Non-Profit Board Induction

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Information about Non-Profit Board Induction
Business & Mgmt

Published on March 4, 2009

Author: lcarroli

Source: slideshare.net

Description

This presentation was prepared to support the induction process of new Board members of a Board I chaired for several years. It presents basic and introductory information sourced from various experts. It was intended to help Board members understand the role of the Board, their role as Board members and the difference between Board/policy and Operational roles. Feel free to use and adapt this slide show. I know how hard it is to Chair a volunteer Board and how frustrating it can be having to reinvent the wheel for processes like Board member induction. Some pictures would probably help this. A manual was also produced for distribution to Board members and that has been uploaded to Scribd.

Non-Profit Board Induction prepared by Linda Carroli 2007

Board role A board has two key roles: Legal compliance Adding value to the organisation “ The board is responsible for creating the future, not minding the shop.” John Carver

A board has two key roles:

Legal compliance

Adding value to the organisation

“ The board is responsible for creating the future, not minding the shop.”

John Carver

Board role Source: http://www.managementhelp.org/Boards/brdrspon.htm Provide continuity for the organisation Select and appoint a Chief Executive   Govern the organisation by broad policies and objectives   4. Acquire sufficient resources for the organisation’s operations 5. Account to the public for the products and services of the organisation and expenditures

Source: http://www.managementhelp.org/Boards/brdrspon.htm

Provide continuity for the organisation

Select and appoint a Chief Executive  

Govern the organisation by broad policies and objectives  

4. Acquire sufficient resources for the organisation’s operations

5. Account to the public for the products and services of the organisation and expenditures

Corporate Governance

A Board needs … Source: Cameron Ralph Pty Ltd People – Business acumen, courage, integrity, diligence, independence of thought, wise use of social skills Group Dynamics – Relationships between Board and between Board and management Information – The right amount, about the right things Decision Process – Agenda setting, problem scoping, decision criteria, alternatives, risk analysis Monitoring – Overseeing implementation, assessment of Board and senior management

Source: Cameron Ralph Pty Ltd

People – Business acumen, courage, integrity, diligence, independence of thought, wise use of social skills

Group Dynamics – Relationships between Board and between Board and management

Information – The right amount, about the right things

Decision Process – Agenda setting, problem scoping, decision criteria, alternatives, risk analysis

Monitoring – Overseeing implementation, assessment of Board and senior management

Board member role description Source: The Book of the Board Refer also to the Rules of Association Function Provide governance to the organisation Represent the organisation to the community Accept the ultimate legal authority for the organisation

Source: The Book of the Board

Refer also to the Rules of Association

Function

Provide governance to the organisation

Represent the organisation to the community

Accept the ultimate legal authority for the organisation

Qualifications/Skills Knowledge and skills in one or more areas of Board governance eg policy, finance, programs or personnel   Term (as per organisational rules) As prescribed in the rules or legislation

Qualifications/Skills

Knowledge and skills in one or more areas of Board governance eg policy, finance, programs or personnel

 

Term (as per organisational rules)

As prescribed in the rules or legislation

Requirements Commitment to the work of the organisation Willingness to serve on at least one committee and actively participate Attendance at Board meetings A time commitment of five hours per month (include Board preparation, meeting and committee meeting time) Attendance at Annual General Meeting where possible Be informed of the services and programs provided by organisation and publicly support them Prepare for an participate in the discussions and the deliberations of the Board

Requirements

Commitment to the work of the organisation

Willingness to serve on at least one committee and actively participate

Attendance at Board meetings

A time commitment of five hours per month (include Board preparation, meeting and committee meeting time)

Attendance at Annual General Meeting where possible

Be informed of the services and programs provided by organisation and publicly support them

Prepare for an participate in the discussions and the deliberations of the Board

Be aware and abstain from any conflict of interest   Major Duties Govern the organisation by the broad policies developed by the Board Establish overall long and short term goals, objectives and priorities for the organisation Recommend policy to the Board Promote the organisation membership through community networking and other agreed methods

Be aware and abstain from any conflict of interest

 

Major Duties

Govern the organisation by the broad policies developed by the Board

Establish overall long and short term goals, objectives and priorities for the organisation

Recommend policy to the Board

Promote the organisation membership through community networking and other agreed methods

Be accountable to the funders for programs and services provided and funds expended Monitor and evaluate the effective of the organisation through a regular review of programs and services Provide candid and constructive criticism, advice and comments Approve major actions of the organisation, such as capital expenditure and major program and service changes Annually review the performance of the Board and take steps to improve its performance

Be accountable to the funders for programs and services provided and funds expended

Monitor and evaluate the effective of the organisation through a regular review of programs and services

Provide candid and constructive criticism, advice and comments

Approve major actions of the organisation, such as capital expenditure and major program and service changes

Annually review the performance of the Board and take steps to improve its performance

Seek nominations for election to the Board when appropriate Prepare for and participate in the discussions and the deliberations of the Board Prepare for and participate in the discussions and the deliberations of the Board Foster a positive working relationship with other Board members and staff Be aware of and abstain from any conflict of interest Be assured that management succession is properly being provided

Seek nominations for election to the Board when appropriate

Prepare for and participate in the discussions and the deliberations of the Board

Prepare for and participate in the discussions and the deliberations of the Board

Foster a positive working relationship with other Board members and staff

Be aware of and abstain from any conflict of interest

Be assured that management succession is properly being provided

Appoint independent auditors subject to approval by members Review compliance with relevant material laws affecting the organisation Undertake Board development and training as opportunities arise

