Not-For-Profit Directors - Selection and Support

Gone are the days where it was common for not-for-profit Boards to consist primarily, or solely in some instances, of directors with little or no experience of governance. This may sound like a bold statement given many smaller community organisations are still overseen by Boards of people who, while usually well-intentioned, have little knowledge of their role as director, or even their legal obligations and responsibilities, or the potential consequences of not meeting them.

Having effective directors on a Board is critical to ensuring a Board meets it’s legal, ethical and financial obligations while also ensuring the organisation it serves flourishes and provides the most effective products, services and programs to its target audience.

There are a number of tools Boards can use when appointing directors that will assist in an effective and efficient governing Board.

Position Descriptions - Fill Board positions from specific position descriptions that identify key attributes needed to fill each role - particularly the roles of:

• President

• Vice President

• Treasurer

• Secretary

• Public Officer

Training - Mandatory training for all new directors that includes:

• The role of a Board.

• The role of a Director

• A director’s legal obligations and responsibilities, and the possible consequences of not meeting them.

• Legislation applying to Not-For-Profit Organisations

• Good Board governance practices.

Induction - Mandatory induction for all new directors that includes:

• Organisational history

• The organisations constitution

• Board policies and procedures

• Board sub-committees

• Strategic Plan

• Organisational structure

• Overview of programs and services

• Key stakeholders

• Membership base

• Current year’s budget and financial position

• Formal introductions to co-Board members

• Formal introductions to key staff (particularly the CEO)

Code of Conduct - Develop, and enforce, a Board Code Of Conduct that describes the expectations of a director – and can include:

• Behaviour

• Ethical standards

• Conflicts of interest

• Confidentiality

• Commitment to role

• Communication

Buddy System – For a period of 12 months provide each new director with a “buddy” who is a current experienced Board member. This buddy provides:

• A point of contact for questions (without burdening the President)

• A sounding board for ideas/thoughts prior to presenting at a Board meeting.

• Regular feedback about work and performance

As always I’d love to hear your feedback.

If this is an area in which TakeControl Solutions may be of assistance to your organisation please do not hesitate to contact me.

Dwayne Wescombe

Managing Director - TakeControl Solutions

#Directors #BoardMembers #Induction #Board #Governance