The document outlines policies and procedures for board selection and management at an organization called NAHDA. It details criteria for board member selection including structure, responsibilities, and terms. Procedures for board meetings and elections are provided. The board is responsible for policy formulation, fundraising, financial oversight, and stakeholder representation. Input from stakeholders is obtained through regular meetings, feedback collection, and disseminating reports.
The document provides guidelines for the effective operation of the Philippine Association of Academic/Research Librarians. It outlines the responsibilities of the board of directors, officers (President, Vice President, Secretary, Treasurer, Auditor, PRO), directors, council of elders, and committees. It describes corporate responsibilities, operations, membership rules, awards, elections, important dates, and sample documents. The purpose is to maintain, preserve and enhance the association's effectiveness based on its bylaws and experiences.
GM_Corporate Governance_Directors and Corporate Governance CommitteeManya Mohan
The Directors and Corporate Governance Committee is responsible for identifying and recommending individuals to serve on the Board of Directors of General Motors Corporation. The Committee oversees matters related to Board service and corporate governance. It is tasked with reviewing director qualifications, recommending Board nominees, and overseeing new director orientation and continuing education. The Committee also monitors compliance with corporate governance guidelines and annually evaluates Board effectiveness.
The document outlines the constitution of the Douala Entrepreneurship Association (DEA) which was established on March 15th, 2011 in Douala, Cameroon. It details the objectives of the association which are to support entrepreneurship in Cameroon by creating a database of professionals and organizing training events. It establishes a management committee to govern the association and handle its finances, which will include a president, vice presidents, and treasurer. The constitution also outlines rules for membership, meetings, amending the constitution, and dissolving the association.
1. The document outlines the constitution for the Douala Entrepreneurship Centre (DEC) association.
2. The objectives of the DEC are to support entrepreneurship in Cameroon by creating a professional database, organizing training events, and developing international linkages.
3. A management committee will govern the DEC, meet monthly, and can form subcommittees. This constitution was adopted in February 2011.
The document outlines 27 corporate governance guidelines for Walgreen Co., including:
1) The board believes the roles of chairman and CEO should be considered during succession planning based on circumstances.
2) The board may designate a lead independent director to strengthen board oversight and communication.
3) The board has four standing committees - audit, compensation, nominating and governance, and finance - and only independent directors may serve on the first three.
4) Director responsibilities include attending meetings, reviewing materials, providing oversight of management and major strategies, and annually evaluating board performance.
This document outlines the constitution of The Glorious Christian Youth Association. It establishes the association's name, objects, and powers. It details membership qualifications and processes. It describes general meetings for members and establishes rules around notice, quorum, voting, and procedures. It also establishes the management committee, including its size, eligibility, elections, officers, and meeting procedures. Finally, it addresses administration, duties of committee members, and the ability to form subcommittees.
The document outlines the charter for the Governance & Nominating Committee of Owens & Minor, Inc. It establishes that the committee will be comprised of at least 3 independent directors appointed annually by the board. The committee is responsible for identifying and nominating qualified board candidates and committee members and overseeing corporate governance policies. It is also tasked with annually evaluating board performance and CEO performance, succession planning, and reviewing its own charter. The charter provides the framework for the committee's composition, objectives, authority, responsibilities, and procedures.
The document provides guidelines for the effective operation of the Philippine Association of Academic/Research Librarians. It outlines the responsibilities of the board of directors, officers (President, Vice President, Secretary, Treasurer, Auditor, PRO), directors, council of elders, and committees. It describes corporate responsibilities, operations, membership rules, awards, elections, important dates, and sample documents. The purpose is to maintain, preserve and enhance the association's effectiveness based on its bylaws and experiences.
GM_Corporate Governance_Directors and Corporate Governance CommitteeManya Mohan
The Directors and Corporate Governance Committee is responsible for identifying and recommending individuals to serve on the Board of Directors of General Motors Corporation. The Committee oversees matters related to Board service and corporate governance. It is tasked with reviewing director qualifications, recommending Board nominees, and overseeing new director orientation and continuing education. The Committee also monitors compliance with corporate governance guidelines and annually evaluates Board effectiveness.
The document outlines the constitution of the Douala Entrepreneurship Association (DEA) which was established on March 15th, 2011 in Douala, Cameroon. It details the objectives of the association which are to support entrepreneurship in Cameroon by creating a database of professionals and organizing training events. It establishes a management committee to govern the association and handle its finances, which will include a president, vice presidents, and treasurer. The constitution also outlines rules for membership, meetings, amending the constitution, and dissolving the association.
1. The document outlines the constitution for the Douala Entrepreneurship Centre (DEC) association.
2. The objectives of the DEC are to support entrepreneurship in Cameroon by creating a professional database, organizing training events, and developing international linkages.
3. A management committee will govern the DEC, meet monthly, and can form subcommittees. This constitution was adopted in February 2011.
The document outlines 27 corporate governance guidelines for Walgreen Co., including:
1) The board believes the roles of chairman and CEO should be considered during succession planning based on circumstances.
2) The board may designate a lead independent director to strengthen board oversight and communication.
3) The board has four standing committees - audit, compensation, nominating and governance, and finance - and only independent directors may serve on the first three.
4) Director responsibilities include attending meetings, reviewing materials, providing oversight of management and major strategies, and annually evaluating board performance.
This document outlines the constitution of The Glorious Christian Youth Association. It establishes the association's name, objects, and powers. It details membership qualifications and processes. It describes general meetings for members and establishes rules around notice, quorum, voting, and procedures. It also establishes the management committee, including its size, eligibility, elections, officers, and meeting procedures. Finally, it addresses administration, duties of committee members, and the ability to form subcommittees.
The document outlines the charter for the Governance & Nominating Committee of Owens & Minor, Inc. It establishes that the committee will be comprised of at least 3 independent directors appointed annually by the board. The committee is responsible for identifying and nominating qualified board candidates and committee members and overseeing corporate governance policies. It is also tasked with annually evaluating board performance and CEO performance, succession planning, and reviewing its own charter. The charter provides the framework for the committee's composition, objectives, authority, responsibilities, and procedures.
The trust aims to establish and manage educational institutions that provide degrees, diplomas and certificates in various subjects like arts, science, engineering, technology, medicine, business and law. It aims to publish educational materials like books and periodicals on these subjects. It also aims to organize lectures, seminars and conferences to promote research and spread education to underprivileged communities.
