For those experienced in operating within a for-profit industry, the entire structure of a non-profit may be unfamiliar. Although new board members have an earnest desire to help the organization they represent, they may inadvertently misdirect their efforts. We are open to the recruitment of Board Members for our house. The Ronald McDonald House of Charlotte is the community's house and must stay strongly represented by its people.

Directors of non-profit organizations are accountable to multiple parties and stakeholders, including the individuals who benefit from the organization's programs and services, the state and federal authorities that regulate the organization's activities, and the organization's donors, employees, volunteers and contractors. In the case of an RMHC Chapter or House, the board of directors is also accountable to McDonald's Corporation to ensure compliance with the organization's obligations under its License Agreement.

To be effective in their role, all directors and prospective directors must know and understand why RMHC exists and whom they serve. It is equally important that the board periodically re-visit the mandate or mission of improving the health and well-being of children and identifying their most critical needs to determine its ongoing relevance and the commitment to it. Members will be expected to participate in monthly meetings that will be continually in a collectively convenient time and location. Members will also the welcome the opportunity to voice concerns in a problem solving manner focused on results and measurable, meaningful outcomes.

The role of a non-profit board member in our organization is comprised of only three activities:

• Fundraising (80 percent):

Fundraising is the most important responsibility of a board member, yet many board members are reluctant to engage in this activity. Board members are expected to use their connections to spur interest in and support of the organization they serve. Board fundraising activities may include major donor solicitations, sponsorship solicitations, membership recruitment, and efforts to boost event registrations. Until the organization starts construction of the Ronald McDonald House of Charlotte, the majority of board members will be asked to place 100% of their energies into fundraising.

• Oversight of Programs (10 percent):

The non-profit board is responsible for general oversight of the organization's programs. This role does not extend to the operations behind the programs, but does include fiduciary oversight. Board members with relevant experience in the program area or project management will be asked to focus more than 10% of their energies in this area. These areas will be clearly defined and announced to the community to secure the support from volunteers and other supportive organizations.

• Strategic Planning (10 percent):

The board is the primary force behind the organization's strategic planning decisions. Board members create or update the strategic plan and evaluate the implementation plan presented by staff. Because a board member's role is limited to governance and the executive director is responsible for daily operational activities, the executive director is the liaison between the board and the staff. Board members having professional experience in this area will be asked to focus more than 10% of their energies in this area. This area of development is crucial to keeping all board activities clearly defined, measurable and manageable, hence easily communicated internally and externally to our community at large.