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Board of Directors (BOD) Members

​Thank you for stepping up to make a difference for all children by serving on your PTA's Board. The Board of Directors (BOD) is made up of the Executive Committee (elected officers), Standing Committee chairs (lead person), and other positions such as the principal, parliamentarian, and historian. The PTA should evaluate its committees and make updates yearly. Committees may be added or removed by passing a motion at a Board Meeting with an affirmative majority vote. See a list of sample committees here. 

Board Members perform the tasks assigned to their committee with the approval of the Executive Committee and they help find volunteers to join the committee. To be successful, they should meet with their predecessor to get records and relevant information; keep an organized binder or digital files to record their work; receive training from LAPTA; and attend all PTA meetings to ensure a quorum is met and for the success of the PTA. (Quorum is the minimum number of people needed to conduct business.) ​New Board Members should do the following each year.

Committee Types and Their Work

Committees serve as the operational engine of the PTA, orchestrating and advancing its initiatives. Each committee is led by an appointed or elected "chair." These committees have well-defined roles and operate under the supervision and guidance of the Executive Committee. The PTA's objectives and priorities dictate the quantity and character of the required committees. Committees possess authority only as explicitly granted to them. They are not independent entities but integral components of the PTA, functioning within the parameters established by the PTA's Bylaws, policies, and procedures. All undertakings and endeavors must receive prior approval from the Executive Committee (elected officers).

Committee chairs appoint their committee members with the approval of the Board of Directors. The size of the committee should be small enough to allow for efficiency and flexibility and large enough to complete the task. A terrific way to recruit new volunteers is through committee work. It provides an opportunity for individuals to do the work best fit for them. Members develop a sense of worth and personal satisfaction as they contribute to the total work of the PTA.

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There are two types of committees.

  1. Standing Committees are established by the President who appoints the chair, subject to Board approval, which conduct specific PTA work over the course of a full year, such as Membership, Programs, Advocacy, Fundraising, and Arts Education/Reflections. The term for Standing Committee Chairs is designated in the Bylaws. The PTA should evaluate its committees and make updates yearly. Add or remove committees by passing a motion at a Board Meeting with an affirmative majority vote. See a list of sample committees.

  2. Special Committees are created and appointed as specified in the Bylaws usually for a short-term need. The term for Special Committee ends when its purpose concludes. The President or committee appoints its chair. Additional Special Committees not listed in the Bylaws may be created as needed. The following Special Committees are further detailed in the Bylaws.​​​​

    • The Nominating Committee of three or five members shall be appointed by a majority vote at a General Membership Meeting with 20-day notice and at least one month before elections. The committee or the President shall appoint its chair. The committee nominates eligible individuals to serve for each available office and completes the Nominating Committee Report. Further nominations may be made “from the floor” by submitting written notice of their intent to run to the President. Nominations from the floor close 15 days before elections. The final and complete list of nominees is published four days before elections. The committee presents its slate of nominees at a General Membership Meeting scheduled in the month(s) designated in Article VI, Section 2.

    • The Budget Committee of three is appointed by an affirmative two-thirds vote of the BOD and chaired by the Treasurer. It develops the annual budget, solicits revisions from the BOD, and presents the proposed budget at the first General Membership Meeting. The budget is adopted with an affirmative majority vote. Amendments to the approved budget require an affirmative two-thirds vote.

    • The Audit Committee of three members is appointed by an affirmative majority vote of the General Membership or two-thirds vote of the BOD to examine the books at the end of the fiscal year or after the resignation of a check signatory. The report is presented to the General Membership.

    • The Bylaws Committee of three members is appointed by a majority vote of the General Membership or by a two-thirds vote of the BOD. The committee prepares a revised set of Bylaws every three years by using the Local PTA Unit Bylaws Template by LAPTA. The proposed Bylaws are presented at a General Membership Meeting with 20-day notice and are approved with an affirmative majority vote. Amendments need an affirmative two-thirds vote of the General Membership. The Bylaws are submitted to LAPTA who issues the final approval and activation date.

Successful Boards

Serving on the Board of Directors (BOD) goes beyond mere administrative tasks and adhering to position-specific responsibilities. Exceptional Board Members understand that certain skills are vital for a smoothly operating Board, such as maintaining a unified voice and fostering collaboration. Regardless of differing opinions within Board meetings, the BOD should present a unified front. 

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Collaboration is equally essential and necessitates that each Board Member works in harmony, supporting one another's efforts. They shoulder the responsibility for all PTA actions, communications, programs, and events to project a favorable image of the PTA. From an external perspective, there should be no discernible distinctions between the responsibilities of Board Members. The PTA's reputation is reflected upon the entire Board, not on specific individuals. When Board Members effectively carry out their duties and engage in meetings, they contribute to establishing respect and support for the PTA within the school community.