To achieve these aims, the trust can acquire property, collect donations, take loans, and raise funds through various means. It has different types of members like grand patrons, patrons, donors and honorary members based on donation amounts. Management is vested in the general body and managing committee. Key office bearers include the president, vice president, treasurer and
The Corporate Governance Committee Charter establishes the purpose, composition, duties, and responsibilities of Entergy Corporation's Corporate Governance Committee. The Committee oversees issues related to the Board of Directors, including identifying qualified Board members and developing corporate governance principles. It also oversees evaluations of the Board and management. The Charter outlines the Committee's duties to review the size and composition of the Board, identify director nominees, and make recommendations regarding Board committees and procedures. It grants the Committee authority to retain advisors and conduct an annual self-evaluation.
Company meetings include statutory meetings, annual general meetings, and extraordinary general meetings. Statutory meetings must be held within 3-6 months of incorporation. Annual general meetings are held once a year to discuss annual reports, elect directors, and declare dividends. Extraordinary general meetings are held for special occasions like mergers. Board of director meetings are conducted regularly to make company decisions and ensure duties are carried out. Committees of directors oversee specific matters. Ordinary resolutions require a simple majority while special resolutions require 3/4 majority to pass.
A successful nonprofit organization must have a responsible and engaged board of directors. This workshop will address fundamental nonprofit governance concepts including board members’ roles and responsibilities, board policies, and financial and legal oversight.
This document discusses cooperative management. It defines cooperative management as trying to achieve more effective and equitable systems of resource management by having representatives from user groups, scientists, and government agencies share knowledge, power, and responsibility. It then describes the benefits and functions of cooperative management, including planning, organizing, directing, coordinating, and controlling. It also outlines the structure of cooperatives in Rwanda from primary cooperatives to unions, federations, and confederations. Finally, it discusses some tools used in cooperative management like accounting systems, control reports, security, training, and strategic planning.
The Nominating and Governance Committee is composed of at least three independent directors who are appointed by the Board of Directors of Reliance Steel & Aluminum Co. The primary purpose of the committee is to ensure the Board and its committees are properly constituted to meet fiduciary obligations to shareholders. Key responsibilities include identifying and evaluating Board nominees, developing governance policies, overseeing Board and management evaluations, and recommending committee assignments. The committee meets at least annually and reports regularly to the full Board.
Final Curriculum_Vitae_for_Wilbert_Mhlanga[1] Version 2Wilbert Mhlanga
Wilbert Mhlanga has over 20 years of experience in company secretarial and financial roles. He currently works as the Company Secretary for Medscheme Holdings, where his responsibilities include managing board meetings, ensuring compliance, and advising on governance matters. Previously, he held secretarial roles at MTN South Africa and BHP Billiton. Mhlanga has a Public Relations qualification and CIS certification. He is pursuing an MBA from Warwick Business School.
The document outlines Occidental's corporate governance policies, which were adopted by the Board of Directors to improve performance. Key policies include requiring at least two-thirds of Board members to be independent, annual evaluations of director and Board performance, succession planning for executive officers, and allowing shareholders to communicate directly with nonmanagement directors.
The document outlines the amended by-laws of the Philippine Association of Academic/Research Librarians (PAARL). It details the organization's name, objectives, membership types including regular members, associate members, institutional members and honorary members. It also describes the governing Board of Directors, including its composition, powers, officers and their duties. The by-laws establish that PAARL is a non-stock, non-profit organization that aims to promote effective use of knowledge in support of teaching and research in academic libraries.
This document outlines the by-laws of CSA Makati 91, Inc. It discusses the organization of meetings of members, including annual meetings, monthly/special meetings, notices of meetings, quorums, and voting procedures. It also outlines the structure of the Board of Trustees, including their powers and duties, qualifications for trustees, vacancies, and terms. Finally, it discusses the election and roles of officers, including the Executive Director, Deputy Executive Director, Secretary, Treasurer, and Auditor. Committees and functions are also established for a Homecoming Committee and Outreach Committee.
walgreen Nominating and Governance Committee Charter finance4
The Walgreen Co. Nominating and Governance Committee Charter establishes the committee to identify qualified board members and establish corporate governance principles. The committee is comprised of at least three independent directors appointed by the board, and is authorized to recommend governance guidelines, board member qualifications, and candidates for board and committee positions. The committee meets at least twice yearly and is responsible for duties including reviewing board independence and composition, overseeing board evaluations, and recommending changes to non-employee director compensation.
The document summarizes the key aspects of Secretarial Standard 1 regarding meetings of the board of directors. It outlines requirements for convening board meetings such as minimum notice period, quorum, and frequency of meetings. It also discusses procedures that must be followed including maintenance of attendance registers, drafting and circulation of minutes, and other governance matters related to board meetings. The standard aims to integrate and standardize diverse secretarial practices across companies.
This document discusses the general principles and procedures related to company meetings. It covers topics such as the different types of company meetings, requirements for a valid meeting, authorities who can convene meetings, notice procedures, agenda, quorum, the chairman's role and duties, methods for ascertaining the sense of the meeting, proxies, minutes, motions, and resolutions. Key points include that a meeting requires a proper notice, quorum, agenda listing items of ordinary and special business, and resolutions are formal decisions passed by the meeting.
There are three main types of company meetings: statutory meetings, annual general meetings (AGMs), and extraordinary general meetings. Statutory meetings must be held within 6 months of incorporation to inform members about company formation. AGMs must be held annually to discuss ordinary business like financial reports. Extraordinary general meetings are additional meetings called when urgent special business arises. All company meetings require proper notice, valid constitution and conduct according to applicable laws and articles of association. The chairman oversees the valid and orderly conduct of meetings.
This document outlines corporate governance policies related to auditors for companies and banks in Pakistan. It discusses the appointment, qualifications, tenure, and responsibilities of auditors. The key points covered are:
1) Auditors must be appointed annually by companies and the first auditor is appointed by directors within 60 days of incorporation. Auditors hold office until the next annual meeting.
2) Auditors must meet qualification criteria and are disqualified if they have certain conflicts of interest with the company.
3) Bank audits must be conducted according to the Banking Companies Ordinance of 1962 and auditors must meet additional criteria set by the State Bank of Pakistan.
4) Auditors are responsible for opining
This document provides guidelines for the governance of the Board of Directors of the National Adult Learning Organisation (AONTAS). It outlines the organization's mission and constitution. It describes the composition, meetings, agenda setting, and minutes for the Board. It addresses the selection and election of directors, as well as the induction of new board members. It also covers conflicts of interest and the key responsibilities, roles, and functions of the Board, President, CEO, and Corporate Secretary. The overall purpose is to establish policies and procedures for the Board to provide effective leadership and oversight of the organization in accordance with legal and ethical standards for nonprofit governance.
