Role Purpose

The President & Founder holds primary responsibility for the Foundation’s mission, tone, and direction. This role stewards the work with integrity—ensuring the organization grows sustainably while remaining reflective, accessible, and human-centered.

Core Leadership Responsibilities

• Lead vision, strategy, and program direction for The Art of Drinking Water Foundation
• Protect mission integrity, brand tone, and values alignment across all activities
• Oversee governance readiness: policies, documentation, and board coordination
• Lead funding strategy: grant readiness, donor development, partnerships, and sustainability planning
• Provide early-stage operational leadership (planning, systems, communications, execution)

Role Separation (Governance vs. Operations)

For clarity and good governance, the Foundation distinguishes between (1) board governance duties performed in the capacity of President and (2) operational services performed in a non-board capacity. Any compensation described below is intended to reflect operational services (not board officer governance duties).

Board governance duties performed as President are not compensated; compensation applies only to operational services performed in a non-board capacity.

Founding Contribution

The Founder has contributed significant unpaid leadership, development, and operational work during the Foundation’s formation. This contribution is recognized as an in-kind leadership investment.

Compensation Structure

The Founder may receive fixed monthly compensation (stipend-based) for operational services rendered in a non-board capacity, contingent upon funding sustainability and independent board approval. This supports mission continuity and responsible stewardship.

Funding Trigger

Base operational compensation activates once both conditions are met:

• The Foundation secures at least $25,000 in awarded grant funding or documented, unrestricted committed donations, and
• The Foundation maintains at least three (3) months of operating reserves after stipend payment

Adjustment Clause (Tiered Review)

As the Foundation’s funding, programming, or operational scope expands, the Board may review and adjust operational compensation to reflect increased responsibility, without renegotiating the role itself.

• Tier 1 (Early Funding): $2,500/month (base)
• Tier 2 (Expanded Operations): Board may adjust to $3,000–$3,500/month once annual funding exceeds $50,000 or the Foundation operates two (2)+ active programs
• Tier 3 (Mature Operations): Board may transition to a W-2 salary structure once annual funding exceeds $100,000 or the operational role becomes clearly full-time

Governance & Oversight

• Compensation requires an independent board vote and documentation in meeting minutes
• The Founder will recuse herself from any discussion or vote directly approving her compensation
• Compensation will be reviewed at least annually for reasonableness, sustainability, and compliance
• Compensation will be properly documented and reported for tax purposes

Guiding Principle

The Founder’s operational services and leadership are accountable through organizational outcomes—not hourly tracking. This supports transparency and board confidence while honoring the reflective nature of the Foundation’s work.

Standing Outcomes (Operational + Stewardship)

• Mission Stewardship: tone, integrity, and alignment remain consistent as the work grows
• Funding Leadership: grants/donors progress and submissions move forward
• Governance Readiness: roles, policies, and documentation stay board-ready
• Program Direction: initiatives are prioritized with clarity (now / next)
• Operational Continuity: systems and communications support sustainable execution

Monthly Requirement

The Founder submits a Monthly Founder Impact Summary (1 page or less). If operational compensation is active, stipend release is contingent upon submission.

Quarterly Oversight Rhythm

A quarterly board check-in reviews progress, sustainability, and priorities—creating consistent oversight without unnecessary reporting burden.

Quarterly Board Check-In Agenda (30 minutes)

• Progress highlights + what shifted since last quarter
• Funding status + next grant/donor priorities
• Governance readiness + policy needs
• Program direction + upcoming initiatives
• Support needed from board members