the college is financially sustainable.

Board members review and approve the Academy’s annual budget, as well as periodic financial reports, audits, and IRS filings. This oversight ensures that the organization’s financial practices align with its goals and objectives.

Similarly, board members’ fiduciary responsibilities mean that they are accountable for safeguarding the college’s assets, which may include investments, real property, and also program curricula pertaining to accredited programs. Board members must ensure that these assets are protected and used in accordance with the Academy’s mission.

Board members work to maintain the organization’s fiscal responsibility, ensuring that it operates within its financial means, avoids deficits, and makes strategic decisions to enhance its financial stability.

Board members ensure that the Academy complies with all relevant laws and regulations, including those related to tax-exempt status, reporting, and financial accountability. They work to protect the organization’s legal standing.

Board members oversee the Academy’s fund development activities to ensure that they are conducted ethically and transparently. They should monitor how funds are raised and how they are used to support the college’s mission.

Board members assess and manage financial risks, which may include participating in investment decisions, negotiating financial contingencies and economic challenges that could affect the college’s finances and long-term sustainability.

Board members work to ensure the Academy’s financial practices are transparent. They should provide stakeholders with access to accurate and timely financial information, fostering accountability and trust.

Board members participate in financial planning, helping to align the Academy’s financial resources with its strategic goals and objectives. They make strategic decisions about investments, fundraising priorities, and resource allocation.

OVERVIEW: Members of the Academy’s Community Board also play a vital role in developing the Academy’s mission statement, its overarching vision, its values (principles), and its organizational strategies. Their contributions are essential in shaping the college’s long-term direction and ensuring alignment among the mission, vision, and principles. Board members set strategic goals, determine the allocation of resources, monitor progress on strategic projects, and advocate for the organization’s long-term success. Their collaborative efforts with staff and leadership are instrumental in achieving the Academy’s strategic objectives.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Setting and Upholding the Mission, Vision, and Principles
  * Oversight of Strategic Planning
  * Monitoring Progress
  * Advocacy and Communication
  * Evaluation and Accountability
  * Long-Term Sustainability

Board members are responsible for defining and upholding, and periodically reviewing, the college’s mission, vision, and values (principles). They ensure that all activities and decisions are consistent with these guiding principles. Board members must have a good understanding of the Academy’s mission. They should ensure that the vision, principles, and strategies of the colleges are aligned with this mission. The mission serves as the guiding principle for all strategic decisions.

As a reminder: the Academy’s current mission statement and vision are:

MISSION: To educate highly effective, compassionate and successful Five Element practitioners who
provide exceptional, personalized patient care.

VISION: To bring healing through the depth, heart and spirit of the Five Element tradition, in full
harmony with nature and other healing arts.

The Academy’s current principles (values) are:

Rooted in the Five Elements
Spirit
Inner Development
Excellence
Community and Service

Board members participate in the periodic development and approval of the Academy’s strategic plan. They help set long-term goals and ensure that the college’s activities align with its strategic direction.

Click here to view the college’s current board-approved Strategic Plan (2023-2026).

Click here to view the supplementary Strategic Plan Appendices (2023-2026).

Board members are responsible for monitoring progress toward achieving the Academy’s strategic goals, which derive from the strategic plan. They may receive regular reports on key performance indicators and make necessary adjustments to the strategies in the plan, as circumstances change.

Board members serve as advocates for the Academy’s mission, vision, and strategy. They communicate the college’s goals to external stakeholders, such as donors, partners, and the public, to garner support and build awareness.

Board members play a role in evaluating the Academy’s progress in realizing its vision and adhering to the strategic plan. They hold the Executive Director and staff accountable for achieving strategic goals and outcomes.

Board members consider the long-term sustainability of the Academy in the development of the mission, vision, principles, and strategies. They help plan for financial stability, succession planning, and growth opportunities.

OVERVIEW: Members of the Academy’s Community Board have a number of legal and ethical obligations that encompass financial responsibility, ethical conduct, confidentiality, legal compliance, transparency, and stewardship. Upholding these obligations is essential to maintaining the trust of stakeholders and ensuring the organization’s effectiveness in advancing its mission.

Note that some of these items overlap with responsibilities in the “Fiduciary Responsibilities” section.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Duty of Care
  * Duty of Loyalty - Avoidance of Conflicts of Interest
  * Legal Compliance
  * Transparency and Accountability
  * Ethical Fundraising
  * Governance Policies and Bylaws
  * Personnel Policies and Oversight
  * Ethical Advocacy and Public Relations
  * Board Self Assessment
  * Confidentiality

Members of the Academy’s Community Board are expected to make informed and diligent decisions. This means actively participating in board meetings, reviewing relevant materials, asking questions, and staying informed about the organization’s activities.

Board members must prioritize the Academy’s interests over personal interests. They should avoid conflicts of interest and any situations where their personal interests may compromise the organization’s mission.