This document discusses different types of company meetings including statutory meetings, annual general meetings, and extraordinary general meetings. It provides details on the purpose, timing, and requirements of statutory meetings, which must be held within the first 6 months of a company's operation to acquaint members with company assets and floatation success. Annual general meetings must be held yearly to review ordinary business like annual accounts and electing directors. Extraordinary general meetings can be called as needed by directors or members to address special business matters that cannot wait for the annual meeting.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
The trust aims to establish and manage educational institutions that provide degrees, diplomas and certificates in various subjects like arts, science, engineering, technology, medicine, business and law. It aims to publish educational materials like books and periodicals on these subjects. It also aims to organize lectures, seminars and conferences to promote research and spread education to underprivileged communities.
To achieve these aims, the trust can acquire property, collect donations, take loans, and raise funds through various means. It has different types of members like grand patrons, patrons, donors and honorary members based on donation amounts. Management is vested in the general body and managing committee. Key office bearers include the president, vice president, treasurer and
The Corporate Governance Committee Charter establishes the purpose, composition, duties, and responsibilities of Entergy Corporation's Corporate Governance Committee. The Committee oversees issues related to the Board of Directors, including identifying qualified Board members and developing corporate governance principles. It also oversees evaluations of the Board and management. The Charter outlines the Committee's duties to review the size and composition of the Board, identify director nominees, and make recommendations regarding Board committees and procedures. It grants the Committee authority to retain advisors and conduct an annual self-evaluation.
Company meetings include statutory meetings, annual general meetings, and extraordinary general meetings. Statutory meetings must be held within 3-6 months of incorporation. Annual general meetings are held once a year to discuss annual reports, elect directors, and declare dividends. Extraordinary general meetings are held for special occasions like mergers. Board of director meetings are conducted regularly to make company decisions and ensure duties are carried out. Committees of directors oversee specific matters. Ordinary resolutions require a simple majority while special resolutions require 3/4 majority to pass.
A successful nonprofit organization must have a responsible and engaged board of directors. This workshop will address fundamental nonprofit governance concepts including board members’ roles and responsibilities, board policies, and financial and legal oversight.
This document discusses cooperative management. It defines cooperative management as trying to achieve more effective and equitable systems of resource management by having representatives from user groups, scientists, and government agencies share knowledge, power, and responsibility. It then describes the benefits and functions of cooperative management, including planning, organizing, directing, coordinating, and controlling. It also outlines the structure of cooperatives in Rwanda from primary cooperatives to unions, federations, and confederations. Finally, it discusses some tools used in cooperative management like accounting systems, control reports, security, training, and strategic planning.
The Nominating and Governance Committee is composed of at least three independent directors who are appointed by the Board of Directors of Reliance Steel & Aluminum Co. The primary purpose of the committee is to ensure the Board and its committees are properly constituted to meet fiduciary obligations to shareholders. Key responsibilities include identifying and evaluating Board nominees, developing governance policies, overseeing Board and management evaluations, and recommending committee assignments. The committee meets at least annually and reports regularly to the full Board.
Final Curriculum_Vitae_for_Wilbert_Mhlanga[1] Version 2Wilbert Mhlanga
Wilbert Mhlanga has over 20 years of experience in company secretarial and financial roles. He currently works as the Company Secretary for Medscheme Holdings, where his responsibilities include managing board meetings, ensuring compliance, and advising on governance matters. Previously, he held secretarial roles at MTN South Africa and BHP Billiton. Mhlanga has a Public Relations qualification and CIS certification. He is pursuing an MBA from Warwick Business School.
The document outlines Occidental's corporate governance policies, which were adopted by the Board of Directors to improve performance. Key policies include requiring at least two-thirds of Board members to be independent, annual evaluations of director and Board performance, succession planning for executive officers, and allowing shareholders to communicate directly with nonmanagement directors.
The document outlines the amended by-laws of the Philippine Association of Academic/Research Librarians (PAARL). It details the organization's name, objectives, membership types including regular members, associate members, institutional members and honorary members. It also describes the governing Board of Directors, including its composition, powers, officers and their duties. The by-laws establish that PAARL is a non-stock, non-profit organization that aims to promote effective use of knowledge in support of teaching and research in academic libraries.
This document outlines the by-laws of CSA Makati 91, Inc. It discusses the organization of meetings of members, including annual meetings, monthly/special meetings, notices of meetings, quorums, and voting procedures. It also outlines the structure of the Board of Trustees, including their powers and duties, qualifications for trustees, vacancies, and terms. Finally, it discusses the election and roles of officers, including the Executive Director, Deputy Executive Director, Secretary, Treasurer, and Auditor. Committees and functions are also established for a Homecoming Committee and Outreach Committee.
walgreen Nominating and Governance Committee Charter finance4
The Walgreen Co. Nominating and Governance Committee Charter establishes the committee to identify qualified board members and establish corporate governance principles. The committee is comprised of at least three independent directors appointed by the board, and is authorized to recommend governance guidelines, board member qualifications, and candidates for board and committee positions. The committee meets at least twice yearly and is responsible for duties including reviewing board independence and composition, overseeing board evaluations, and recommending changes to non-employee director compensation.
The document summarizes the key aspects of Secretarial Standard 1 regarding meetings of the board of directors. It outlines requirements for convening board meetings such as minimum notice period, quorum, and frequency of meetings. It also discusses procedures that must be followed including maintenance of attendance registers, drafting and circulation of minutes, and other governance matters related to board meetings. The standard aims to integrate and standardize diverse secretarial practices across companies.
This document discusses the general principles and procedures related to company meetings. It covers topics such as the different types of company meetings, requirements for a valid meeting, authorities who can convene meetings, notice procedures, agenda, quorum, the chairman's role and duties, methods for ascertaining the sense of the meeting, proxies, minutes, motions, and resolutions. Key points include that a meeting requires a proper notice, quorum, agenda listing items of ordinary and special business, and resolutions are formal decisions passed by the meeting.
There are three main types of company meetings: statutory meetings, annual general meetings (AGMs), and extraordinary general meetings. Statutory meetings must be held within 6 months of incorporation to inform members about company formation. AGMs must be held annually to discuss ordinary business like financial reports. Extraordinary general meetings are additional meetings called when urgent special business arises. All company meetings require proper notice, valid constitution and conduct according to applicable laws and articles of association. The chairman oversees the valid and orderly conduct of meetings.
This document outlines corporate governance policies related to auditors for companies and banks in Pakistan. It discusses the appointment, qualifications, tenure, and responsibilities of auditors. The key points covered are:
1) Auditors must be appointed annually by companies and the first auditor is appointed by directors within 60 days of incorporation. Auditors hold office until the next annual meeting.
2) Auditors must meet qualification criteria and are disqualified if they have certain conflicts of interest with the company.
3) Bank audits must be conducted according to the Banking Companies Ordinance of 1962 and auditors must meet additional criteria set by the State Bank of Pakistan.
