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Effective Governance for Non-Profits

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Canadian Organization for Rare Disorders
Canadian Organization for Rare Disorders

The document discusses the roles and responsibilities of boards of directors and staff in managing not-for-profit organizations. It states that the board's main duties are to conduct strategic planning, hire staff, set budgets and policies, and set priorities for staff. The staff's main duties are to implement policies and carry out the strategic plan. It recommends that boards meet regularly, identify conflicts of interest, ensure proper insurance and liability coverage, and evaluate staff performance, while letting staff handle operational details.

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EFFECTIVE GOVERNANCE Managing Board and Staff Roles Judy Byrne
about me….
• Obtain Not-for-Profit Status • Set out your Objectives • Write your first set of by-laws • Get your Charitable registration number
Roll of the Board of Directors • Duty to conduct the Board solely within the parameters set out in the by-laws • Duty of Knowledge • Duty of Care • Due of Diligence • Fiduciary Duty
Role of the Board of Directors • To fund the organization • Strategic planning –Vision –Mission Statement –goals
Role of the Board of Directors Duty to Manage the Affairs of the Organization
Role of the Board of Directors Appoint Officers
Role of the Board of Directors Hire Staff
Role of the Board of Directors Set Budget
Role of the Board of Directors Create Policies
Role of the Board of Directors Set priorities for the staff
Duties of Staff • Implement the Policies • Carry out the strategic plan • Report to the board
Best Practices for Boards • Meet regularly • Set agendas, circulate early, and take minutes • Look for and identify conflicts of interest • Insure yourself for errors and omissions • Revisit the strategic plan on a yearly basis (self evaluate) • Regularly meet with management • Evaluate Staff Performance • Succession Planning • Annual Meeting of Membership • Transparency
Learn to let go…. • Have faith in the staff to do the job you hired them to do • Spend your time on the higher level planning, and leave the details to the staff • Ensure that authority is not exceeded • Frequent communication about work load and time constraints
www.ic.gc.ca.eic/site/cilp-pdci.nsf/eng/h_c100688

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Effective Governance for Non-Profits

  • 1. EFFECTIVE GOVERNANCE Managing Board and Staff Roles Judy Byrne
  • 3.
  • 4.
  • 5.
  • 6.
  • 7.
  • 8.
  • 9.
  • 10. • Obtain Not-for-Profit Status • Set out your Objectives • Write your first set of by-laws • Get your Charitable registration number
  • 11.
  • 12.
  • 13. Roll of the Board of Directors • Duty to conduct the Board solely within the parameters set out in the by-laws • Duty of Knowledge • Duty of Care • Due of Diligence • Fiduciary Duty
  • 14. Role of the Board of Directors • To fund the organization • Strategic planning –Vision –Mission Statement –goals
  • 15. Role of the Board of Directors Duty to Manage the Affairs of the Organization
  • 16. Role of the Board of Directors Appoint Officers
  • 17. Role of the Board of Directors Hire Staff
  • 18. Role of the Board of Directors Set Budget
  • 19. Role of the Board of Directors Create Policies
  • 20. Role of the Board of Directors Set priorities for the staff
  • 21. Duties of Staff • Implement the Policies • Carry out the strategic plan • Report to the board
  • 22. Best Practices for Boards • Meet regularly • Set agendas, circulate early, and take minutes • Look for and identify conflicts of interest • Insure yourself for errors and omissions • Revisit the strategic plan on a yearly basis (self evaluate) • Regularly meet with management • Evaluate Staff Performance • Succession Planning • Annual Meeting of Membership • Transparency
  • 23. Learn to let go…. • Have faith in the staff to do the job you hired them to do • Spend your time on the higher level planning, and leave the details to the staff • Ensure that authority is not exceeded • Frequent communication about work load and time constraints