Effective Governance: Community Development Summit. May 14, 2014 Kevin Kearns, Professor and Director Johnson Institute for Responsible Leadership
|
|
|
- Vincent Lawrence
- 8 years ago
- Views:
Transcription
1 Effective Governance: Community Development Summit May 14, 2014 Kevin Kearns, Professor and Director Johnson Institute for Responsible Leadership
2 There are some tensions in nonprofit governance What level of policy and management are appropriate for the board? What level of information should be provided to the board?
3 The roles of board and staff are not clear-cut Board Staff Policy: Makes policy in areas such as finance, investments, personnel, legal, systems Legal: Ensures agency is properly managed in compliance with the law Planning: Approves mission and strategy Program: Approves program ideas, especially when they are strategically relevant Develops and proposes new policy initiatives. Keeps board informed of policy developments Anticipates and plans for compliance issues. Develops board capacity to manage itself Catalyzes and supports the planning process. Ensures that board has the capacity to competently assess programs and portfolios
4 Modes of Governance Chait, et. al. Governance as Leadership, 2005 The Fiduciary Mode: Stewardship of tangible assets, faithfulness to mission, legal accountability, etc Bedrock functions Strategic Mode: Create strategic partnership with management, focus on long-term direction and goals. Generative Mode: Engaged in creative, out of the box thinking. Values, innovation, new paradigm rare for most boards. Boards should work in all three modes
5 Four dimensions of effective governance Kevin Kearns (2014) Dimensions of Nonprofit Governance, Johnson Institute for Responsible Leadership, working paper in progress Tactical Concerns (Immediate, reactive) Strategic Concerns (Longer term, proactive) Managerial oversight Ensure that there are adequate resources for predictable programming Approve and monitor programs Budget approval Provide financial oversight, especially the annual audit Review CEO performance Policy oversight
6 Four dimensions of effective governance Kevin Kearns (2013) Dimensions of Nonprofit Governance, Johnson Institute for Responsible Leadership, working paper in progress Tactical Concerns (Immediate, reactive) Strategic Concerns (Longer term, proactive) Managerial oversight Ensure that there are adequate resources for predictable programming Approve and monitor programs Budget approval Provide financial oversight, especially the annual audit Review CEO performance Hire the CEO Assist with Fundraising Impact assessment Affiliations, alliances Location and facilities Policy oversight
7 Four dimensions of effective governance Kevin Kearns (2013) Dimensions of Nonprofit Governance, Johnson Institute for Responsible Leadership, working paper in progress Tactical Concerns (Immediate, reactive) Strategic Concerns (Longer term, proactive) Managerial oversight Ensure that there are adequate resources for predictable programming Approve and monitor programs Budget approval Provide financial oversight, especially the annual audit Review CEO performance Hire the CEO Assist with Fundraising Impact assessment Affiliations, alliances Location and facilities Policy oversight Review and approve mission Engage in strategic planning for the future
8 Four dimensions of effective governance Kevin Kearns (2013) Dimensions of Nonprofit Governance, Johnson Institute for Responsible Leadership, working paper in progress Tactical Concerns (Immediate, reactive) Managerial oversight Ensure that there are adequate resources for predictable programming Approve and monitor programs Budget approval Provide financial oversight, especially the annual audit Review CEO performance Strategic Concerns (Longer term, proactive) Hire the CEO Assist with Fundraising Impact assessment Affiliations, alliances Location and facilities Policy oversight Make and oversee policy in areas such as personnel, investment management, bylaws, compliance Fees and tuition Review and approve mission Engage in strategic planning for the future
9 Four dimensions of effective governance Kevin Kearns (2013) Dimensions of Nonprofit Governance, Johnson Institute for Responsible Leadership, working paper in progress Tactical Concerns (Immediate, reactive) Strategic Concerns (Longer term, proactive) Managerial oversight Danger of Micromanagement to the exclusion of effective leadership and governance Policy oversight Danger of aloof and distant governance to the exclusion of diligent oversight and accountability
10 The Consent Agenda The Consent Agenda: A Tool for Improving Governance, Washington DC: BoardSource, 2006 Effort to preserve precious time in board meetings for the essential business of governance Dispense with routine issues to focus time on what matters most What might have taken minutes for the board to review is dispensed in moments