4) Auditors are responsible for opining
This document provides guidelines for the governance of the Board of Directors of the National Adult Learning Organisation (AONTAS). It outlines the organization's mission and constitution. It describes the composition, meetings, agenda setting, and minutes for the Board. It addresses the selection and election of directors, as well as the induction of new board members. It also covers conflicts of interest and the key responsibilities, roles, and functions of the Board, President, CEO, and Corporate Secretary. The overall purpose is to establish policies and procedures for the Board to provide effective leadership and oversight of the organization in accordance with legal and ethical standards for nonprofit governance.
This document discusses different types of company meetings including statutory meetings, annual general meetings, and extraordinary general meetings. It provides details on the purpose, timing, and requirements of statutory meetings, which must be held within the first 6 months of a company's operation to acquaint members with company assets and floatation success. Annual general meetings must be held yearly to review ordinary business like annual accounts and electing directors. Extraordinary general meetings can be called as needed by directors or members to address special business matters that cannot wait for the annual meeting.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms for those who already suffer from conditions like anxiety and depression.
Dražen Petrović was a Croatian professional basketball player who achieved success playing in Europe and later in the NBA. He began his career playing for local teams in Croatia before joining prestigious European clubs like Cibona and Real Madrid, winning championships with both. In 1989, he joined the NBA's Portland Trail Blazers, but later found more success with the New Jersey Nets, being named the team's MVP. Tragically, Petrović died in a car accident in 1993 at the young age of 28 while traveling back to Croatia. He is still remembered today for his skill and dedication to the game.
The purpose of this essay is to properly reflect all factors available on the internet for Norway and present in this research to the reader a complete picture of this country as a reference in the industry of hydrocarbons.Basically it is presentation of all available data for Norway in the reference area of hydrocarbons and primary job is not mine, my aim is to get the reader what we mean when we say that Greece should follow the model of Norway. It was published from the Institute of Research and Training on European Affairs – I.R.T.E.A, you can see the publication in this link: http://www.irtea.gr/?lang=en
Este documento proporciona instrucciones para crear un proyecto de aplicación Android en Eclipse llamado "Programa cinco". Explica cómo abrir Eclipse, crear un nuevo proyecto Android, nombrarlo, y finalizarlo. Además, incluye código XML para dos campos de entrada de texto, un botón de casilla de verificación y texto asociado. El objetivo es practicar y desarrollar más habilidades de programación aprendidas en clase a través de presentaciones en Eclipse.
Our solution aims to create an affordable and user-friendly smart building system that connects any electrical device to the internet for remote power control and monitoring capabilities. Currently, manual control of devices at home provides no remote access and makes it difficult to track electricity consumption. We propose a bundled product that offers both power control and metering through a plug-and-play system with easy-to-use interfaces, at a cost-effective price point. This addresses a growing market opportunity in smart grids and the internet of things.
Researching and Cleaning up records on FamilySearch.orgRsMom
This document provides information from multiple sources about the Baird family and related families in Wilson County, Tennessee between the 1850s and 1880s. It discusses Elder Neil L. Anderson encouraging family history research. It also summarizes a website dedicated to discovering the parents of Moses Baird and mentions a sawmill operated by the Oliver family. The document then provides details about the Baird's Mill in Tennessee in the late 1800s and mentions individuals like Lucien B. Smith, William B. Hunt, Joseph F. Gladdon, P.W. Vaughan, A1 Baird, and others in connection with the mill. It also discusses Mormon missionaries like William S. Berry and John H. Gibbs who were killed in 1884
El amor puede expresarse de diversas formas como enamoramiento, cariño o aprecio, y aunque siempre termina, mientras dura es lo mejor que nos puede pasar. Se recomienda amar a los demás y a las mascotas, pero también hay que tener cuidado pues algunas personas usan el amor para fines negativos, por lo que es importante decidir conscientemente si amar o no.
Valores que poseo es un poema escrito por Johnny. El poema expresa los valores más importantes que Johnny posee como la familia, la honestidad y la amistad. Johnny aprecia estos valores y los considera fundamentales en su vida.
This curriculum vitae outlines the education and extensive experience of Ken Leschuk as an architectural technologist. It summarizes his qualifications, including education in architectural technology and continuing education courses. It also lists his past roles with various companies from 1983 to present, where he served as a senior designer, project manager, manager of commercial construction, and director of property services, overseeing a wide range of construction projects ranging from $100,000 to over $50 million in value. Additionally, it specifies his involvement with the Architectural and Building Technologists Association of Manitoba where he served as past president.
The Board of Directors will consist of a minimum of 5 members including a Chairperson, President, Secretary and Treasurer who will each serve one-year terms. Candidates for the board must be selected by the Executive Director and have at least 3 years of relevant work experience, no conflicts of interest, adequate time to commit and not represent any political interests. The board is responsible for approving organizational policies, strategic plans, annual reports and activity proposals, and meeting quarterly with the Executive Director for updates. Resigning board members must provide notice and hand over all materials before terminating their role.
The document outlines the organizational structure of a cooperative, including its various governing bodies and committees. The highest policy-making body is the General Assembly, composed of all voting members. It determines amendments, elects the Board of Directors, and approves development plans. The Board of Directors manages the day-to-day operations. Additional bodies include the Treasurer, Secretary, Mediation Committee, Audit Committee, Election Committee, and Ethics Committee, each with defined roles and responsibilities.
The document outlines sustainability policies and procedures for an organization called NAHDA. It discusses establishing committees made up of community members to promote ownership and sustainability of programs. The committees would be responsible for planning, implementing, and maintaining program benefits. It also describes policies for obtaining financial contributions from members to support sustainability, such as a $30 monthly subscription fee. Fundraising strategies and procedures are provided as well, such as conducting awareness campaigns and sending letters of thanks to donors.
The memorandum of understanding establishes the ASEAN Youth Network in Korea (AYNK) to facilitate cooperation among ASEAN students and youth in Korea. The network will be managed by an Executive Council composed of representatives from each ASEAN country's student association in Korea. The Executive Council will plan events, seek sponsorships, and manage finances. Country representatives will participate in meetings and recommend candidates for the Executive Council. The network will hold an annual meeting each March to review plans and select new council members. It aims to strengthen relationships and contributions to ASEAN through non-political educational and cultural exchanges.
This document outlines the core values, functions, responsibilities, and training requirements of directors, officers, and committee members of cooperatives according to Rule 7 of the Code. The core values are excellence, commitment, integrity, and teamwork. The document describes the roles of the board of directors, ethics committee, general manager, and other committees. It also specifies that officers must undergo necessary training from accredited cooperatives, federations, or institutions to learn the minimum requirements in the Authority's curriculum.
The document outlines the constitution of the SHEQ Foundation (SF), which aims to promote safety, health, environment and quality in industries across West Africa. The constitution defines SF as a non-profit organization with country representatives in 14 West African nations. It establishes the organization's objectives of advancing safety culture, disseminating knowledge, and coordinating activities like conferences. The constitution also describes SF's membership structure, management committee elections and roles, financial procedures, and process for amending the constitution.
