Board Handbook

BOARD & COMMITTEE STRUCTURES (current at March/01)

The Board consists of not less than five (5) nor more than (10) voting directors. The conductors are nonvoting members of the Board.


Directors are elected (or appointed as necessary) for a two (2) year term, with one half of the directors (5) being elected by the membership each year. This provides an overlap in the director's terms so that continuity from one year to the next is established.


The officers of the Society will be:







The officers of the Society and the Conductors shall form the Executive Committee.


The typical Committees as appointed by the Board of the society shall be:


Executive Committee

Fund Raising Committee

Facilities & Equipment

Concerts Committee


Public Relations Committee (Newsletter part of PR)

Artistic Development Committee


Other ad hoc committees can be established as required i.e. Workshops, Special Events. Each committee is chaired by a board member appointed by the President.


A separate budget for each committee and ad hoc committee is required.


Each committee chair selects members from the Society membership (non-playing members may serve on committees) to participate on committees with the exception of the Executive Committee which is composed as indicated above.






Chairs all meetings when present

Oversees the affairs of the Society

Shall sign all resolutions and membership certificates




Shall assume the duties of the President in his/her absence

Shall chair the Executive Committee




Shall receive and deposit into the Society bank account all Moines of the Society

Shall make all disbursements of the Society

Shall maintain a full and complete set of records and book of accounts of the Society




Shall communicate all notices of meetings

Have charge of the minute books of the Society

Shall maintain and distribute the minutes of Society meetings

Shall maintain and keep current the Policy manual.


The Society officers and the conductors shall comprise the Executive Committee.




Signing officers shall be any two of the following: the President, Vice-president, Secretary, or the Treasurer.








The primary function of A BAND CONDUCTOR of the Lethbridge Community Band Society is to provide musical leadership through scheduled rehearsals and various public performances. The goal is to bring the highest artistic caliber of music possible within the organization to the public.


This goal is in line with the mission statement of the Lethbridge Community Band Society.

"The LCBS is committed to the prospect of enriching the quality of life in the city and the surrounding area by promoting the study and performance of instrumental music with the special emphasis on literature of the concert band and various forms of ensemble music commonly written for woodwind, brass and percussion instruments."




The Conductor's relationship to the Board will be:


I. to provide artistic leadership on the Artistic Development Committee.


II. To provide direction, development and quality of the artistic product within the constraint of a financial budget approved by Artistic Development Committee. The Conductor shall give recommendations for music selection and purchasing to the Artistic Development Committee Chairperson who shall unless otherwise arranged with the conductor, be responsible for the acquisition of music. attend Board meetings as required by the Artistic Development Committee Chairperson. The Conductor shall be responsible to and take administrative direction from the Executive Committee of the Board Directors. develop programming, musical education and performance events and objectives which are in keeping with the overall Society plans, objectives and policies as approved by the Board of Directors or the Membership from time to time.




The Conductor shall be responsible for:


I. conducting effective rehearsals each week while promoting the "Love of Music" in a positive and enjoyable environment. He/she will promote the building of positive relationships with the members of the band.


VI. attending and conducting all concerts or other performances of the concert band for which he or she is responsible.


VII.arranging for a substitute Conductor in any instance that he or she is unable to fulfill rehearsal or concert obligations.


VIII.notifying the Artistic Development Committee Chairperson in any instance that the Conductor anticipates being unable for any reason to fulfill rehearsal or concert commitments.


IX. providing on an annual basis to the Artistic Development Chairperson and in advance of the annual general meeting of the Society, a brief review of the activities of the designated band for the preceding fiscal year.


X. providing to the Artistic Development Committee Chairperson monthly written or verbal reports of artistic activities and objectives of the designated band.


XI. providing to the Artistic Development Chairperson from time to time a written report of any anticipated administrative or financial needs or concerns, other than acquisition of music.


XII.providing to the Artistic Development Committee Chairperson for consideration, proposals for the following program year, including music needs, instrumentation needs and other requirements, such needs to be provided not later than March 15 in any year, in order to enable such needs to be considered in budgeting. with the librarian in the management of the music library. and participating in fund-raising, marketing and promotional activities.


IV. adhering to all policies of the Society as they may exist from time to time.







The librarian is a member volunteer.


The librarian is responsible for maintenance of the music library and other materials held with the library and for the maintenance of the library database and catalog as per the Society Music Library policy. This position reports through the Artistic Development Committee.


Society Historian

The Society Historian is usually a member volunteer.


He/she is responsible for maintaining documentation of the activities of the Society. This position reports through the Membership Committee.






The budget is an overall plan which is the consolidation of individual committee budgets. Annually, each committee prepares a plan of operation for the following year. This plan should also contain any provisions for contributions to long-term goals even though the primary focus is on the next 12 months of operations. The board reviews the consolidated plans and approves a

budget. Upon approval of the budget, each committee has the responsibility for implementing and carrying out the plans. Any change in plans are to be submitted to the board for approval prior to implementation.


Each committee is charged with the responsibility of managing the Society's day-to-day operations as they relate to that committee. Each committee has the authority to carry out its activities and to commit to expenditures on behalf of the Society so long as those activities are within the scope of the approved budget. While each committee has the authority to proceed, it would be appropriate to check with the treasurer and executive committee prior to major expenditures to ensure the funding remains in place. The Board may suspend this authority in the event Society finances require a restructuring of plans during the

year or should the timing of various activities get out of synch with the approved plan.