11 These are items commonly found on the consent agenda The Consent Agenda: A Tool for Improving Governance, Washington DC: BoardSource, 2006 Minutes of previous meeting Confirmation of decisions discussed previously (items that require a minor administrative touch before the final vote) CEOs report (if routine and uneventful) Financial report (if routine and uneventful) Committee reports Informational materials Updated organizational documents
12 These are items typically NOT on the consent agenda The Consent Agenda: A Tool for Improving Governance, Washington DC: BoardSource, 2006 Audit report CEO report if there is an issue for discussion, not just a routine update Financial report if there is an issue for discussion May depend on financial acumen of the board May be assigned to the finance committee Approval of annual budget Executive committee decisions
13 Consent agenda requires discipline The Consent Agenda: A Tool for Improving Governance, Washington DC: BoardSource, 2006 Set the agenda (board chair and CEO) Distribute materials well in advance of the meeting, with appropriate documentation Read materials in advance of meeting Provide pre-meeting venue for questions about the consent agenda (e.g., office hours ) Introduce consent agenda at the meeting Remove items from the consent agenda if requested Approve consent agenda as a bundle Document approval of consent agenda
14 There are some challenges Break with tradition Requires collaboration between board and executive staff Might be best to ease into the consent agenda with obvious items, then grow it later Be explicit about criteria for what is and what is not on the consent agenda Monitor and adjust as needed
15 Additional Resources Kearns, Kevin, "Attributes of Nonprofit Board Members as Perceived by Chief Executives and Board Chairpersons," Nonprofit Management and Leadership, vol. 5, (1995) no. 4, Chait, Richard,et. al. Governance as Leadership, Washington DC: BoardSource, 2005 Carver, John, Boards That Make A Difference: A New Design for Leadership in Nonprofit and Public Organizations, San Francisco: John Wiley, 2006 The Consent Agenda: A Tool for Improving Governance, Washington DC: BoardSource, 2006
Governance as Leadership: Reframing the Work of the Nonprofit Board
Governance as Leadership: Reframing the Work of the Nonprofit Board This document presents a summary of Governance as Leadership: Reframing the Work of the Nonprofit Board, a seminar sponsored by The Pew
THE CONSENT AGENDA: ATOOL FOR IMPROVING GOVERNANCE
THE CONSENT AGENDA: ATOOL FOR IMPROVING GOVERNANCE BoardSource wishes to thank Mary Carole Cotter, W.K. Kellogg Foundation; James P. Joseph, Arnold & Porter LLP; David Nygren, Mercer Delta Consulting;
Redesigning Board Meetings: Increasing the Impact of the Board's Work
1 YWCA's of the Great Lakes Alliance Region Redesigning Board Meetings: Increasing the Impact of the Board's Work May 24, 2012 Presented by: Frank Martinelli GLA Capacity Building Consultant frank@createthefuture.com
Presented by Dr. David Renz Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri Kansas City
Presented by Dr. David Renz Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri Kansas City Nonprofit Leadership at UMKC 1 More and more boards are taking
NEW YORK STATE DEPARTMENT OF LAW. Charities Bureau
NEW YORK STATE DEPARTMENT OF LAW Charities Bureau RIGHT FROM THE START RESPONSIBILITIES OF DIRECTORS AND OFFICERS OF NOT-FOR-PROFIT CORPORATIONS ATTORNEY GENERAL ANDREW M. CUOMO STATE OF NEW YORK DEPARTMENT
What are job descriptions for nonprofit board members?
What are job descriptions for nonprofit board members? Summary: Suggestions for duties and responsibilities for board members and officers. This item contains suggestions from several sources and indicates
RIGHT FROM THE START: RESPONSIBILITIES of DIRECTORS of N0T-FOR-PROFIT CORPORATIONS
RIGHT FROM THE START: RESPONSIBILITIES of DIRECTORS of N0T-FOR-PROFIT CORPORATIONS Attorney General ERIC T. SCHNEIDERMAN Charities Bureau www.charitiesnys.com Guidance Document 2015-6, V. 1.0 Issue date:
Board of Directors Orientation Manual
Board of Directors Orientation Manual 1 TABLE OF CONTENTS I. Contacts 1. Board of Directors List 2. Key Staff List II. Organization Information 1. ABC Mission, Vision and Values 2. Agency History and Timeline
An Overview of Nonprofit Governance David O. Renz, Ph.D. Midwest Center for Nonprofit Leadership at UMKC
David O. Renz, Ph.D. at UMKC This article is adapted from a chapter prepared for Philanthropy in the U.S.: An Encyclopedia (Dwight Burlingame, ed.) Governance is the process of providing strategic leadership
INTEGRATED SILICON SOLUTION, INC. CORPORATE GOVERNANCE PRINCIPLES. Effective January 9, 2015
INTEGRATED SILICON SOLUTION, INC. CORPORATE GOVERNANCE PRINCIPLES Effective January 9, 2015 These principles have been adopted by the Board of Directors (the "Board") of Integrated Silicon Solution, Inc.
