***************************GlobalMessage*************************************
THIS MESSAGE IS AN INFORMATIONAL MESSAGE BEING SENT TO ALL SIERRA CLUB STAFF,
THE BOARD OF DIRECTORS, MEMBERS OF ALL GOVERNANCE COMMITTEES, RCC CHAIRS,
COUNCIL EXCOM, AND MANY OTHER NATIONAL COMMITTEE LEADERS,CHAPTER CHAIRS,
CHAPTER CONSERVATION CHAIRS, GROUP CHAIRS, AND CCL DELEGATES.
***PLEASE DO NOT REPLY *** TO SENDER OR FORWARD THIS MESSAGE TO LISTS WHO
HAVE ALREADY RECEIVED THIS MESSAGE.
*****************************************************************************

CALL FOR NOMINATIONS.............FINANCE GOVERANCE COMMITTEE OPENING!!!

The Finance Governance Committee (FGC) is seeking an additional member to
fill an upcoming vacant spot on the committee. The FGC is the Club's
principal focus of governance on all issues relating to the oversight,
policy development, and administration of the finances of the Club.

Some of the committees major responsibilities are;

Ensuring that resources are used most effectively to achieve the
organization's mission, goals and objectives;

Acts to ensure that the Budget Process is carried out properly by Club
leaders & staff and is consistent  with the policies and direction of the
Board of Directors (BoD).   During the annual budget cycle, the FGC works
closely with staff in all phases of  the budget preparation and presents a
budget to the BoD for adoption;

Oversight of the Financial Reporting Process;

Review the Club's risk management program, including analysis of the cost
and coverage levels of the Clubs  insurance portfolio;

Evaluate and periodically report to the BoD on the financial health of the
Club, including Chapters and Groups; and

Formulates advice about strategies for investing the Club's funds as well
as screening the Clubs investments.

Many of the above items are also thoroughly reviewed by the FGC's
subcommittees & task forces which consist of the Investment Advisory
Committee, Audit Committee, Insurance Committee and the Chapter & Group
Financial Reporting Task Force.

Candidates must be a current Club member and independent of management of
the Club and free of any relationship with the Club that would interfere
with the making of decisions.  Applicants must be financially conversant,
have a background in Club activities and have a mix of expertise in
finance, accounting, risk management or economics.  Significant business
experience in a decision-making capacity and  having experience in a
similar capacity on other boards or governance committees are of value.
Committee members are expected to be involved in many of the committee's
tasks and the ability to make a significant commitment of time will also
be a requirement.  Members are expected to attend four in-person committee
meetings per year, with additional time commitment for preparation prior
to meetings, sub-committee participation, conference calls and staff
liaison activities.  The FGC consists of a minimum of seven members,
including at least two directors of the Club and a representative from the
trustees of the Sierra Club Foundation.  Terms of regular members consist
of 2 year terms; members are eligible to serve three successive terms.
Diversity within the committee is encouraged.

The Finance Governance Committee charge has been attached for your
consideration.


***************************************************************************


            APPLICATIONS FOR THE FINANCE GOVERNANCE COMMITTEE (FGC)

            Applications must be received by May 6, 2005.  The following information
            must be included:

            -Name, address, phone and email

            -A brief description of previous Sierra Club, non-Club, educational, or
            professional experience related to the work on this Governance Committee
            -A short paragraph on what you think you bring to the committee that will
            help it achieve its goals
            -References (3), with email addresses and phone numbers.

            SEND YOUR APPLICATIONS (email preferred) to:

            Jan O'Connell, Club Treasurer & Chair of the FGC
            [log in to unmask]
            201 Ivanhoe Ave NE
            Grand Rapids MI  49546
            616-956-6646


***************************************************************************

            Charge for Finance Governance Committee

            Revised by the FinCom October 29, 2003

MISSION: The Board of Directors charges the Finance Governance to serve as
the Sierra Club's principal focus of governance on all issues specifically
relating to the policy development, oversight, and administration of the
finances of the Club. It provides recommendations to the Board of
Directors on questions of resource allocation and other issues affecting
its fiduciary responsibilities.


MAJOR RESPONSIBILITIES:

1.      Resource Allocation and Budget Control. A primary concern of the
Finance Governance Committee is ensuring that resources are used most
effectively to achieve the organization's mission, goal, and objectives.
The budget is the fundamental planning and control device to approve
resource allocation decisions as well as measure performance against
objectives. The Finance Governance Committee acts to ensure that the
budget process for all entities includes an appropriate level of resource
allocation to attain the established financial goals, objectives and
policies of the BoD; and that performance is regularly monitored.