This document outlines the organizational structure of a cooperative. It describes the roles and responsibilities of the general assembly, board of directors, treasurer, secretary, mediation committee, audit committee, election committee, and ethics committee. The general assembly acts as the highest governing body and is composed of all members. The board of directors oversees the cooperative's operations and management. Various committees provide oversight of specific functions like finance, records, mediation, audits, elections, and ethics.
The document discusses the organizational structure and governance of cooperatives. It outlines the roles and responsibilities of the general assembly, board of directors, management, and various committees. It also covers the election and removal of officers, required reports, and functions of management. As a business entity, cooperatives must comply with relevant business laws and registration requirements.
Important Things I Proposed to Include in a Japan CG CodeNicholas Benes
This document outlines suggestions for important topics to include in Japan's Corporate Governance Code. It proposes that companies should establish Corporate Governance Guidelines covering board practices, mission/values, management oversight, ethics policies, and procedures for takeover bids. It also recommends that boards should be responsible for company success, include at least 1/3 independent directors, form committees including nomination and compensation, and establish policies on director independence, service limits, and succession planning.
This document outlines the charter for the Saudi Arabian Quality Council (SAQC). Some key points:
- The mission of SAQC is to promote quality culture through activities like meetings, presentations, training programs and collaborations with other quality societies.
- Membership is open to individuals and organizations interested in quality. There are categories for regular members, honorary members, student members, and corporate members.
- The fiscal year runs from July 1 to June 30. Annual dues must be paid in advance.
- SAQC is governed by a board of directors consisting of 5 elected officers (Chairman, Vice Chairmen, Membership Director, Treasurer) and additional appointed directors.
The General Manager/COO will lead and manage the organization to meet its vision and values. They will be responsible for strategic planning, financial management, personnel, fundraising, and service delivery. They will oversee teams, projects, and ensure compliance with legal and regulatory standards. The General Manager/COO will represent the organization externally and foster partnerships to support its goals.
The Audit Committee Charter establishes the authority, reporting responsibilities, composition, meetings, and responsibilities of the Audit Committee. The Committee is responsible for overseeing the independent audit firm, reviewing financial reporting and internal controls, ensuring compliance with policies and laws, and advising the board on compensation, benefits, and other policies. The Committee must meet at least twice annually and maintain open communication lines with management and auditors.
The audit committee charter outlines the purpose, membership, responsibilities and powers of the audit committee of Royal Gold, Inc. The audit committee is responsible for overseeing the company's accounting and financial reporting processes, audits, internal controls, and legal and regulatory compliance. Key responsibilities include engaging independent auditors, reviewing financial statements and disclosures, overseeing internal controls and financial risk management, and addressing accounting complaints. The charter provides the audit committee with access to funding and advisors to properly carry out its oversight duties.
The Audit and Compliance Committee Charter outlines the purpose, composition, authority, and specific duties of the Committee. The primary purpose is to oversee Starbucks' accounting, financial reporting, audit processes, and compliance with business conduct policies. The Committee is responsible for appointing and overseeing the independent auditors, reviewing financial reporting and disclosures, monitoring internal controls and compliance, and addressing accounting complaints. It must include at least three financially literate independent directors, meet at least six times per year, and report annually to shareholders.
The document provides an overview of key concepts related to nonprofit board governance. It discusses that a nonprofit board's main roles include determining the organization's mission and strategic direction, overseeing finances and the executive director, ensuring adequate resources, and enhancing public standing. The board is responsible for selecting the executive director and providing support and performance reviews. Additional responsibilities involve financial oversight, operations oversight, and organizational development. Effective board governance requires regular evaluation of the board's performance in fulfilling its duties.
This document outlines the governance structure and committees of a company in accordance with regulatory guidelines. It discusses the formation and responsibilities of independent committees for corporate governance, risk, audit, remuneration, and nominations that are established by and report to the board of directors. The committees are responsible for oversight of their respective areas and meeting regularly to ensure compliance with governance, risk management, financial reporting integrity, compensation policies, and nomination processes.
1) The audit committee is comprised of members designated by the board of directors who meet independence and experience requirements. At least one member must be a financial expert.
2) The audit committee assists the board in overseeing the integrity of financial reporting, compliance with legal and regulatory requirements, the independent auditor's qualifications and independence, and internal audit functions.
3) The audit committee has responsibility for appointing, compensating, and overseeing the independent auditor, approving audit fees, and pre-approving non-audit services. It also oversees the company's internal audit department.
The document outlines the charter of the Compensation Committee of the Board of Directors of L-3 Communications Holdings, Inc. The committee is responsible for assisting the board in overseeing executive compensation, evaluating CEO performance and compensation, reviewing incentive plans, and preparing compensation disclosures. Key duties include setting compensation for executive officers and directors, monitoring incentive plans, retaining compensation consultants, and reporting to the full board. The committee will also annually review its own performance and the adequacy of its charter.
NAHDA Human Development Association is a non-profit organization based in Mogadishu, Somalia that is known professionally to the Banadir Regional Administration. The Administration's technical advisers for strategy and programme development believe that NAHDA has the technical capacity required to implement a civic education project in the Banadir region and highly recommend them for the project. Contact information is provided for the consultants should more information be required.
This document outlines a detailed plan for NAHDA to mobilize resources in a sustainable manner through 2020. The plan includes 8 strategic objectives to raise over $XX million from various sources, including current and new individual, corporate, and government donors. Specific activities are identified to meet fundraising targets and strengthen partnerships that will support NAHDA's programs over 1-3 years, 3-5 years, and beyond 5 years. Key performance indicators and an implementation schedule are included to monitor progress towards resource mobilization goals.
The Ministry of Labor, Social Affairs, Youth and Sports of Somalia has issued a registration letter for NAHDA Organization. The ministry has fully enrolled and recognized NAHDA as an organization after it completed all necessary requirements. The letter requests that all donors and agencies support NAHDA in its activities. The registration allows NAHDA to legally operate in Somalia.
This document outlines policies and procedures for project impact assessment at NAHDA. It defines key terms like baseline data, indicators, assessment, evaluation, and stakeholders. It describes collecting baseline data before projects using structured questionnaires. It also involves beneficiaries in all project stages from design to evaluation. Monitoring and evaluation will be based on impact indicators and disseminate results to improve future programs. The goal is to generate action-oriented recommendations by assessing social/cultural factors and how stakeholders participate in and benefit from NAHDA's policies and programs.