Appoint independent auditors subject to approval by members

Review compliance with relevant material laws affecting the organisation

Undertake Board development and training as opportunities arise

Board & Operations Board responsibilities Source: Adapted from Pathways Australia, Australian Business Arts Foundation Meets, develops coherent decision-making processes and gets results Sets long term goals and ensures effective planning – strikes a balance between short term and longer term health of the organisation Having the final say when determining yearly objectives Confirms policy and ensures the mission of the organisation is adhered to – is highly mission focused

Board responsibilities

Source: Adapted from Pathways Australia, Australian Business Arts Foundation

Meets, develops coherent decision-making processes and gets results

Sets long term goals and ensures effective planning – strikes a balance between short term and longer term health of the organisation

Having the final say when determining yearly objectives

Confirms policy and ensures the mission of the organisation is adhered to – is highly mission focused

Finalising budgets and allocating funds Maintains it health - Appointing new Board members, evaluating the Board’s performance and providing appropriate induction Taking ultimate responsibility for all legal matters Taking ultimate responsibility for compliance with regulatory requirements (eg annual general meeting etc) Appointing auditors and approving the audit of the financial records (via AGM) Managing committees

Finalising budgets and allocating funds

Maintains it health - Appointing new Board members, evaluating the Board’s performance and providing appropriate induction

Taking ultimate responsibility for all legal matters

Taking ultimate responsibility for compliance with regulatory requirements (eg annual general meeting etc)

Appointing auditors and approving the audit of the financial records (via AGM)

Managing committees

Maintaining and building the organisation’s public profile and enhancing organisation’s public profile Managing risks Approving any changes of additions outside the budget Taking responsibility for the company’s financial records Confirms and monitors organisation’s programs and services Evaluating Board members and their performance Employing the organisation’s CEO, supports them, setting their remuneration and evaluating their performance against agreed targets and plans.

Maintaining and building the organisation’s public profile and enhancing organisation’s public profile

Managing risks

Approving any changes of additions outside the budget

Taking responsibility for the company’s financial records

Confirms and monitors organisation’s programs and services

Evaluating Board members and their performance

Employing the organisation’s CEO, supports them, setting their remuneration and evaluating their performance against agreed targets and plans.

Employing the organisation’s CEO, supports them, setting their remuneration and evaluating their performance against agreed targets and plans. Adapts to the environment in which the organisation operates Serve as Court of Appeal Ensures adequate resources and that those resources are effectively managed

Employing the organisation’s CEO, supports them, setting their remuneration and evaluating their performance against agreed targets and plans.

Adapts to the environment in which the organisation operates

Serve as Court of Appeal

Ensures adequate resources and that those resources are effectively managed

Operational responsibilities Source: Pathways Australia Providing information to the Board, including recommendations for action Supporting the Board’s planning function Determining community needs – clients, members etc Operating programs and reporting on their successes and shortcomings Evaluating performance Organising the organisation’s events, fundraising activities etc once approved by the Board Managing volunteers and staff (other than the CEO) Implementing Board decisions

Operational responsibilities

Source: Pathways Australia

Providing information to the Board, including recommendations for action

Supporting the Board’s planning function

Determining community needs – clients, members etc

Operating programs and reporting on their successes and shortcomings

Evaluating performance

Organising the organisation’s events, fundraising activities etc once approved by the Board

Managing volunteers and staff (other than the CEO)

Implementing Board decisions

Conducting day-to-day financial operations Monitoring and managing daily operations Discussing ideas and forming long-term goals Planning organisational strategies Designing programs to achieve the group’s mission Proposing fundraising ideas Ensuring risk management programs are implemented Ensuring that achievements are recognised and documented Promoting the organisation

Conducting day-to-day financial operations

Monitoring and managing daily operations

Discussing ideas and forming long-term goals

Planning organisational strategies

Designing programs to achieve the group’s mission

Proposing fundraising ideas

Ensuring risk management programs are implemented

Ensuring that achievements are recognised and documented

Promoting the organisation

Joint Responsibilities Discussing ideas and forming long-term goals Planning organisational strategies Designing programs to achieve the group's mission – mostly CEO’s role Proposing fundraising ideas Ensuring risk management programs are implemented Ensuring that achievements are recognised and documented Promoting the organisation

Joint Responsibilities

Discussing ideas and forming long-term goals

Planning organisational strategies

Designing programs to achieve the group's mission – mostly CEO’s role

Proposing fundraising ideas

Ensuring risk management programs are implemented

Ensuring that achievements are recognised and documented

Promoting the organisation

Micromanagement In understanding the difference between Board and Operations, we understand more fully our roles, are equipped to fulfil our duties and roles, and diminish the risk of micromanagement . Micromanagement is a management style where a manager [Board] closely observes or controls the work of their employees [CEO], generally used as a pejorative term. In contrast to giving general instructions on smaller tasks while supervising larger concerns, the micromanager monitors and assesses every step. (Source: Wikipedia)

Micromanagement If boards micromanage because they don't know what else to do, then the obvious solution is to show them a different role. If boards micromanage because they are concerned and/or scared, then the obvious solution is to allay those fears. And finally, if board members micromanage because we've asked them to act as staff, then the obvious solution is not to ask them to perform staff functions.

If boards micromanage because they don't know what else to do, then the obvious solution is to show them a different role.

If boards micromanage because they are concerned and/or scared, then the obvious solution is to allay those fears.

And finally, if board members micromanage because we've asked them to act as staff, then the obvious solution is not to ask them to perform staff functions.

Creating the future “ The board is responsible for creating the future, not minding the shop.” – John Carver “ Creating the future” means making a real impact and focusing on the reasons our organisation’s exist.

“ The board is responsible for creating the future, not minding the shop.” – John Carver

“ Creating the future” means making a real impact and focusing on the reasons our organisation’s exist.

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