More information about: Conflicts of Interest

Here is the Academy's Conflict of Interest Questionnaire

Board members must ensure the organization complies with all applicable laws and regulations. This includes adhering to tax-exempt status requirements, filing required reports, and following all state and federal laws governing non-profits.

Board members should promote transparency in the Academy’s operations. They must ensure accurate and timely financial reporting, disclose potential conflicts of interest, and maintain open communication with stakeholders.

Ethical fundraising is paramount. Board members are responsible for ensuring that all fundraising activities adhere to ethical standards, respect donor intent, and avoid undue pressure or misrepresentation.

Board members are responsible for establishing and enforcing the Academy’s governance policies, bylaws, and procedures that guide the college’s activities and decision-making.

The Community Board hires and periodically evaluates the Academy’s Executive Director, and oversees ethical personnel management policies that are essential to ensure fair treatment of employees and volunteers.

Board members should advocate for the college’s mission, uphold its principles, and maintain a positive public image. Ethical public relations and communication are crucial to preserving the college’s reputation.

The Academy’s Community Board should engage in periodic self-assessment to evaluate its own performance and the effectiveness of the board as a whole. Members of the board must be willing to address any shortcomings and work to improve governance practices.

Board members should always respect the confidentiality of sensitive organizational information. They must refrain from disclosing confidential matters outside of board discussions.

OVERVIEW: The Executive Director is the chief administrative officer at the college, and this individual “reports” to the Community Board. The role of members of the Community Board in supporting and evaluating the Executive Director is therefore crucial in ensuring effective leadership and management at the college. Board responsibilities include hiring, advising, setting expectations, conducting evaluations, providing feedback, and ensuring that the Executive Director’s leadership aligns with the Academy’s mission and goals. A collaborative, supportive, and constructive relationship between the board and the Executive Director is key to the college’s success.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Hiring and Onboarding
  * Setting Clear Expectations
  * Performance Evaluation
  * Providing Feedback
  * Supporting Professional Development
  * Ensuring Alignment with Mission
  * Advocating for the Executive Director
  * Accountability and Decision-Making
  * Communication and Collaboration
  * Building a Supportive Relationship

Board members participate directly and collectively in the hiring process for the Executive Director. They develop search strategies, conduct interviews, set salary levels, and make the final hiring decision. Once the Executive Director is hired, board members play a role in their onboarding, helping them become familiar with the organization’s culture, policies, and strategic objectives. The officers of the board may play a particularly important role in these activities, but the full board participates.

Board members, in collaboration with the Executive Director, establish clear job expectations and performance metrics. These expectations are typically outlined in the Executive Director’s job description and written performance evaluation criteria. The officers of the board may work together with the Executive Director to develop an annual work plan.

Board members as a group are responsible for conducting the annual performance evaluation of the Executive Director. This process typically involves assessing the Executive Director’s performance against established goals, job expectations, and key performance indicators. The board may use self-assessments by the Executive Director, input from staff and stakeholders, and their own observations to inform the evaluation.

Board members should provide constructive feedback to the Executive Director, usually via the Chair of the Board, based on the evaluation results. This feedback can help the Executive Director understand areas of strength and areas that require improvement. It’s important to ensure that feedback is constructive, actionable, and focused on performance rather than personal attributes.

Board members may assist in identifying professional development opportunities for the Executive Director. This can include funding or facilitating training, mentoring, or coaching to help the Executive Director improve their skills and leadership capabilities.

Board members, especially the officers of the board and/or members of the Executive Committee, play a critical role in ensuring that the Executive Director’s work aligns with the college’s mission and strategic goals. They should regularly communicate with the Executive Director to confirm that their actions are consistent with the Academy’s vision and values.

Board members may need to advocate on behalf of the Executive Director within the college and to external stakeholders. They should support the Executive Director’s initiatives and address any challenges or obstacles that may hinder their performance.

The members of the Community Board hold the Executive Director accountable for the college’s results and overall performance. Board members may need to make difficult decisions, such as renewing the Executive Director’s contract, addressing performance issues, or, in extreme cases, terminating the Executive Director.

Effective communication and collaboration between board members and the Executive Director are essential. Board members should maintain an open line of communication and work closely with the Executive Director to address issues and make informed decisions.

A supportive and productive relationship between the board and the Executive Director is crucial. Board members should ensure that the Executive Director has the necessary resources, autonomy, and support to provide effective administrative leadership.