Board of Directors. Recruitment Packet and Job Description
Board of Directors Recruitment Packet and Job Description last updated: February 2007 Alliance for Nonprofit Management 1899 L Street, NW, Suite 600 Washington, DC 20036 202-955-8406 www.allianceonline.org
Guiding Principles for the DC Central Kitchen and the Campus Kitchens Project Board of Directors
Guiding Principles for the DC Central Kitchen and the Campus Kitchens Project Board of Directors These Guiding Principles outline the role of the Board of Directors for the DC Central Kitchen (DCCK) and
COHERENT, INC. Board of Directors. Governance Guidelines
COHERENT, INC. Board of Directors Governance Guidelines Effective: December 12, 2013 1. Mission of the Board The Board of Directors (the Board ) has the ultimate responsibility for the well being of the
WORKFORCE INVESTMENT BOARDS
WORKFORCE INVESTMENT BOARDS ROCHELLE J. DANIELS, BROWARD WORKFORCE DEVELOPMENT BOARD 6301 NW 5 th Way, Fort Lauderdale, FL 33309 954 202 3830 - WORKFORCE INVESTMENT BOARDS - WIBS WIBs are usually organized
McKINSEY & COMPANY NONPROFIT BOARD SELF ASSESSMENT TOOL OVERVIEW
OVERVIEW The Nonprofit Board Self Assessment Tool is designed to help nonprofit organizations assess their board's and identify priorities for board activities going forward. We believe this combination
A GUIDE TO NONPROFIT BOARD SERVICE IN OREGON. Office of the Attorney General
A GUIDE TO NONPROFIT BOARD SERVICE IN OREGON Office of the Attorney General Dear Board Member: A GUIDE TO NONPROFIT BOARD SERVICE Thank you for serving as a director of a nonprofit charitable corporation.
CAPACITY BUILDING AND OVERSIGHT BEST PRACTICES
CAPACITY BUILDING AND OVERSIGHT BEST PRACTICES NOT-FOR-PROFIT VENDOR REVIEWS MAYORS OFFICE OF CONTRACT SERVICES 1) Not-for-profit organization has effective and dynamic governance structure a) At least
ORGANIZATIONAL DOCUMENTS. a. An ownership or investment interest in any entity with which NAM has a transaction or arrangement,
ORGANIZATIONAL DOCUMENTS Certificate of Incorporation By-Laws Conflict of Interest Policy Article I - Purpose The purpose of the conflict of interest policy is to protect the interest of the Nonprofit
Sumter Family Health Center BOARD OF DIRECTORS GOVERNANCE POLICY MANUAL
Sumter Family Health Center BOARD OF DIRECTORS GOVERNANCE POLICY MANUAL Approved by the Board of Directors: May 19, 2004 Amended by the Board of Directors: March 22, 2005 Disclaimer about this document
SAN FRANCISCO STATE UNIVERSITY FOUNDATION REQUEST FOR PROPOSALS Consulting Services for Investment Program
SAN FRANCISCO STATE UNIVERSITY FOUNDATION REQUEST FOR PROPOSALS Consulting Services for Investment Program The San Francisco State University Foundation (Foundation) requests proposals from qualified firms
MAXIM INTEGRATED PRODUCTS, INC. CORPORATE GOVERNANCE GUIDELINES. (Adopted by the Board of Directors on April 6, 2007)
MAXIM INTEGRATED PRODUCTS, INC. CORPORATE GOVERNANCE GUIDELINES (Adopted by the Board of Directors on April 6, 2007) The following guidelines have been approved by the Board of Directors (the Board ) of
Executive Director Performance Evaluation
Executive Director Performance Evaluation Executive Director's Name: Evaluation Period: to Evaluated By: General Responsibility of the Executive Director: To serve as the chief operating officer of the
NONPROFIT BOARD BASICS CHECK-UP
NONPROFIT BOARD BASICS CHECK-UP For each of the statements below, please check the appropriate box. If there is an item or section that does not apply to your organization, cross out that line or section.
