Caledon Chamber of Commerce <ul><li>New Board Orientation  </li></ul><ul><li>August 5, 2009 </li></ul><ul><ul><li>Facilita...
Ten Basic Responsibilities of Directors Determine the Organization’s Mission and Purpose
As the designated leadership of the organization you are expected to: <ul><li>Develop and approve a long term strategic pl...
Review the Strategic Plan <ul><li>Determine the organization’s strengths and weaknesses </li></ul><ul><li>Establish long t...
Support the CEO and Assess Performance <ul><li>Ensure that the CEO </li></ul><ul><ul><li>Receives frequent and constructiv...
Ensure Effective Organizational Planning <ul><li>To consult widely with stakeholders in the development of a long term str...
Ensure Adequate Resources <ul><li>Provide adequate resources is an important board responsibility </li></ul><ul><ul><li>Ev...
Manage Resources Effectively <ul><li>Protect accumulated assets </li></ul><ul><li>Manage current income </li></ul><ul><li>...
Determine, Monitor and Strengthen the Organization’s Programs and Services <ul><li>Ensure programs and services are consis...
Enhance the Organizations Public Standing <ul><li>Board members must be ambassadors, boosters and advocates for the chambe...
Ensure Legal and Ethical Integrity and Maintain Accountability <ul><li>Ensure adherence to all laws and regulations and et...
Recruit and Orient New Board Members and Assess Board Performance <ul><li>Strike a nominating/governance/executive committ...
Role of Chair <ul><li>Serves as chair at board meetings </li></ul><ul><li>Intermediary between board & the executive commi...
Role of CEO/President <ul><li>Reports to the Chair and is responsible for achieving the objectives set out in the business...
Statement of Individual Board Member’s Responsibility <ul><li>Individual board members have no special privileges or autho...
General Expectations <ul><li>Know the organization’s vision, mission, mandate, policies </li></ul><ul><li>Perform duties r...
General Expectations <ul><li>Avoid conflicts </li></ul><ul><li>Serve the organization as a whole </li></ul><ul><li>Avoid t...
Fiduciary Responsibilities <ul><li>Read and understand the organization’s financial statements </li></ul>
Membership development and sponsorship <ul><li>Be on the lookout constantly for new members </li></ul><ul><li>Encourage yo...
Governance Principles for Non-Profit Organizations <ul><li>Transparency </li></ul><ul><li>Fairness </li></ul><ul><li>Integ...
Questions to Ponder
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Ten Basic Responsibilities Of Directors

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Caledon Chamber of Commerce board orientation by Mr. John Dolbec
CEO Hamilton Chamber of Commerce

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Ten Basic Responsibilities Of Directors

  1. 1. Caledon Chamber of Commerce <ul><li>New Board Orientation </li></ul><ul><li>August 5, 2009 </li></ul><ul><ul><li>Facilitated by: </li></ul></ul><ul><ul><ul><ul><li>Mr. John Dolbec </li></ul></ul></ul></ul><ul><ul><ul><ul><li>CEO Hamilton Chamber of Commerce </li></ul></ul></ul></ul>
  2. 2. Ten Basic Responsibilities of Directors Determine the Organization’s Mission and Purpose
  3. 3. As the designated leadership of the organization you are expected to: <ul><li>Develop and approve a long term strategic plan (vision, mission, mandate, goals) </li></ul><ul><li>Review the strategic plan annually for adequacy, accuracy, and validity </li></ul><ul><li>Distribute the mandate widely so it is understood by the members </li></ul><ul><li>Assess programs and services to ensure alignment with strategic plan </li></ul>
  4. 4. Review the Strategic Plan <ul><li>Determine the organization’s strengths and weaknesses </li></ul><ul><li>Establish long term priorities </li></ul><ul><li>Establish objectives for current year </li></ul><ul><li>Determine capabilities and competencies requires </li></ul><ul><li>Provide funding </li></ul>