The document outlines accounting and financial policies and procedures for an organization called NAHDA. It defines key terms like assets, liabilities, capital, revenue and expenditure. It establishes procedures for accounting categories, cash management, procurement, budgeting and more. The procedures are designed to ensure transparency, accountability, separation of duties and control over cash receipts, disbursements, petty cash and other financial activities.
This document outlines procedures for an NGO to collaborate with various stakeholders, including local communities, private sectors, government authorities, funders, media, and the public. The key points are:
1) The NGO aims to benefit from resources available in local communities and the private sector by hiring locally when possible and networking with private sectors.
2) Maintaining contact with decision makers and inviting them to events is a priority to promote the NGO's relations with the government.
3) Regular reporting, participation in planning, and communication are emphasized to satisfy funders and ensure credibility and accountability.
4) A public information officer will handle media relations through interviews and press releases to attract attention and promote any
1. GOVERNANCE REVIEWED
Title: Board Selection
and Management
Policies & Procedures
Ref. No:
001
1.0 Purpose of the procedure
To emphasize Systems for selection Criteria of Board and dear outline of Board
responsibility
2.0 Definition of Terms:
General Assembly: The highest organ of the association, which is composing of all
members of the association including the stakeholders.
Board: A group of People elected by the General Assembly who have the power to
make decisions and control the association
Executive Director: The head of the Management Team
Selection: Referred to as the process of choosing somebody carefully from a group of
people.
Criteria: A Principle or standard by which something is judged
Management: The act of running and controlling a business or association.
System: An Organized set of ideas or a particular way of doing something
Management Team: A group of people who act and control a business of an
association
3.0 BOARD POLICIES
The NAHDA shall pursue Policies for effective Board Management.
In this respect NAHDA shall establish and maintain an organ for effective oversight and
policy direction of the association and shall enact mechanisms for best practices in:
a. Structure of BOD and its lines of authority
b. BOD selection and Management
c. Policy formulation and direction, Fund-raising, Public Relation, Financial Oversight
and Lobbying & Advocacy.
2. d. Accountability and credibility
e. Representation of the varied interests of Stakeholders in the composition of the
Board
f. Obtaining appropriate inputs from Stakeholders.
4.0 RESPONSIBILITIES
General Assembly
5.0 SCOPE:
This procedure will be applied to all Board members, Management and staff of the
association. It covers the following:
1. BOD structure and its lines of authority
2. Board Selection
3. Responsibilities of the BOD
4. Obtaining appropriate inputs from stakeholders
6.0 STEP of the PROCEDURES
6.1 Structure of the Board of Directors
GENERAL DIRECTOR
DEPUTY DIRECTOR
SECRETARY
GENERAL TREASURE
BOARD
MEMBER
BOARD
MEMBER
3. 6.1.1 Lines of authority and Responsibilities
I. Director
A. Exercises Personal and consultative leadership in motivating other
NAHDA members, subcommittees, staff the target community.
b. Influences the establishment of goals and objectives for the association and its
projects.
c. Works in Participatory approach with all stakeholders
d. Promotes interest and active participation of the stakeholders by means of meetings,
publications and speeches.
e. Works out that the programs and policies of the association reflect the needs of the
target community.
f. Shall preside over the meetings of the association and the NAHDA
g. In accordance with the overall guidelines set by the GA, shall sing contracts, approve
the policy and procedures manuals and receive funds or grants.
h. Shall advise the GA on administrative and managerial matters.
i. Shall supervise, guide, and coordinate functions and activities of NAHDA sections
j. Convene the Meeting of the NAHDA
k. Based on the feedback from other NAHDA members and project managers shall
prepare the annual program and present to the annual general assembly for approval.
l. Shall nominate internal audit to audit the accounts of the association.
m. Shall act the spokesman of the association, and monitor and assess its performance
and effectiveness.
n. With the consultation of the NAHDA members, shall appoint project managers.
o. Shall support and defend policies and programs adopted by the GA.
II. Deputy Director
As the second in-command, the Deputy Director has the following responsibilities
a. Shall act as Director in the Director’s absence
b. Shall oversee subcommittees’ responsibilities as needed and share the workload of
the Director.
4. c. Carryout all other works assigned to him by the Director.
II. Secretary
The responsibilities of the secretary are to:
a. Keep detailed records of each meeting of the associative in order to complete the
annual report each.
b. Inform all NAHDA members of the time and place the meetings at least a week prior
to their taking place.
c. Carry out all necessary communication for the successful operation of the association
and serve as custodian of all records of the association, including copies of all
correspondence.
d. Maintain the stationery and other supplies according to the needs of the association
e. Ascertain whether or not the association’ activities are conducted under the
provisions of the current bylaws.
f. Arrange for an orderly transfer of all records and information to the incoming
secretary.
g. Turn over to his successor all books and other properties in his/her position
belonging to the association.
IV. Treasurer
The treasurer must abide by the policies that NAHDA establishes such as the frequency
and type of financial statements to be received by the NAHDA and the accounting
method to be used by the association, the authority for making and implementing
procedures relating to investments and the collection and disbursement of funds. And
its responsibilities include: -
a. Take custody of all money, securities and financial documents of the association.
B. Keep completed records of its cash transaction for the establishment of proves of his
cash position at any given time and date.
c. Pay upon the recommendation of the Director or as authorized by the NAHDA, all
money transactions, and certify to the correctness of the cash position of the
association in all financial statement and reports submitted to the Board and general
Assembly.
5. d. Turn over monies, securities, papers, books and other properties belonging to the
associative that he/she may have in his/her position upon election or appointment of
his/her successor.
V. Auditor
1.0 Functions and responsibilities
The auditor shall be responsible for reviewing, discussing and promptly reporting as
appropriate to the NAHDA in relation to the following areas:
1.1 Financial Reporting
a. Through the internal audit function evaluate the completeness and timeliness of
significant financial information and assist the NAHDA to ensure the delivery of relevant,
reliable and timely reports to the end users.
b. Review the adequacy of financial statement disclosures.
C. Discuss the nature and extent of any potential adjustments arising from
classifications or additional disclosures rose by the External Auditors.
d. Evaluate the capability of financial accounting management and fill gaps through
trainings.
e. Review the external auditor’s recommendations for improving internal control and
monitor management’s response to these recommendations.
f. Assess the adequacy for the NAHDA financial plans.
g. Prepare a certification letter of every auditing activity.
h. To make auditing to al fixed assets and conduct inventory control of the association.
1.2 Liaison with external auditors
a. Discuss the nature of audit procedures to be performed including coverage of various
transactions and balance sheet.
b. Review draft external audit reports and management letters.
c. Monitor policies prohibiting fraud and illegal acts.
d. Develop conduct policies where inadequate
e. Perform or supervise special investigations
f. Reviewing policies to avoid conflicts of interest and reviewing past or proposed
transactions between the association and members of management.