Investment Policy Statements for Nonprofit Organizations
online report consulting group Investment Policy Statements for Nonprofit Organizations summary a template for prudent investment decisions As a nonprofit trustee, keeping your organization s portfolio
INVITAE CORPORATION CORPORATE GOVERNANCE GUIDELINES
INVITAE CORPORATION CORPORATE GOVERNANCE GUIDELINES A. The Roles of the Board of Directors and Management 1. The Board of Directors The business of Invitae Corporation (the Company ) is conducted under
Blue Cross and Blue Shield of North Carolina Corporate Governance Guidelines
Blue Cross and Blue Shield of North Carolina Corporate Governance Guidelines Over the course of Blue Cross and Blue Shield of North Carolina s ( BCBSNC or the Company ) history, the Board of Trustees (the
Utah Organization of Nurse Leaders Rules and Regulations. Section 1 - Duties of Executive Board
Utah Organization of Nurse Leaders Rules and Regulations Mission The mission of the Utah Organization of Nurse Leaders is to represent and cultivate nursing leadership across the continuum to improve health
USBC Onboarding Program. Module 2: Orientation to the USBC Board of Directors
USBC Onboarding Program Module 2: Orientation to the USBC Board of Directors 2014. Not to be distributed or reproduced without the express permission of BoardSource. 1 Welcome to the USBC Board of Directors!
The Container Store Group, Inc. Corporate Governance Guidelines
The Container Store Group, Inc. Corporate Governance Guidelines (As of October 2013) The Board of Directors (the Board ) of The Container Store Group, Inc. (the Company ) has adopted these corporate governance
Board of Directors Handbook
Board of Directors Handbook Bruce Lev Chairman of the Board Annora Gilman Chair, Leadership Committee David Newman Executive Director Welcome to the Hofstra Hillel Board of Directors Welcome to the Board
CORPORATE GOVERNANCE GUIDELINES
CORPORATE GOVERNANCE GUIDELINES The corporate governance standards established by the Board of Directors (the Board ) of Rackspace Hosting, Inc. (the Company ) provide a structure within which directors
GODADDY INC. CORPORATE GOVERNANCE GUIDELINES. Adopted as of February 3, 2015
GODADDY INC. CORPORATE GOVERNANCE GUIDELINES Adopted as of February 3, 2015 The following corporate governance guidelines have been adopted by the Board of Directors (the Board ) of GoDaddy Inc. (the Company
GREAT PLAINS ENERGY INCORPORATED BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES. Amended: December 9, 2014
GREAT PLAINS ENERGY INCORPORATED BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES Amended: December 9, 2014 Introduction The Board of Directors (the Board ) of Great Plains Energy Incorporated (the Company
DUPONT BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES
DUPONT BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES These Guidelines serve as an important framework for the Board s corporate governance practices and to assist the Board in carrying out its responsibilities
DIRECTOR AT LARGE Position Description (Revised February 2015)
DIRECTOR AT LARGE Position Description (Revised February 2015) The Director At Large (DAL): 1. Actively promotes and articulates the Mission and Vision of APSNA. 2. Reviews, revises and assists in the
EMR ASM Alliance Executive Group: Terms of Reference
EASTERN METROPOLITAN REGION ASM Alliance Executive Group TERMS OF REFERENCE The EMR ASM Alliance The EMR ASM Alliance has been created to support the implementation of the Active Service Model (ASM) across
Chief Operating Officer. Building Vibrant Engaged Communities
Chief Operating Officer Building Vibrant Engaged Communities square feet of second floor commercial space in October 2014. The COO is responsible for finalization of new office space configurations and
ORACLE CORPORATION CORPORATE GOVERNANCE GUIDELINES (January 10, 2014)
ORACLE CORPORATION CORPORATE GOVERNANCE GUIDELINES (January 10, 2014) 1. Director Qualifications A majority of the members of the Board of Directors (the Board ) of Oracle Corporation ( Oracle ) must qualify
Audit Committee Charter
Audit Committee Charter Role The Audit Committee of the Board of Directors assists the Board of Directors in fulfilling its responsibility for oversight of the quality and integrity of the accounting,
Introduction. Board Structure and Composition CORPORATE GOVERNANCE GUIDELINES
CORPORATE GOVERNANCE GUIDELINES Introduction The Board of Directors of Rocket Fuel Inc. has established these Corporate Governance guidelines to provide a framework within which our directors and management
Motorola Solutions, Inc. Board Governance Guidelines (as amended October 17, 2013)
Motorola Solutions, Inc. Board Governance Guidelines (as amended October 17, 2013) These Board Governance Guidelines, adopted by the Board of Directors (the Board ) of Motorola Solutions, Inc. (the Company
JUNIOR STATESMEN FOUNDATION Chief Executive Officer Position Description
THE MISSION: JUNIOR STATESMEN FOUNDATION The mission of the Junior State of America (JSA) and the Junior Statesmen Foundation is to strengthen American democracy by educating and preparing high school
CHARTER OF THE BOARD OF DIRECTORS
SUN LIFE FINANCIAL INC. CHARTER OF THE BOARD OF DIRECTORS This Charter sets out: 1. The duties and responsibilities of the Board of Directors (the Board ); 2. The position description for Directors; 3.