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Building positive relationships among Board Members is pivotal in cultivating a unified voice and is the cornerstone of successful and enjoyable PTA work. These relationships are founded on mutual trust, respect, a sense of accountability, valuing one another, and open communication. Additionally, PTA relationships with families, the school, and the community are crucial to the PTA's prosperity. ​Board Members carry out the PTA's fiduciary responsibilities by exercising the following:

  1. The duty of care means that the Board Member actively attends and participates in Board Meetings, is educated on the mission, purposes, and principles of the PTA, provides strategic direction, and oversees and participates in the day-to-day operations of the PTA.

  2. The duty of loyalty requires the Board Member to operate in the interest of the PTA and not to use the position to further a personal agenda.

  3. The duty of obedience requires the Board to know the state and federal laws and regulations that apply to PTA, including IRS regulations and guidance. Obedience requires a deep understanding of the operating documents such as the Bylaws, Standing Rules, and LAPTA Toolkit, and requires that the Board not act outside the scope of the PTA’s legal documents.

Boards succeed when:

  1. They have a good understanding of the PTA and their role. The President provides an orientation meeting for the Board at the beginning of the year. Experienced Board Members support new members.

  2. They are just right in size, neither too small nor too big. It is hard to conceive of a Board getting the job done if it is simply too small and equally difficult to picture a successful Board weighed down by too many members.

  3. They have established and effective Standing Committees with an approved Plan of Work as they operate throughout the school year.

  4. They have a long-range plan of where the PTA is going to ensure the continuity of PTA programs and projects.

  5. They have a process for self-evaluation. At least once a year, the Board reviews and evaluates the goals, accomplishments, and problems of all members. This should be tied to the long-range planning process and be the basis for the annual report. 

  6. They have provisions for eliminating nonproductive members. Between elections, organizations need to have a process in place to deal with nonproductive members. See the Bylaws for details on how to remove Board Members. The Nominating Committee evaluates the participation and interest of Board Members and makes appropriate recommendations for election.

  7. They have a planned rotation. Rotation of new members prevents the ingrown possessiveness that can occur on self-perpetuating Boards. New members bring innovative ideas and promote growth of the PTA.

  8. They have an effective Nominating Committee. The decisions made by the Nominating Committee determine who will lead the next group. This committee should be well organized, have a time schedule, and seek and interview potential nominees.

Finance for Board Members

  • The Internal Revenue Service (IRS) requires nonprofits to uphold a “fiduciary duty.” Fiduciary is defined as a person to whom property or power is entrusted for the benefit of another. Board Members must maintain the duty of care, duty of loyalty, and duty of obedience. Fiduciary responsibility in a PTA means the Board Members act as trustees of the PTA’s assets and must exercise due diligence to ensure that the organization is well-managed and that its financial situation remains sound. The Board verifies that all filing requirements and tax obligations are completed.

  • The budget creates the framework for program management and overall administrative decisions. The annua budget is presented and adopted by the membership at the first General Membership Meeting of the year. The budget can be amended with an affirmative two-thirds vote of the General Membership. 

  • Payments and reimbursements are never made in cash and blank checks are never issued. All payments must relate to an approved budget item and have an Expense Form with a receipt attached. No other organization can pass its money through the PTA account. Money cannot just be given to the school or any entity to spend at its discretion.

  • All deposits are turned over to the Treasurer as soon as possible. Money is counted by at least two people at the same time, and both counters sign and keep a copy of the completed Deposit Form. The Treasurer may be one of the two counters.

  • Current financial reports with the actual vs. budget amounts that cover the financials since the last meeting of that type are presented at all meetings. As the funds belong to the members, they have the right to access the financial reports presented at General Membership Meetings.

  • Each bank statement is reviewed and signed by a person not authorized on the bank account. The Treasurer presents the bank statements for review at Board Meetings.

  • A financial audit (or review) occurs at the end of the fiscal year, when any authorized check signer is added or deleted on any bank account, or any time deemed necessary by the President or at least three members. 

  • Insurance is required for all PTAs. Embezzlement (bond) policy covers people authorized to handle money and liability insurance covers losses through any fraudulent or dishonest acts. Insurance premiums are budgeted as an expense line. 

Toolkit Sec 5. Board of Directors

Index:

87   Importance of Boardsmanship  

88   Being a Board of Directors’ Member  

89   Leadership Traits

89   Getting Started

90   How Boards Succeed

90   Executive Committee  

91   BOD Committees

92   Email Protocol

92   Virtual Meetings

93   Procedure Binder

93   Leadership Development & Training

93   Finance for Board Members

94   Brief Checklist for BOD  

95   LAPTA Calendar

97   Communications and Social Media

98   Partnering with Administrators and Teachers

99   Confidentiality, Ethics, & Conflict of Interest Policy

101 Active Affiliation Report and Retention Plan

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