OVERVIEW: The board’s role in program oversight is essential for ensuring that the Academy delivers its services effectively to students and patients, and achieves its mission. While the day-to-day management of programs typically falls to the administrative staff, led by the Executive Director, board members play a critical strategic and oversight function. A board member’s role in program oversight is centered on ensuring that the Academy’s programs are mission-focused, effective, and managed with integrity. They engage in strategic discussions where appropriate, oversee budgetary matters, assess program performance, and make decisions that enable the college to fulfill its mission and have a positive impact on the community and the students and patients it serves.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Mission Alignment
  * Program Strategy and Development
  * Evaluation and Impact Assessment
  * Program Budget Review
  * Resource Allocation
  * Quality Assurance
  * Compliance and Legal Obligations
  * Risk Management
  * Expansion or Modification of Programs
  * Collaboration and Partnerships
  * Advocacy for Programs
  * Reporting to Stakeholders

Community Board members must ensure that the college’s programs, including both educational and patient care programs, align with its mission, vision, principles and strategic goals. They should regularly assess program activities to confirm that they mesh appropriately with with the college’s overarching purpose.

Board members participate in discussions and decisions related to program strategy and development, including educational programs and clinical patient care activities. They collaborate with administrative staff to set program priorities, goals, and objectives that advance the college’s mission.

Board members oversee the evaluation of program effectiveness and impact. They receive and review reports on outcomes, outputs, and performance metrics relevant to the college’s programs, including self study information for accreditation reports, and they make data-driven decisions to improve program quality.

Board members are responsible for reviewing and approving program budgets. They ensure that resources are allocated appropriately to support program activities, and they assess the fiscal sustainability of the college’s programs.

Community Board members play a role in allocating resources to programs, ensuring that the college’s budget reflects the strategic priorities set for each program area.

Board members monitor the quality and integrity of the Academy’s program delivery. They should be informed about program operations and should address any concerns about program performance.

Board members ensure that programs comply with all relevant laws, regulations, and standards related to their specific focus areas. They work with the Executive Director to ensure legal and ethical practices on the part of program staff.

Members of the Community Board identify and manage risks associated with program operations. This may involve assessing potential challenges, such as legal or ethical risks, and developing strategies to mitigate them.

Board members are involved in decisions to expand, modify, or discontinue programs based on the changing needs of the community, the effectiveness of current programs, and the availability of resources.

Board members may help identify strategic partnerships or collaborations with other organizations, which may enhance program effectiveness and reach. They evaluate the benefits and risks of potential collaborations.

Board members may advocate for the college’s programs within the community and with external stakeholders. They communicate the value and impact of the Academy’s programs to donors, government agencies, and the public.

Board members communicate program outcomes and achievements to stakeholders, including donors, beneficiaries, and the public. They help maintain transparency and accountability.

OVERVIEW: In most non-profits, board members play a significant role in ongoing board development and recruitment, contributing to the vitality and effectiveness of the organization’s governance structure. The Academy’s Community Board specifically recruits and appoints public interest members onto the board, and it is important that these representatives are effective and contribute their perspectives. But board members from all community stakeholder groups – including alumni, students, faculty, and staff – should also work towards recruiting new board members whenever possible, not just from within their own group but from all groups. A vibrant board that is genuinely representative of the members of the entire community of stakeholders is essential for effective governance at the college. The Board Development Committee is particularly involved in this work, and it oversees Community Board elections processes when necessary. Board members’ involvement in and support of this work is essential.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Identify Board Needs
  * Participate in Board Development Committee
  * Identify and Engage Prospective Board Members
  * Evaluate Board Candidates
  * Advocate for Diversity, Equity and Inclusion
  * Provide Orientation and Onboarding
  * Mentor and Support New Members
  * Assess and Review Board Performance
  * Foster and Collaborative and Productive Board Culture
  * Advocacy for the Organization
  * Transparency and Accountability

Board members assess the Academy’s current board composition and identify any gaps in skills, expertise, or diversity that need to be addressed, particularly in public interest representation. They consider the college’s strategic goals and mission alignment when identifying these needs.

The Academy’s Board Development Committee is responsible for recruiting new public interest members to the board, and facilitating election processes that enable other stakeholder board members to be appointed. It is always helpful for members to serve on this committee, contributing their insights and experiences to the selection process. This committee is chaired by the Vice-Chair of the Board.

Board members use their personal and professional networks to identify potential board candidates from any stakeholder group(s) who can bring valuable skills, perspectives, and resources to the Academy. They can play a vital role in engaging these individuals in discussions, and encouraging them to consider board service. Board members may also contribute to succession planning by identifying potential future leaders and ensuring a smooth transition of board leadership roles.

For public interest candidates, Community Board members may participate in document review, candidate interviews, other selection processes or evaluations to assess candidate qualifications, commitment to the organization’s mission, and alignment with the board’s expectations and culture. For stakeholder candidates, Community Board members may participate in elections to choose appropriate candidates.

The Academy strongly supports Diversity, Equity and Inclusion (DEI) initiatives. Board members often advocate for a diverse and inclusive board that equitably reflects the college’s communities of interest, and the populations it serves. Board members consider diversity in terms of backgrounds, skills, experiences, and perspectives in their board recruitment decisions.