GOV. The smooth and effective functioning of a health center s governance
Information I n f o r m a t i o n Bulletin B u l l e t i #1 n # 1 GOV National Association of Community Health Centers, Inc GOVERNANCE SERIES For more information contact Jacqueline C. Leifer, Esq. or
CORPORATE GOVERNANCE GUIDELINES. (Adopted as of June 2, 2014)
CORPORATE GOVERNANCE GUIDELINES (Adopted as of June 2, 2014) The following corporate governance guidelines have been approved and adopted by the Board of Directors (the Board ) of Arista Networks, Inc.
Dear Charitable Organization Leader,
8 Dear Charitable Organization Leader, Ohio s charitable organizations do great work every day by lending a helping hand to fellow Ohioans who are struggling. The ability of charities to deliver vital
Nonprofit Legal Audit Checklist: Understanding & Complying with the Law
Nonprofit Legal Audit Checklist: Understanding & Complying with the Law Thursday, May 28, 2015, 10:00 a.m. 11:30 a.m. ET The Foundation Center, Washington, D.C. Speaker Carrie Garber Siegrist, Esq., Venable
Ontario Public Health Organizational Standards. Ministry of Health and Long-Term Care Ministry of Health Promotion and Sport
Ontario Public Health Organizational Standards Ministry of Health and Long-Term Care Ministry of Health Promotion and Sport Table of Contents Part I:Introduction... 3 Purpose... 3 Scope and Accountability...
and with the Chief Executive Officer ( CEO ) or Executive Director of the health center.
Information I n f o r m a t i o n Bulletin B u l l e t i #1 n # 4 GOV National Association of Community Health Centers, Inc. GOVERNANCE SERIES Health Center Board Self-Evaluation: The Fundamentals The
CHARTER OF THE AUDIT AND RISK MANAGEMENT COMMITTEE OF THE BOARD OF DIRECTORS OF BLACKBERRY LIMITED AS ADOPTED BY THE BOARD ON MARCH 27, 2014
CHARTER OF THE AUDIT AND RISK MANAGEMENT COMMITTEE OF THE BOARD OF DIRECTORS OF BLACKBERRY LIMITED AS ADOPTED BY THE BOARD ON MARCH 27, 2014 1. AUTHORITY The Audit and Risk Management Committee (the "Committee")
Physicians on Hospital Boards: Time for New Approaches
February 1, 2011 Physicians on Hospital Boards: Time for New Approaches It s rule one of good governance: All members of a not forprofit governing board have a fiduciary responsibility to act in the best
Mission The mission of the Oncology Nursing Society is to promote excellence in oncology nursing and quality cancer care.
Treasurer Position Description Mission The mission of the Oncology Nursing Society is to promote excellence in oncology nursing and quality cancer care. Vision The vision of the Oncology Nursing Society
Strategic Board Meeting Agendas
Strategic Board Meeting Agendas A Standards for Excellence Educational Resource Bulletin The Arc of the United States 1825 K Street, NW, Suite 1200 Washington, DC 20006 Phone: 202-534-3700 www.thearc.org
NRP Training Series 2001 Financial Record Keeping
NRP Training Series 2001 Financial Record Keeping Copyright 2001 Minneapolis NRP - All Rights Reserved What is the role of the Treasurer? Generally, the treasurer is responsible for compiling and keeping
National Network of Fiscal Sponsors. Guidelines for Comprehensive Fiscal Sponsorship
Introduction National Network of Fiscal Sponsors Guidelines for Comprehensive Fiscal Sponsorship Fiscal sponsorship has evolved as an effective and efficient mechanism for starting new nonprofits, seeding
credit union. What is Governance?
Different Models of Credit Union Governance: Theory, Practice & Practical Approaches Michael Daigneault CEO Why This Webinar? Because you asked for it Namely, folks who attended my Governance session in
FIDUCIARY ADVISORY SERVICES
FIDUCIARY ADVISORY SERVICES Comprehensive investment oversight for charities and non-profit organizations Boards of Directors have the opportunity to make a difference in how charities fulfill their missions.
