Each board performs a different set of tasks depending on their resources and priorities. The following is a list of responsibilities and tasks- adapted from Mel Gill’s Governing for Results (Trafford 2005)- that all boards must assume.

 

 

     1. To establish and evaluate the organization's vision, mission, and direction

• Keep vision, mission, and values up-to-date and make sure that these are shared and understood by staff and volunteers
• Conduct regular evaluations of how effectively the organization is achieving its mission
• Carry out strategic planning in order to ensure that the organization is headed in an appropriate direction and that it will have the resources required to reach its targets

 

     2. To ensure the financial health of the organization

• Make sure that there are adequate financial resources to cover the work of the organization; this includes employee wages and all other operational costs
• Develop and approve annual budget
• Investigate opportunities to cut costs (if necessary)
• Ensure that appropriate financial records are kept

 

     3. To ensure the organization has sufficient and appropriate human resources

• Responsible, as employer, for the working conditions in the organization for both volunteers and staff
• Hire, give direction to, and evaluate the Executive Director or CEO
• Ensure that ethical Human Resources policies are in place and are followed; review HR policies when necessary
• Make sure that there is a suitable Nominating Committee for the recruitment of new Board members

 

     4. To direct organizational operations

• Ensure that the organization and its directors are in compliance with all legal requirements
• Ensure that the board works effectively and that it is able to sustain itself, i.e. plan for the future
• Assess the effectiveness of the major activities/ services that the organization delivers and make changes where necessary
• Oversee organizational structure, culture, and agency administration
• Practice risk management- identify and deal with potential sources of harm

 

     5. To maintain effective relations with the community and other stakeholders

• Respond to the changing needs/ circumstances of the community (e.g. demographics, prominent issues) and the sector (e.g. donor relations, volunteer management)
• Find new ways to meet existing needs
• Use marketing and public relations to ensure that the organization is known to its stakeholders the public and is seen in a positive light
• Be accountable to stakeholders, such that they have confidence that the organization effectively uses resources to achieve desired results

 

Individual Board Members are expected to:

• Understand the organization’s mission and mandate, be aware of issues that are relevant to the organization, and keep up to date on trends in the community that might affect these issues
• To understand and, if necessary, query all financial and budgetary matters
• Ensure that the organization’s legal affairs are in order- know the board’s legal obligations and make sure they are upheld
• Keep board discussions confidential
• Bring their own training, skills and experience to all board decisions

 

REMEMBER:

 

Governance takes priority over operations - governance responsibilities represent the value that a board adds to an organization.

 

 

Role of the Board

 

Many boards are dedicated and skilled in their work and provide clear and consistent leadership to their agency. Others, however, are not as effective. Virtually all boards raise concerns that their job is not clear and that their work is at times difficult and confusing. As boards have diversified, the structure and responsibilities and the work they have assumed has changed.

 

The board's role in any voluntary organization can be broken down into two categories:

1. The mandatory role based on the minimum legal requirements for all board members and;
2. The chosen role that boards elect to perform because of the board model they chose.

Cyril Houle defines the board's role and responsibilities based on the three different activities of organizations:

 

 

   1.       Governance :  The board develops policies that give overall direction to the agency.

    

   2.       Management: The board takes actions and makes decisions to ensure that there are sufficient 

                                 and appropriate human and financial resources for the organization to 

                                 accomplish its work.

   

   3.       Operations:    These are the activities related to the delivery of services or programs of the

                                organization. The board has no mandatory role in this area. Many boards see 

                                this work as the responsibility of the staff. However, dependent on their board

                                model, some boards choose to actively participate in the operations due to

                                philosophy or limited resources.