1. Elected by association membership
2. One year term
3. Seven members - two members only from Board of Directors
4. Ex-Officio members: no vote
   • President of Board of Directors
   • Executive Director
   • Previous year's Nominating Committee Chair
5. Members of Nominating Committee must be representative of association members in all sections of community served by the YWCA
6. Responsible for selection of candidates for annual slate
   • Resigning or retiring Board members
   • Nominating Committee members for next year
7. Responsible for filling vacancies on Board of Directors, Nominating Committee and other elected committees throughout the year
8. Required membership in the association

1. Attend Nominating Committee orientation and have a working knowledge of the YWCA
   • Mission
   • local history
   • vision statement
   • organizational structure
   • programming
   • Board and the Nominating Committee duties
2. Attend Board meetings to more fully understand administration of the YWCA
3. Attend Nominating Committee meetings
4. Select Nominating Committee Chair
5. Maintain list of possible candidates for Board review as needed.
6. Maintain roster of elected committees of the association.
7. Prepare and present slate of candidates for the Board in preparation for the annual membership meeting
8. Maintain records of all Nominating Committee meetings
9. Post-Election Function: Prepare follow-up correspondence to nominees, elected members, committee members and Board
10. Select nominees for the Board and for the Nominating Committee ensuring that they reflect all diverse sectors of community served by the YWCA
11. Prepare "Board Candidate Handbook" for the committee including copies of the Mission, job description, program brochure and brief history to facilitate recruitment of Board and committee members

Early in the planning, the committee develops a schedule for the year. It should give members a chance to grasp the breadth, the depth and import of their responsibilities. They can then clear their own calendars for the year-round meetings and for periods of more intensive work. The following suggested calendar organizes the work into quarterly periods.

1. Organize the committee by designating the chairperson and electing or appointing a secretary.
2. Review sections of the association's constitution and/or bylaws which state the duties of the committee and responsibilities of the board of directors.

3. Consider the essential qualifications of all leaders.
4. Consider the work of the association and its specific leadership needs. The president can present the work of the board, and the executive director can interpret current program and administrative concerns as well as plans for the future.
5. Discuss the local and national priorities and whether the association measures up to them or not.
6. Maintain board chart which analyzes the makeup of the present board of directors to ascertain what racial, religious, age, geographic, experience and skill components are needed to make a board representative of the community and YWCA membership. The analysis should show term expiration for each board member so the committee can provide for annual replacement of one-third of the board positions.
7. Decide on criteria for selecting leaders for the coming year.
8. Build a list of potential candidates for the board, elected committees and the succeeding nominating committee. Ask members of the board, committees and other leadership groups from all branches and centers for their suggestions. Reach out to the total membership to secure additional names of possible leaders. Work particularly closely with the committees responsible for membership development and volunteer leadership. Study and organize the existing file of potential nominees.

Second Quarter:

9. Review types of ballots possible and adopt one to be used.
10. Review the potential candidates' list, and make first selections for the board of directors, the nominating committee and any other elected committees.
11. Discuss fully the approach to candidates. This must include a discussion of the constitutional requirement that members of the board of directors "must be electoral (voting) members who have consented to individual acceptance of responsibility to further the achievement of the Mission in the life the association."
12. Assign names for personal interviews. Training in interviewing techniques should be given to committee members.

Third Quarter:

13. Receive reports of interviews. Send letters of confirmation to those accepting.
14. Add acceptances to board chart, review chart and make further selections.
15. Assign additional interviews if more candidates are needed.
16. Make a plan for the orientation of each nominee, depending on her familiarity with the association. This may include visits to the association and/or the provision of special information and materials, including the association's constitution and/or bylaws, triennial convention program emphases and the association's goals and objectives (or program plan).

17. Decide what follow-up is appropriate for candidates who have for some reason refused. Note reason and recommendations for future on record card.

Fourth Quarter:

18. Make further selections as needed and assign interviews.
19. Complete the ballot and collect and prepare biographical information to go with it.
20. Notify the president that the ballot is ready. Plan for further responsibilities such as mailing the ballot.
21. Work with the president on plans for presenting nominees at the annual business meeting. A special effort should be made to see that the nominees are present.
22. Check to be sure interview reports, face sheets and other records are in proper order.
23. Make recommendations for the succeeding nominating committee. These may include suggested changes in the bylaws and, if so, they should be discussed with the president in order to begin with proper procedures.