Responsibilities of Board Members
Individuals have a different but complementary responsibility to the Board. They are expected to set an example for the Organisation by their high standards of personal conduct.
The Organisation’s constitution provides clauses detailing the responsibilities of the members. These explain to potential Board members what would be expected of them. This is also the guideline to assess the performance of each board member before deciding whether to renew his/her term of office.
The individual board member’s responsibilities are established in the context of the needs and circumstances of the Organisation.
General Expectations
- Be familiar with the mission, purpose, goals, programmes, services, strengths and needs of the Organisation
- Be able to suggest the names of other leaders as possible nominees to the Board
- Be willing to serve in leadership positions, undertake special tasks for the Board
- Follow and urge to follow established policies and procedures with the regard to problems and grievances within the Organisation
- Publicly support the majority decision of the Board
Meetings
- Read and understand reports provided and participate actively in meetings
- Ask timely and substantive questions at meetings, consistent with their beliefs and experience
- Maintain confidentiality of discussions
- Raise policy issues of concern for discussion.
Relationship with staff
- Provide advice to staff regarding difficult relationships with individuals or groups
- Do not ask for special treatment from the staff e.g. Requests for extensive information.
Avoid conflict of interests
- Serve the Organisation as a whole
- Avoid the appearance of a conflict of interest that might embarrass the Board or the Organisation
- Disclose any possible interests to the Board in a timely fashion
- Maintain independence and objectivity and do what a sense of fairness, ethics, and personal integrity dictates
- Never accept or offer favours or gifts from/to anyone who does business with Organisation.
Fiduciary Responsibility
- Exercise prudence in the control, use and transfer of funds
- Read and understand the Organisation’s financial statements
- Assist the Board in its oversight of the Organisation’s financial affairs.
Fundraising
- Advise the staff of possible sources of funding
- Assist the Board and staff in developing and implementing a fundraising strategy
- Make contact with potential funders, and where possible, utilise personal influence with them.
Attendance
Any member of the Executive Management Committee, Board, or subcommittee, who fails to attend three (3) consecutive meetings without an apology in writing to the Chairperson or Secretary, shall automatically cease being a member with effect from the date of the fourth consecutive meeting and shall be advised thereof in writing by the Secretary.