  5. 5. Support the CEO and Assess Performance <ul><li>Ensure that the CEO </li></ul><ul><ul><li>Receives frequent and constructive feedback </li></ul></ul><ul><ul><li>Is supported when board members overstep or misunderstand their roles </li></ul></ul><ul><ul><li>Feels that his/her performance is being assessed in relation to the board’s performance </li></ul></ul><ul><ul><li>Is introduced to community leaders/is invited to important social functions </li></ul></ul><ul><ul><li>Is complemented for exceptional initiatives </li></ul></ul><ul><ul><li>Is encouraged to take personal and professional development for renewal </li></ul></ul><ul><ul><li>Receives a comprehensive and objective performance review at least annually which focuses on the achievement of goals and objectives, mutually agreed upon in advance; to help CEO perform more effectively </li></ul></ul>
  6. 6. Ensure Effective Organizational Planning <ul><li>To consult widely with stakeholders in the development of a long term strategic plan </li></ul><ul><li>To translate the broad mission of the organization into objectives and goals that can be measured and accomplished </li></ul><ul><li>To approve an annual business plan and budget </li></ul><ul><li>To strike committees as appropriate for the implementation of the business plan </li></ul><ul><li>Chair a committee/take a leadership role in a specific portfolio </li></ul>
  7. 7. Ensure Adequate Resources <ul><li>Provide adequate resources is an important board responsibility </li></ul><ul><ul><li>Every board member must be a chamber member, a sponsor and a membership sales booster </li></ul></ul><ul><ul><li>Every board member must list his/her contacts who can be helpful to the chamber </li></ul></ul><ul><ul><li>Rule of 3 G’s </li></ul></ul><ul><ul><ul><li>Give, Get, or Get Off </li></ul></ul></ul>
  8. 8. Manage Resources Effectively <ul><li>Protect accumulated assets </li></ul><ul><li>Manage current income </li></ul><ul><li>Help develop and approve annual budget </li></ul><ul><li>Authorize an annual independent review of the finances </li></ul><ul><li>Ensure the cash management controls are in place </li></ul><ul><li>Purchase adequate liability insurance </li></ul><ul><li>Monitor the distribution of authority for financial decisions between board and staff </li></ul><ul><li>Oversee investments </li></ul>
  9. 9. Determine, Monitor and Strengthen the Organization’s Programs and Services <ul><li>Ensure programs and services are consistent with the organizations strategic vision and mission </li></ul><ul><li>Ensure that the programs and services are of high quality </li></ul><ul><li>Ensure that programs and services meet the needs and expectations of the members </li></ul><ul><li>Survey to understand who participates, what are the participation trends </li></ul>
  10. 10. Enhance the Organizations Public Standing <ul><li>Board members must be ambassadors, boosters and advocates for the chamber and ensure a healthy and accurate public image </li></ul><ul><li>Develop a chamber message which board members can deliver; stick to the message </li></ul><ul><li>Identify the organization’s chief spokesperson </li></ul><ul><li>No board member should make statements on behalf of the chamber unless authorized to do so by the board </li></ul>
  11. 11. Ensure Legal and Ethical Integrity and Maintain Accountability <ul><li>Ensure adherence to all laws and regulations and ethical norms </li></ul><ul><li>Ensure that sound personnel policies are in place </li></ul><ul><li>Provide your expert advice when called upon by the CEO </li></ul><ul><li>Establish conflict of interest and other policies to protect the organization </li></ul><ul><li>Ensure that all actions taken by the board are in full compliance with the bylaws </li></ul><ul><li>Ensure an annual independent financial review </li></ul><ul><li>Publish an annual report </li></ul>
  12. 12. Recruit and Orient New Board Members and Assess Board Performance <ul><li>Strike a nominating/governance/executive committee </li></ul><ul><li>Determine the competencies and representations required on the board </li></ul><ul><li>Determine what the ideal ‘balance’ board would look like; what competencies and representations are required? </li></ul><ul><li>Identify gaps </li></ul><ul><li>Evaluate the performance of the individual board members and do not nominate underperforming board members </li></ul><ul><li>Conduct an orientation to acquaint board members with the chamber and with their role as a board member </li></ul><ul><li>Prepare a written job description for the board as a whole and for board members </li></ul>