6. g. Assessing the performance of financial management.
h. The Auditor will disseminate findings of external audit and the action proposed to
take by the management in the respect of those findings, including an assessment that
the proposed solution is the most appropriate and cost-effective.
1.3 Relationship with External Audit
a. The Auditor has no power to direct the external audit function or to review the
external auditor’s working paper and files. However the auditor will act in a facilitating
role to ensure that, to the extent practicable, an integrated internal/external audit
process occurs to ensure a quality audit process at reasonable cost.
b. The Auditor will discuss with external audit its proposed strategy for the year with
particular reference to the areas of risk and materiality, and the proposed timeframes of
the audit.
c. The Auditor will review objectively and constructively the recommendations and
comments contained in the reports of external audit and ensure areas requiring
response.
1.4 Reporting a. The Auditor shall receive and consider reports from different units of
the NAHDA.
b. The Editor shall report its activities to NAHDA
c. As required by the Financial Management standard, the Auditor shall provide to
NAHDA as soon as practicable after the conduction of each financial year, a report
about the financial activates of the NAHDA.
6.2. BOARD SELECTION AND MANAGEMENT
The board of Directors (BOD) of the association shall be composed of five members, a
Director, a Deputy Director, a secretary, an Auditor and a Treasures elected by the
general Assembly after being proposed by the Nomination committee.
a. Board Election procedure
The members of the NAHDA shall be elected by secret ballot by the members at the
annual General Assembly and shall hold office for a term of five years unless earlier
removal for cause, or resignation or become incapacitated due to some reasons, or
death.
7. b. Criteria of selection of the Board members
All members entitled to vote, which have the time and willingness to serve, are qualified
to be elected as Board members, except those are under any of the following
circumstances, which disqualify them to be elected for a position in the Board.
1. Holding any elective position in the government
2. Having conflicting interest with the business of the association
3. Being full time employee of the association
4. Having been convicted of any crime involving moral turpitude, gross negligence, or
gross misconduct in the performance of their duties or found culpable in any
administrative case involving such offense.
5. Having absent from three consecutive board meetings with being excused.
c. Mode of operation
1. BOD Meeting
The board of director meeting shall be held on quarterly basis.
2. Meeting notice
Written notices of all meeting shall be served by the secretary, minutes of meeting of
the last meeting, consolidated reports of the board of directors, committees complete
with financial statements, proposed amendments to the bay-laws if any, and other
papers needed by the members to arrive at sound and intelligent decisions during the
meeting.
Notice of any special meeting shall state the purpose for which is to be held and no
business other than the stated purposed or those related thereto shall be considered in
the meeting.
3. Quorum
At the annual or special General Assembly/Board of directors meetings, two third of the
total number of members entitled to vote shall constitute a quorum.
4. Manner of voting
a. Members entitled to vote shall be qualified to vote and participate in the General
Assembly/BOD of the association meeting.
8. b. No member of the association shall be entitled to more than one vote regardless of
the association dues contributed.
C. No. proxy voting shall be allowed.
d. Election and removal of BOD and committee members shall be by secret balloting
action on all other matters shall be in any manner that will truly and correctly reflect the
decision of the membership.
6.3 Policy formulation and direction, fund-raising, Public Relation, Financial
Oversight and lobbying & Advocacy
The NAHDA’s board or directors shall have five (5) key responsibilities
a. Policy formulation and direction
1. Set the overall policy and strategies for achieving of the Association goals.
2. Execute the decisions and resolution of the general assembly
3. Prepare and develops the annual program, action plan and general budget of the
association
4. Carry out and follows up daily activities of the association.
5. Submit suggestions on amendments of the bylaws and policies and procedures
manuals to the general Assembly.
6. Conduct participatory evaluation and monitoring of the association programs.
7. Submit annual audited accounts, reports, budget, plans and proposals to the General
Assembly.
8. Facilitate the various stakeholders to forward their input to the association.
b. Fundraising Activities:
NAHDA Board members shall be:
1. Responsible to improve written proposals to the donors/agencies
2. Responsible to contact regularly to the donors/agencies
3. Responsible to persuade Somali Diaspora to holding meetings
4. Responsible to establish fundraising meeting to local community, business People,
donor agencies and other related agencies.
5. Shall persuade local community to contributed and participate for the project
implementation
9. 6. Carry out over-all control of fund raising activities
7. Director will be responsible for collecting membership fee
8. Create income generating activities
9. Prepare program for NAHDA fundraising sustainability
10. Persuade local business and private sector to participate funding of community
based project.
11. Guide and control any fundraising activity
12. Carry out fundraising awareness campaigns
13. Distribute fundraising posters, slogans, banners and business cards to all
concerning stakeholders.
c. Financial Oversight:
1. Responsible for all Financial matters of the association
2. Responsible for approving the budget of NAHDA
3. They also in charge of keeping the expenditure of the board with the budget
allocated.
4. They are liable for checking the recording methods and procedures.
5. They periodically review the financial reports of the Association
d. Lobbying and advocacy:
1. Responsible to improve the image of the association
2. Mobilize public rallies in support of systems improving the life the community
3. Meet stakeholders for lobbying activities relating fund raising
4. Contact to the media when necessary
5. Work out on an issues relating to networking and fund raising
6. To persuade donor agencies to give necessary support to NAHDA either in kind or
cash
7. To advocate NAHDA local community
8. Give awareness interventions to community elders and mass media
6.4 OBTAINING APPROPRIATE INPUTS FROM STAKEHOLDERS:
In order to get appropriate inputs from Stakeholders, NAHDA BOD or persons assigned
shall:
10. 1. Meet the community face to face by every 4 months
2. Assess the community’s feelings regularly
3. Have discussions with the stakeholders to get feed back
4. Give service to the community and evaluate it
5. Prepare suggestion boxes for the stakeholders to put their view
6. Hold press conference to get information from the stakeholders publishes and
disseminates reports to the stakeholders for feedback.
7.0 REFERENCE AND CROSS REFERENCE
1. General Assembly
2. Governance manual
3. NAHDA By-laws
4. NAHDA constitution
8.0 CIRCULATION LIST
1. Donors
2. Communities
3. Local business and private sector representatives
9.0 RECORDS GENERATED
1. Meeting minutes
2. Direct mail
11. Title: Mission And
Goals Policies And
Procedures
Ref. No
002
1.0 PURPOSE
To establish and propagate Mission and Goals that reflects programs implemented by
the Association.