LEGAL DUTIES OF AN INDEPENDENT SCHOOL BOARD
LEGAL DUTIES OF AN INDEPENDENT SCHOOL BOARD According to nonprofit corporation law, a board member should meet certain standards of conduct and attention to his or her responsibilities to the school. These
CORPORATE GOVERNANCE GUIDELINES OF TRIBUNE PUBLISHING COMPANY. Adopted as of August 4, 2014
CORPORATE GOVERNANCE GUIDELINES OF TRIBUNE PUBLISHING COMPANY Adopted as of August 4, 2014 The Board of Directors (the Board ) of Tribune Publishing Company (the Company ) is elected by the stockholders
SUCCESSION PLANNING. April 31, 2015
SUCCESSION PLANNING April 31, 2015 What We ll Cover: Succession Planning Leadership Development Now What Do We Do??? Succession Planning Succession planning ensures that the agency (or a department in
CINTAS CORPORATION. Corporate Governance Guidelines. As Revised Through March 18, 2014
CINTAS CORPORATION Corporate Governance Guidelines As Revised Through March 18, 2014 The Board of Directors (the Board ) and the Nominating and Corporate Governance Committee of Cintas Corporation (the
INSTITUTIONAL COMPLIANCE PLAN
INSTITUTIONAL COMPLIANCE PLAN Responsible Party: Board of Trustees Contact: Institutional Compliance Office Original Effective Date: 02/16/2012 Last Revised Date: 10/13/2014 Contents I. SCOPE OF THE PLAN...
Board Member "Contract" Suggestions for use
Board Member "Contract" Suggestions for use This is an example of a statement of what board members will hold themselves and their colleagues accountable to, including standards for: contributions, meeting
Nonprofit Governance and Accountability
Nonprofit Governance and Accountability by Lester M. Salamon and Stephanie L. Geller The Johns Hopkins Nonprofit Listening Post Project Communiqué No. 4 October 2005 A joint project of the Center for
Board Development PARTICIPANT WORKBOOK
Board Development (Not bored of development) PARTICIPANT WORKBOOK Created and facilitated by: Lynda Gerty, Engagement Director Last update March 2014 2014 Property of Vantage Point Not to be reproduced
CORPORATE GOVERNANCE GUIDELINES SYNACOR, INC. BOARD OF DIRECTORS GUIDELINES ON SIGNIFICANT CORPORATE GOVERNANCE ISSUES
CORPORATE GOVERNANCE GUIDELINES SYNACOR, INC. BOARD OF DIRECTORS GUIDELINES ON SIGNIFICANT CORPORATE GOVERNANCE ISSUES A. BOARD COMPOSITION 1. Selection of Chairman and CEO It is the policy of the Board
2013 Legal Center for Nonprofits, Inc. Information provided herein is not legal advice and is intended for informational purposes only.
2013 Legal Center for Nonprofits, Inc. Information provided herein is not legal advice and is intended for informational purposes only. Consult an attorney before acting on the information contained herein.
KENTUCKY GOVERNANCE PRINCIPLES Wyatt, Tarrant & Combs, LLP Emily Lamb
Last Updated: January 2010 KENTUCKY GOVERNANCE PRINCIPLES Wyatt, Tarrant & Combs, LLP Emily Lamb Table of Contents 1. The Sarbanes-Oxley Good Governance Principles 2. IRS Encourages Good Governance Policies
Infinity Federal Credit Union. Governance Policy. Table of Contents. Introduction.. 2. Corporate Governance Policy Statement 2
Infinity Federal Credit Union Governance Policy Table of Contents Page Introduction.. 2 Corporate Governance Policy Statement 2 Roles and Responsibilities of the Board and Management 2 Board Committees.
Best Practices: Nonprofit Corporate Governance
Best Practices: Nonprofit Corporate Governance One of the most significant and valuable developments of the post-sarbanes-oxley Act environment has been the emergence of governance Best Practices proposals
Governing Boards: Middle States Commission on Higher Education
Governing Boards: Understanding the Expectations of the Middle States Commission on Higher Education Middle States Commission on Higher Education Governing Boards: Understanding the Expectations of the
CORPORATE GOVERNANCE GUIDELINES OF THE BOARD OF DIRECTORS OF ARTVENTIVE MEDICAL GROUP, INC.
