Currently there are a limited number of board seats available at Women In Trucking. If you are interested, please send a letter of interest to the nominating committee for consideration. In your letter, describe what you will bring to the organization in regard to your professional and personal skills, financial resources and any other contributions you can make to further the mission of the organization.

You must be a member in good standing with corporate backing (this means that you must be a corporate level member of Women In Trucking.)

Women In Trucking's by-laws allow for eight to 12 directors who serve two year terms up to a maximum of three terms.


The qualifications for a director position are outlined in this well written article from Eileen Morgan Johnson Whiteford, Taylor & Preston LLP

I have added some information specific to our board.


Governance

Learn about the organization – its mission, strategic plan, programs, policies, operations, finances, challenges and opportunities. Read the articles of incorporation and bylaws.

Continue to stay informed during your service on the board. Learn something new about
the organization each month. Ask questions.

Attend all board and committee meetings and participate actively. Women In Trucking has three to four board meetings annually, the annual meeting is in March each year. Most of these meetings are via teleconference, but attendance at one meeting each year could be required (at your own expense.)

Come prepared to participate in discussions and make decisions. Review the agenda and any supporting materials prior to the start of the meeting and make notes. Ask questions.
Participate responsibly in board and committee meetings. Know the basic operation of
the parliamentary authority used by your organization. Respect your fellow board
members and their time. Keep to the agenda and avoid digressions that do not move the
organization forward. Ask questions.

Support the decisions of the board. Once a decision has been made, it is the decision of
the board. Question it in private with the board if you must but support the decision that
is made before the staff, the volunteers and the public.

Use any special skills or training you may have to further the work of the board and the
organization. If the organization has staff or paid consultants in your area of expertise,
treat them with respect. Express professional disagreement in a way that moves the
discussion forward. Your fellow board members may rely on your expertise so be careful
in the opinions that you give. You may not consider yourself to be an expert but your
fellow board members may. Distinguish your personal opinions from your professional
ones when sharing them with the board.

Accept committee assignments and make the most of your committee service. Recognize
that not everyone can be on the “fun” committees. The organization is served by the work
of all of its committees. Encourage committee rotations if it appears that committee
assignments are being used to reward or punish board members or if the senior board
members always get their pick of committee assignments.

Accept the non-governance responsibilities that come with service on the board – attend
social and other functions sponsored by the organization when your schedule allows,
communicate with others about the work of the organization, and show your support for
the organization when talking with others.

Follow all conflict of interest and confidentiality policies of the organization. Err on the
side of reporting even potential conflicts. Do not ask for favors or special treatment.
Do not take on more responsibility than you can reasonably handle given your
employment, family and other social and volunteer commitments. You will be a more
effective volunteer if you do one or two assignments well and do not spread yourself too
thin.


Finances

Provide financial support to the organization according to your ability. Assist with
fundraising efforts.

Be financially literate. Be able to read and understand the financial reports used by your
organization. Know the organization’s financial situation. Review the 990 filed by the
organization each year. Ask questions.

Understand the budget in terms of the dollars but also how the funds are being allocated.
Understand what decisions are being made as to the operation of the organization when
you approve a budget each year.

Performance

Annually assess the performance of the board as a whole and your own performance as a
board member. Identify areas in need of improvement and acknowledge those things that
are going well. Provide assistance to those board members who are not meeting the
expectations of the board. Do not be afraid to ask board members to leave if they are not
meeting the expectations of the board and show no sincere interest in doing so.
Annually assess the performance of the organization as a whole. Review the strategic
plan and objectives for the years ahead and make adjustments as needed. Coordinate the
strategic plan with the budget and ensure that adequate resources are provided to achieve
successful results.

Staff

Understand your role as a director and the roles of staff and other volunteers in the
governance and operation of the organization.

Respect the senior staff member’s position and responsibility to manage the staff. Take
up any complaints with the senior staff member. Give recognition and praise to the staff
when it is due. Do not ask the staff to support your pet projects. Do not say negative
things about other board members to the staff.

Develop the President/CEO’s job description and hire the President/CEO when needed.

Review his or her performance at least annually, set compensation and goals that are
appropriate for the organization, and remove the senior staff person if necessary.
Ensure that there is a succession plan in place for all senior managers.
Review and approve regularly the compensation and benefits package for the employees.
Regularly review employment policies and practices. Ensure that the staff is adequate to
perform the work that is needed – have the right people for the right jobs and pay them a
competitive wage for their profession and your industry and geographic area.

Leadership

Participate in the active recruitment, selection and orientation of new board members.
Encourage continuing education for all board members and participate in the programs.

Serve as a mentor for a new board member when you are ready.

Help to identify and cultivate new leaders on the board. Participate in the board
leadership if you are able to do so.

---

Ellen Voie
President/CEO
Member 10002-I
Women In Trucking, Inc.

The Women In Trucking annual meeting will be held in May. If you are interested in becoming a board member, please submit your letter of interest to the nominating committee.

---

Ellen Voie
President/CEO
Member 10002-I
Women In Trucking, Inc.

I am bringing this to the top in case there are people interested in becoming a board member. You must be a corporate member of Women In Trucking (or your company a member) and you must provide the board development committee with a letter outlining what you feel you will contribute to the organization.

Thanks!
Ellen

You can send the letter to info@womenintrucking.org

---

Ellen Voie
President/CEO
Member 10002-I
Women In Trucking, Inc.