Board members contribute to the orientation and onboarding process for new members, helping them become familiar with the organization’s mission, values, bylaws, strategic plan, and governance practices, policies, and resources.

Board members may serve as mentors to new members, offering guidance, answering questions, and providing support as they acclimate to their roles and responsibilities.

Board members participate in periodic assessments of the Community Board’s performance, evaluating its own effectiveness, governance practices, and the contributions of individual members. They use this feedback to guide future recruitment efforts.

Board members help create a board culture that promotes collaboration, mutual respect, and productive decision-making. They work to ensure that the board operates as a cohesive and effective team.

Board members may advocate for the Academy within their professional and personal networks, helping to raise awareness of its mission and recruit individuals who are passionate about the cause.

Board members maintain transparency and accountability throughout the recruitment process. They ensure that the recruitment process is fair, open, and aligns with the college’s values and the policies and procedures outlined in the bylaws.

OVERVIEW: The Academy benefits greatly from board members’ participation in continual learning and professional development activities. It is important for Community Board members to stay informed about best practices in governance, fundraising, education and the non-profit sector generally. By continually improving their skills and knowledge, board members can better fulfill their governance duties and help the organization achieve its mission.

SUMMARY OF RESPONSIBILITIES IN THIS DOMAIN
  * Stay Informed
  * Keep Learning
  * Participate in Training and Orientation
  * Seek Knowledge
  * Understand Legal and Ethical Standards
  * Promote Best Practices
  * Advocate for Learning
  * Build Networks
  * Offer Mentorship and Guidence
  * Engage in Self Assessment
  * Stay Current
  * Share Expertise
  * Commit to Lifelong Learning

Board members should stay informed about the acupuncture and herbal medicine world generally, the non-profit sector, emerging trends, and relevant issues. This may involve reading or sharing publications or articles about the profession, attending conferences, and participating in training sessions.

Community Board members are responsible for educating themselves on the organization’s mission, vision, programs, strategies, and financial status. This includes reviewing materials provided by the organization and asking questions for clarification.

Board members should participate in board orientation and training sessions to understand their roles and responsibilities, as well as the Academy’s governance structure, bylaws, and strategic plan.

Members of the Community Board should actively seek knowledge and expertise in areas relevant to the college’s mission and operations. This could involve taking courses, attending workshops, or seeking mentorship.

It is important for board members to stay up to date on legal and ethical standards that affect accredited educational organizations and non-profit organizations in general. Board members should be aware of changes in regulations and compliance requirements.

Board members should be willing to promote the adoption of best practices within the Academy’s governance and management. This may involve suggesting improvements based on knowledge gained through professional development.

A useful approach for board members is to encourage fellow board members to prioritize continual learning and professional development. Board members can also share insights and information gained from training or conferences with the board.

It is often helpful for board members to build relationships with peers in the education, healthcare, and non-profit sectors generally. Networking can provide valuable insights, resources, and potential partnerships.

Board members can often provide mentorship and guidance to newer board members or individuals interested in board service. It is always useful to share knowledge and experience that can help develop future board leaders.

An essential activity for board members is to participate in board self-assessment and evaluation processes. The board as a whole, as well as individual members, should be willing to reflect on its own performance and seek opportunities for improvement based on feedback.

Board members should try to keep current with developments in technology, fundraising methods, and communication strategies that may benefit the college. The adoption of relevant innovations by board members can often set an example and have a positive impact on organizational success.

If a board member possesses expertise in a particular area, such as finance, legal matters, or marketing, they should actively share this knowledge to benefit the college.

It is always ideal for board members to demonstrate a commitment to lifelong learning and professional growth, setting an example for other board members and Academy staff.

OVERVIEW: Board members in many non-profits have important responsibilities in donor and stakeholder relations and fundraising. Building and maintaining strong relationships with donors and stakeholders is often vital for the overall success of the organization. Like most of its peer colleges, the Academy receives most of its income from tuition and patient care services, and as a result it is less reliant on donations than many mainstream non-profits. But financial contributions are still important and board member work in this area is always very valuable. Board members may also help by making financial contributions themselves, assisting with identifying and cultivating potential donors, relationship building, and seeking grant opportunities.

OVERVIEW: Advocacy and public relations can also be useful roles for board members. By engaging with this kind of work they can play a part in shaping the organization’s public image, advocating for the organization’s mission and interests, engaging with key stakeholders, and promoting the college’s work and impact.

OVERVIEW: Board members can often play an important role at the Academy by joining ad-hoc committees or working groups, and working on special assignments. These roles allow them to focus on specific areas of interest, or specialized tasks, contributing their expertise and oversight in a more detailed and productive manner.

© Academy for Five Element Acupuncture, 2024