2.0 DEFINITION OF TERMS:
MISSION: A board statement, which defines the future activities of the
Association (Bridge to vision)
GOAL:
Something that you hope to achieve
PROGRAM:
A Plan of things that will be done in a development of an activity
Association: Is a group of people who come together in order to achieve
Particular aim
3.0 SCOPE:
The procedure applies to all systems of the association and will cover:
1. Mechanisms ensure all stakeholders understand mission and vision
2. Alignment of strategies with mission and vision of the association
4.0 RESPONSIBILITIES:
Board members
5.0 MISSION AND GOALS POLICIES:
NAHDA shall pursue policies for the reflection of its Mission and Goals in all its programs
and activities. In this respect the NAHDA shall:
A. Apply mechanisms to ensure all stakeholders understand the Association Mission
B. Ensure Alignment of strategies with Mission
12. 6.0 STEPS OF THE PROCEDURE:
Stakeholder’s awareness of the Mission and Goal:
a. In order to understand the NAHDA mission and goals to its entire staff members and
stakeholders, the NAHDA shall develop a strategic plan in which the mission and goals
are clearly articulated.
b. The Strategic plan mission and goals will present in a simplified format using clear
and concise terminologies.
c. NAHDA field project supervision shall ensure that the community understands
Association mission and goals through Brochure, signboards, Profile, etc.
d. To ensure that mission and goals are represented in other forms such as in graphical
and picture form and cartoons.
e. Mission and goals shall also be advocated through Drama, Songs and Poetry.
NAHDA shall ensure that staff members understood its mission and goals through:
a. Training programs
b. Workshops
c. Giving the association staff questionnaires to assess their knowledge.
d. NAHDA mission and goals shall be written both in Somali and English languages
NAHDA shall also ensure that donors understand the BRDO’s mission and goals
through:
a. A narration/inclusion in the project proposal
b. Profile of the Association
c. Mission and goals shall relate with the vision of the association
6.2 Ensuring alignment of strategies with mission
1. The NAHDA board will be responsible for the entire above activities whit the help of
stakeholder
2. The Board shall enhance the articulation of NAHDA vision
3. The NAHDA board shall develop strategic planning with a clear articulated Mission
4. The Board shall revise the NAHDA profile once every three years
5. The Board shall conduct staff trainings and workshops
6. The Board shall make sure that NAHDA staff understand mission of the Association
13. Title :presentation
of stakeholders
interest policies and
procedures
Ref. No
003
1.0 PROPOSE
To achieve effective representation of stakeholders interest and cause them from
project implemented by NAHDA.
2.0 DEFINITION OF TERMS
NAHDA: Referred to “Community Society association”
Board: Members elected by GA to be the highest body of the association.
Stakeholders: Person, group or association that can put a certain claim on your
association attention, time, recourses and services.
3.0 SCOPE
NAHDA shall pursue policies for mutual collaboration by recognizing of stakeholders as
partners in all the associates programs and activates. In this respect the NAHDA shall:
a. Enact mechanism for the identification of key Stakeholders
b. Enact mechanism for the promotion of partnership with
Stakeholders
c. Enact mechanism for the integration of Stakeholders’ needs assessment results into
the planning process
d. Enact & apply mechanism for the involvement of the stakeholders in the review of
association’ mission and strategies.
6.0 STEP OF THE PROCEDURES:
6.1 Involving of the community:
a. NAHDA prioritizes its activities according to the needs of their beneficiaries like:
Education, Basic health, Water and sanitation.
b. The NAHDA shall consider environmental issues in all planning and implementation
process
c. NAHDA plays a crucial role in the integration of the community by encouraging sports
and also discourages fighting and conflict
14. d. NAHDA develops and encourages General public services.
6.2 NAHDA COLLABORATION:
The NAHDA board with the help of its stakeholders will carry out:
A. contribution of moral and material support
b. Get feedback information of community needs
c. Ensure good implementation of project activities
d. Participate the NAHDA relevant project programs
e. Ensure project impact and sustainability
6.3 stakeholders interest in the board
a. The board shall always include its agendas issues relating stakeholders and
community interest.
b. The agendas will be discussed adequately and the NAHDA will always give special
considerations inputs form the field officers and other stakeholders like the community
7.0 REFERENCE:
Governance Manual
NAHDA By-laws
NAHDA Constitution
8.0 CIRCULATION LIST:
NAHDA Board members
Stakeholders
Donors
9.0 RECORDS GENERATED:
NAHDA Policies and procedures
Meeting Minutes
Stakeholders
15. Title: Culture Of The
Board Policies And
Procedures
Ref. No
004
1.0 PURPOSE
To establish and propagate Mission and Goals that reflects programs implemented by
the Association.
2.0 DEFINITION OF TERMS:
MISSION: A board statement, which defines the future activities of the
Association (Bridge to vision)
GOAL: Something that you hope to achieve
PROGRAM: A Plan of things that will be done in a development of an activity
Association: Is a group of people who come together in order to achieve particular aim
3.0 SCOPE:
The procedure applies to all systems of the association and will cover:
3. Mechanisms ensure all stakeholders understand mission and vision
4. Alignment of strategies with mission and vision of the association
4.0 RESPONSIBILITIES:
Board members
5.0 MISSION AND GOALS POLICIES:
The NAHDA shall pursue policies for the reflection of its Mission and Goals in all its
programs and activities. In this respect the NAHDA shall:
C. Apply mechanisms to ensure all stakeholders understand the
Association’s Mission
D. Ensure Alignment of strategies with Mission
6.0 STEPS OF THE PROCEDURE:
Stakeholder’s awareness of the Mission and Goal:
f. In order to understand the NAHDA mission and goals to its entire staff members and
stakeholders, the NAHDA shall develop a strategic plan in which the mission and goals
are clearly articulated.
16. g. The Strategic plan mission and goals will present in a simplified format using clear
and concise terminologies.
h. NAHDA field project supervision shall ensure that the community understands
association’s mission and goals through Brochure, signboards, Profile, etc.
i. To ensure that mission and goals are represented in other forms such as in graphical
and picture form and cartoons.
j. Mission and goals shall also be advocated through Drama, Songs and Poetry.
NAHDA shall ensure that staff members understood its mission and goals through:
e. Training programs
f. Workshops
g. Giving the associative staff questionnaires to assess their knowledge.
h. NAHDA mission and goals shall be written both in Somali and English languages
NAHDA shall also ensure that donors understand the BRDO’s mission and goals
through:
d. A narration/inclusion in the project proposal
e. Profile of the association
f. Mission and goals shall relate with the vision of the association
6.2 Ensuring alignment of strategies with mission
7. The NAHDA board will be responsible for the entire above activities whit the help of
stakeholder
8. The Board shall enhance the articulation of NAHDA vision
9. The NAHDA board shall develop strategic planning with a clear articulated Mission
10. The Board shall revise the NAHDA profile once every three years
11. The Board shall conduct staff trainings and workshops
12. The Board shall make sure that NAHDA staff understand mission of the association
7.0 RECORDS GENERATED:
NAHDA Policies and procedure
Meeting Minutes
Brochure and Banners