It should be noted that the budget encompasses both revenue and expenditures and anticipated timing of both. While committees have some flexibility in the performance of their duties, the implementations of their plans should be performed as indicated in the budget so as to contribute to an effective mesh of Society activities and to facilitate cash-flow management.


Each committee needs to maintain an effective liaison with the treasurer. The treasurer is only authorized to make disbursements which are approved by the committee chairs.


The Budgeting Process


Each committee is requested to complete a proposed budget for submission to the executive committee by a target date as announced.


The treasurer and executive will consolidate the committee budgets, review the consolidated budget and make recommendations to the Board as to the final budget.


Once approved, the Executive Committee will advise each committee of the approved individual budgets. The committee will then be empowered to make commitment within the parameters of the approved budget, unless otherwise advised.


Each incoming committee shall review their budget (and the planning documents) prior to Oct. 1 of each year and bring forward any revision requests at that time.


Any requests for budget revisions or projects in addition to those planned in the budget shall be referred to the Executive Committee for review and recommendation to the Board.


At the end of the year, a written financial report will be submitted by the treasurer for the annual report.



Individual Committee Budget Preparation



The completed budget describes in financial terms, the goals and objectives of each committee.


1. In order to complete a realistic and workable budget, each committee will need to conduct the following background work:

Review the committee mandate and applicable Society policies.

Review and evaluate the previous year's programs and activities.

Some questions to ask:

What did we do well?

What did we not do well?

How can we improve the performance of our duties?

Are there any new programs, policies or activities which should be considered?

Define the committee goals, objectives and activities for the fiscal year under consideration.


2. Once the overall picture has been defined, the goals etc. will need to be translated into physical numbers so that specific

revenues and expenses can be calculated.


3. On a line by line basis, translate the proposed activities into revenues and expenses under the appropriate categories during

the month anticipated.


4. The completed budget is submitted to the Executive Committee by the announced submission deadline. A copy of the outline of your plans attached to the budget submission would be helpful.









Board meetings are operated on a casual rules of order basis. Any Board member can invoke "Roberts Rules of Order" if desired. All monetary issues that are voted upon at the Board need to have a motion made, seconded, and a vote by show of hands taken. Any opposed to the motion must be counted. Members may abstain from voting.


Making Meetings Effective


The Board's primary role should be to oversee committee activities, to make policy decisions, to assess the short and long term needs of the Society and to direct committee activities to ensure that the Society objectives and long term needs are met.


Effective Board meetings need not be lengthy. Each director should come to the meeting on time and prepared with written submissions where he/she has a report to be made. The President should draw up and circulate an agenda in advance of meetings. Directors should advise the President of agenda items at least one week before the meeting and provide a copy of major submissions or recommendations which may be included with the circulation of the agenda so that all directors can be prepared to deal with the matter when it comes up.


The Board should not act as though it were a standing committee, except when it is necessary. Each standing committee should act on an ongoing basis to review the committee's area of responsibility and bring forward written recommendations. The Board's function is to review and make decisions regarding those recommendations. Where the Board has a concern, it should

request a report and recommendations from the appropriate committee.


Board members often have to wear more than one hat when they sit on the Board. Each Director brings a variety of experience and skill to the management of the Society's affairs. Each Director also brings other influences into his/her participation on the Board. Influences such as: personal bias, membership in a specific performance group, membership in a single committee.


As a Board member each director's responsibility is to act for the overall benefit of the Society, therefor while personal experiences and involvement will play a role in the contribution to decisions, decisions must be made based on the overall benefit rather than from a partisan perspective. Any member may declare a conflict of interest on any issue and abstain from voting.


While individual directors may not always agree with every decision by the Board, they must support all corporate decisions made by the Board of Directors.







Each committee is responsible for a specific area of operations. There are occasions where the area of responsibility overlaps between committees. In this case the committee with budget responsibility will be the committee where the project or activity has its origins. I.e. Pubic Relations Committee does the advertising for a concert in collaboration with the Concerts Committee.


Committees are comprised of members of the Society selected by the Committee Chairman or from volunteers who have indicated a willingness to help the Society and are members. Wherever possible an effort should be made to have committee members from each performing body to provide wide representations on the committee and so that each performing body has a

contact with committee operations. In this way a specific person could be appointed to deal with the committee activities as it relates to each band, thus ensuring that committee matters are dealt with in a reasonably timely manner. This will also help distribute the workload of the committee so that no on individual is burdened unnecessarily.


Committee members should be selected based on their desire, or specific skills and on the availability of the necessary time required. Committees should meet as often as required. At a minimum the committee should meet at the beginnings of the business year to review the committee's mandate and plans for the coming year. These plans are detailed in the budget established by the previous years committee and approved by the Board. The committee should also meet near the end of the year to review committee activities and progress during the year and to work on budget recommendations to the Board for the

coming year.



Budget Process


This process is one of the most important in terms of how and where the Society grows in the future. The budget while expressed in financial terms is not simply a financial document. It is the committee's operating plan for the year. The plan should advance the Society goals and objectives.

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