  13. 13. Role of Chair <ul><li>Serves as chair at board meetings </li></ul><ul><li>Intermediary between board & the executive committee and chamber management </li></ul><ul><li>Responsible for board performance </li></ul><ul><li>Provides leadership to the board and executive committee </li></ul><ul><li>Serves as the voice of the chamber on certain matters, as approved by the board </li></ul><ul><li>Holds the CEO accountable for the implementation of the objectives set out in the annual business plan </li></ul><ul><li>Ensures the ongoing advancement of the chamber’s vision and mission set out in the strategic plan </li></ul><ul><li>Ensures that required committees are struck and that the annual planning cycle is being followed </li></ul><ul><li>Acts as the chamber figure head at chamber events </li></ul>
  14. 14. Role of CEO/President <ul><li>Reports to the Chair and is responsible for achieving the objectives set out in the business plan and for achieving budgeted targets </li></ul><ul><li>Is responsible for all administrative functions of the organization </li></ul><ul><li>Hires, manages, dismisses chamber staff </li></ul><ul><li>Supports and resources the board and all committees </li></ul><ul><li>Researches issues </li></ul><ul><li>Keeps the Chair fully informed, particularly of unanticipated events and occurrences in key results areas </li></ul><ul><li>Resolves member related problems which impact upon the chamber </li></ul><ul><li>Responds to the media on routine matters </li></ul><ul><li>Makes representations on behalf of the chamber to the media and to the public on routine matters and stand in for the Chair </li></ul><ul><li>Interfaces with government at the bureaucratic level </li></ul><ul><li>Provides support to the Chair </li></ul><ul><li>Acts as corporate secretary to the board </li></ul>
  15. 15. Statement of Individual Board Member’s Responsibility <ul><li>Individual board members have no special privileges or authorities and must meet in a formal session to make decisions for the chamber </li></ul><ul><li>Why does the organization need a statement of individual board member responsibility? </li></ul><ul><li>To assist with the recruitment of new board members </li></ul><ul><li>To provide criteria by which the performance of existing board members can be evaluated </li></ul>
  16. 16. General Expectations <ul><li>Know the organization’s vision, mission, mandate, policies </li></ul><ul><li>Perform duties responsibly and honestly with due care and loyalty to the organization </li></ul><ul><li>Suggest suitable nominees for election to the board </li></ul><ul><li>Attend/support at Chamber events, membership meetings, delegations and community commitments ( fairs, parades etc.) </li></ul>
  17. 17. General Expectations <ul><li>Avoid conflicts </li></ul><ul><li>Serve the organization as a whole </li></ul><ul><li>Avoid the appearance of any conflicts that might embarrass the organization </li></ul><ul><li>Disclose possible conflicts in a timely manner </li></ul><ul><li>Maintain independence and objectivity </li></ul>
  18. 18. Fiduciary Responsibilities <ul><li>Read and understand the organization’s financial statements </li></ul>
  19. 19. Membership development and sponsorship <ul><li>Be on the lookout constantly for new members </li></ul><ul><li>Encourage your friends, customers and suppliers to become chamber members </li></ul><ul><li>Sponsor a chamber event </li></ul>
  20. 20. Governance Principles for Non-Profit Organizations <ul><li>Transparency </li></ul><ul><li>Fairness </li></ul><ul><li>Integrity </li></ul><ul><li>Effectiveness </li></ul><ul><li>Politically sensitive </li></ul><ul><ul><li>A-political/Non-partisan </li></ul></ul>
  21. 21. Questions to Ponder

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