WAW’s Board of Directors
Women for Afghan Women’s all-volunteer Board of Directors consists of dynamic and diverse individuals with diverse skills and talents. Visionaries in their own right, WAW’s Board is actively involved in governance, planning, outreach, and fundraising for the organization.
- Number of Board Members: 5
- Frequency of Board Meetings: 10 annually
- Average Meeting Attendance: 6
- Board Members Who Make Personal Gifts: 5
- Executing a 2018-2022 strategic and expansion plan for the organization, developed in 2017;
- Fundraising for WAW’s expanded programming and growing impact;
- Strengthening WAW’s institutional structure and diversifying WAW’s donor base to secure the organization’s sustainability as it continues to expand.
WAW’s Board focuses on governance and fiduciary responsibilities, including fundraising for WAW’s programs and operations. All Board Members generously contribute to the organization financially and through in-kind professional services. For instance, one Board Member, who is a lawyer, offers pro bono legal advice. Another Board Member who is a Hollywood special events producer provides her company’s services gratis to produce WAW galas or other major events.
WAW’s Board has an audit committee led by the Treasurer, which reviews the organization’s annual independent audit and federal 990 tax return and state filings. The Board regularly reviews financial statements, and updates its by-laws, conflict of interest, non-discrimination, and whistleblower policies to ensure that they are up-to-date and actively employed.
It is clearly committed and actively engaged with the event committee, and establishes other committees, such as strategic planning or executive search, on an as-needed basis. It provides valuable advice and contacts for program partners and for fundraising efforts to the Executive Director, senior management, and the development team.
The Board also sees its role in selecting and assessing the performance of the organization’s Executive Director as a primary governance responsibility and works closely with the Executive Director. Finally, the Board and senior staff collaboratively lead the development of a strategic plan every three to five years, as well as regular assessments of progress on the plan’s implementation.