CORPORATE GOVERNANCE GUIDELINES OF THE BOARD OF DIRECTORS OF ARTVENTIVE MEDICAL GROUP, INC. Adopted by the Board of Directors as of May 5, 2013 Introduction; Role of the Board The Board of Directors (the
AMIA BOARD OF DIRECTORS
GUIDE TO THE AMIA BOARD OF DIRECTORS This guide provides information for AMIA Members about the AMIA Board of Directors. It is hoped that AMIA members considering running for a position on the Board will
EXECUTIVE DIRECTOR. LOCATION: KLAMATH, CALIFORNIA REPORTS TO: Yurok Council SALARY: $117,147 to negotiable DOE POSITION SUMMARY:
The Yurok Tribe is the largest Tribe in California with approximately 6,500 members. We are located in northern California along the Klamath River. The Yurok reservation is located in both Del Norte and
Board Governance Principles Amended September 29, 2012 Tyco International Ltd.
BOD Approved 9/13/12 Board Governance Principles Amended September 29, 2012 Tyco International Ltd. 2012 Tyco International, Ltd. - Board Governance Principles 1 TABLE OF CONTENTS TYCO VISION AND VALUES...
BY-LAWS Alumnae Association of Wilson College Chambersburg, PA
BY-LAWS Alumnae Association of Wilson College Chambersburg, PA ARTICLE I. INTRODUCTION Section 1.1. Name The name of this organization shall be the Alumnae Association of Wilson College (hereinafter referred
Scenario Planning Worksheets Strengthening Communities Initiative Northland Foundation
Scenario Planning Worksheets Strengthening Communities Initiative Northland Foundation The Keeley Group, 2011 1 Table of Contents Worksheets 1. Assembling Your Team 2. Sample Agenda 3. Core Values 4. Environmental
DENTSPLY INTERNATIONAL INC. CORPORATE GOVERNANCE GUIDELINES/POLICIES
DENTSPLY INTERNATIONAL INC. CORPORATE GOVERNANCE GUIDELINES/POLICIES TABLE OF CONTENTS I. Functions/Responsibilities of the Board of Directors...1 II. Selection/Service of Board Members...2 A. Identification...2
Board Performance Evaluation: a Case Study of a Private Hospital in Australia
Board Performance Evaluation: a Case Study of a Private Hospital in Australia Peter MILLER Graduate College of Management, Southern Cross University, Australia Email: peter.miller@scu.edu.au Abstract Sound
MINNESOTA MUTUAL COMPANIES, INC. Guidelines of the Audit Committee of the Board of Directors
MINNESOTA MUTUAL COMPANIES, INC. Guidelines of the Audit Committee of the Board of Directors I. Audit Committee Purpose The Audit Committee is appointed by the Board of Directors to assist the Board in
ADVANCED DRAINAGE SYSTEMS, INC. CORPORATE GOVERNANCE GUIDELINES
ADVANCED DRAINAGE SYSTEMS, INC. CORPORATE GOVERNANCE GUIDELINES These Corporate Governance Guidelines have been adopted by the Board of Directors (the Board ) of Advanced Drainage Systems, Inc. (the Company
MANDATE OF THE BOARD
1 MANDATE OF THE BOARD Introduction to Stewardship Duties The purposes and responsibilities outlined in this Mandate and accompanying Board materials are meant to serve as guidelines rather than inflexible
FINANCIAL MANAGEMENT POLICIES AND PROCEDURES
FINANCIAL MANAGEMENT POLICIES AND PROCEDURES 1. GENERAL PURPOSE The purpose of these policies is to establish guidelines for developing financial goals and objectives, making financial decisions, reporting
CORPORATE GOVERNANCE GUIDELINES AND PRINCIPLES OF PBF ENERGY INC.