2.      Oversight of Control Environment. The principle objective of this
oversight function is to see that controls are in place to ensure that
assets are safeguarded, transactions are authorized and properly recorded,
and laws and regulations are met. Critical to carrying out these duties
are periodic contacts with volunteer leaders and Club management regarding
the attainment and compliance with directives established by the Board.
The Finance Governance Committee serves as the Club Audit Committee for
the Board, and works closely with the Club's external auditors in
developing and receiving their annual reviews.

3. Oversight of Financial Reporting Process. An important aspect of the
FinCom's responsibility is overseeing the financial reporting process. It
must support financial oversight and decision-making by ensuring that the
financial reports and information provided are appropriate, timely and
accurate in their frequency, distribution and scope. The communication of
meaningful and accurate financial reports to support control processes and
monitoring are essential to fulfill the responsibility for stewardship of
the Club's assets.

4.      Development of Sound Financial Practices. As the Club has grown in
size and complexity, the internal financial management systems used have
not grown accordingly in their sophistication.  The Finance Governance
Committee will seek out expertise from both within and  outside the Club
to work withall levels of the Club to develop and implement sound
financial and other resource management systems as deemed appropriate by
the Finance Governance Committee.


TASKS:

#  At the request of the Board, or on its own initiative, develop and
recommend to the Board policy and programs required for the Board to
effectively exercise its fiduciary responsibilities.

#  In conjunction with staff, develop proposed budget guidelines for the
Board to achieve national Club objectives in an efficient and economical
manner. Provide guidance to chapters and other Club entities for their
budget development processes. Participate in Club planning efforts to
provide a financial perspective on significant organizational and program
decisions.

#  Review the proposed scope of the annual national budget with staff and
Club leaders. Recommend the allocation of resources consistent with Board
direction and sound business practices.

#  Communicate broad Board financial policies for use by chapter and
national leaders and staff through implementing financial management
processes and training programs; and evaluate policy compliance. Plan
training of chapter and group treasurers and other volunteer financial
managers.

#  Promote appropriate internal and external reviews of the adequacy of
policies, reporting, and internal control structures at all levels of the
Club as they relate to financial and accounting systems .  Follow up on
the accomplishment of required corrective actions.

#  Evaluate and periodically report to the Board on the financial health
of the Club based on standard financial ratios and other information on
financial performance in Club reports. Where possible, baseline data from
other comparable organizations will be used in these reviews.

# When deemed appropriate by the Finance Governance Committee, consult
with chapter and other volunteer entity leaders to gather volunteer
concerns about financial issues for resolution. When appropriate, these
items will be periodically reported to the Board. Act as a forum for
conflict resolution on financial matters between Club entities when they
arise.

#  Provide financial oversight to all governance committees and other
volunteer entities to advise them on financial issues as requested. When
deemed appropriate by the Finance Governance Committee, individual
training and assistance in developing financial and accounting systems and
plans and other related support will be provided.

# Review the relationship between Club staff and volunteer leaders and
external financial interests (e.g., banks , landlords, and other vendors)
to ensure that the Club's interests are well served on an ongoing basis.

#  Periodically review the cost and coverage of the Club's insurance
program as part of an active program of risk management and recommend
changes as appropriate.

#  Review the utility and accuracy of the budgetary and financial status
information provided by and to chapter leaders and Club management.

#  Oversee management of the Club's investment portfolio and other
endowment funds consistent with Board policy. Review the performance and
adequacy of the Club's Pension Fund in support of the Pension Committee.

#  Each member of the Finance Governance Committee shall become familiar
with the budget and financial implications of one or more assigned Club
departments or profit centers and advise the Committee and board regarding
financial operations of that entity.

# Monitor and evaluate the programmatic activities of the departments of
advancement, development, human resources, finance and general services
with regard to board policy and alignment of the goals of the organization.

 COMPOSITION: The Finance Governance Committee will consist of a minimum of
seven members, including at least two directors of the Club and a
representative from the trustees of The Sierra Club Foundation. Ideally,
members will combine both a background in Club activities and expertise in
some aspect of finance, accounting, risk management, economics, or have
had significant business experience in a decision-making capacity; but
emphasis will be on a strong skill mix. Committee members are expected to
do many of the tasks detailed above, and ability to make a significant
commitment of time will also be a requirement.

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -
Sign up to receive Sierra Club Insider, the flagship
e-newsletter. Sent out twice a month, it features the Club's
latest news and activities. Subscribe and view recent
editions at http://www.sierraclub.org/insider/