CORPORATE GOVERNANCE GUIDELINES AND PRINCIPLES OF PBF ENERGY INC. The Board of Directors (the Board ) of PBF Energy Inc. (the Company ) has adopted the following Corporate Governance Guidelines and Principles
GUIDELINE-02 BOARD OF DIRECTORS. Roles, Responsibilities and Meeting Procedures
GUIDELINE-02 BOARD OF DIRECTORS Roles, Responsibilities and Meeting Procedures PREAMBLE 1 : Members of the Board of Directors are elected by the members of PEAC to oversee the strategic direction of PEAC
CORPORATE GOVERNANCE GUIDELINES OF PERFORMANCE FOOD GROUP COMPANY
CORPORATE GOVERNANCE GUIDELINES OF PERFORMANCE FOOD GROUP COMPANY The Board of Directors is committed to achieving business success and enhancing longterm shareholder value while maintaining the highest
GOVERNANCE GUIDELINES OF THE NATIONAL ASSOCIATION OF CORPORATE DIRECTORS
GOVERNANCE GUIDELINES OF THE NATIONAL ASSOCIATION OF CORPORATE DIRECTORS TABLE OF CONTENTS Title Page 1. History 3 2. Foreword 4 3. Mission and Vision Statement 5 4. Board Membership 5 Size of Board Mix
CHARTER OF SUCCESSION PLANNING COMMITTEE
TABLE OF CONTENTS 1.0 MANDATE... 1 2.0 OBJECTIVE... 1 3.0 CO-ORDINATION WITH OTHER COMMITTEES... 1 4.0 OPERATING PRINCIPLES... 2 5.0 PRINCIPAL DUTIES AND RESPONSIBILITIES... 5 Approved by the Board of
NEW YORK LIFE INSURANCE COMPANY BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES
NEW YORK LIFE INSURANCE COMPANY BOARD OF DIRECTORS CORPORATE GOVERNANCE GUIDELINES The New York Life Insurance Company Board of Directors (the Board of Directors or Board ) recognizes its responsibility
ENGAGING YOUR HR & MARKETING EMPLOYEES IN NONPROFIT BOARD SERVICE. sponsored by
ENGAGING YOUR HR & MARKETING EMPLOYEES IN NONPROFIT BOARD SERVICE sponsored by Understand how Board Service fits into your Corporate Community Engagement Strategy Understand the Benefits of Board Service
A little about us...
2014 EXEMPT ORGANIZATIONS CONFERENCE The Charities Bureau, the Nonprofit Revitalization Act and Compliance Issues for New York s Not For Profits Laura A. Sprague, Assistant Attorney General Charities Bureau,
BOARD MANDATE. an Audit Committee, and a Governance, Nominating & Compensation Committee.
BOARD MANDATE 1.0 Introduction The Board of Directors (the "Board") of Baja Mining Corp. (the "Company") is responsible for the stewardship of the Company and management of its business and affairs. The
Responsibilities for individual Executive Committee Members:
Responsibilities for the Executive Committee: The role of the YALSA Executive Committee is to help the Board accomplish its work in the most efficient way. The Committee facilitates decision making in
AHLA. Non-Profits and the Attorney General. Thomas K. Hyatt Dentons US LLP Washington, DC
AHLA Non-Profits and the Attorney General Thomas K. Hyatt Dentons US LLP Washington, DC Gary W. Hawes Assistant Attorney General Office of the Attorney General Hartford, CT Bill McCollum Dentons Former
CORPORATE GOVERNANCE GUIDELINES
CORPORATE GOVERNANCE GUIDELINES As Approved by the Board of Directors on December 6, 2013 Responsibilities of the Board of Directors The Board of Directors, which is elected by the shareholders, is the
Internal Controls and Financial Accountability for Not-for-Profit Boards
Internal Controls and Financial Accountability for Not-for-Profit Boards Attorney General ANDREW CUOMO Charities Bureau 120 Broadway New York, NY 10271 (212) 416-8401 www.oag.state.ny.us/charities/charities.html
ORGANIZATIONAL ASSESSMENT TOOL (OAT) for Full Drucker Self-Assessment Process
ORGANIZATIONAL ASSESSMENT TOOL (OAT) for Full Drucker Self-Assessment Process Please return to: United Way of Allegheny County / Agency Relations / P.O. Box 735 / Pittsburgh, PA 15230-0735 Date the Drucker
STANDARD 1 ELEMENT RATING TABLE and ELEMENT EVALUATION FORMS. Survey Team Standard 1 Element Rating Table
STANDARD 1 ELEMENT TABLE and ELEMENT EVALUATION FORMS STANDARD 1: MISSION, PLANNING, ORGANIZATION AND INTEGRITY A medical school has a written statement of mission and goals for the medical education program,
SEMPRA ENERGY. Corporate Governance Guidelines. As adopted by the Board of Directors of Sempra Energy and amended through September 12, 2014
SEMPRA ENERGY Corporate Governance Guidelines As adopted by the Board of Directors of Sempra Energy and amended through September 12, 2014 I Role of the Board and Management 1.1 Board Oversight Sempra
Versar Board of Directors Corporate Governance Guidelines
Versar Board of Directors Corporate Governance Guidelines The Mission of the Versar Board of Directors. The Versar Board of Directors represents the stockholders interests in perpetuating a successful