7: The Board's Role and Code of Conduct
This is an
example of the roles of a Board of management.
roles of the Board are:
a plan for the future of the service. The plan should include
what is to be achieved and how it is to be achieved.
staff accountable for carrying out the plan.
as a sounding board for staff ideas
the implementation of the plan.
the plan as appropriate.
staff have adequate support and training.
adequate financial and statistical records are kept.
adequate financial resources are available to maintain the
service, eg, through ensuring the continuity of funding.
systems are in place so that the service operates by best
to the relevant legal requirements.
the Board does not deal with operational issues - but rather
questions of policy. In general operational issues are dealt
with by staff, either at a staff meeting or individually.
of the Board members as individuals are to:
a commitment to The Service's objectives
material for meetings in advance and any other relevant preparation
includes the following roles Chairperson, Secretary and Treasurer
discusses with the Administrator the Board meeting agenda, specific
items, recommendations and priorities for discussion prior to
the circulation of the Board papers.
Papers usually include:
(Recommended decisions for consideration for each item to be
papers where appropriate.
Minutes normally record decisions and the reasons for those decisions.
normally meets monthly.
- Draws up
an Agenda with the Administrator.
meetings of the Board are held.
that legal responsibilities of the The Service are
that meetings are run in accordance with the The Service constitution,
has a facilitating role which involves ensuring that there is
effective participation and decision making at Board meetings.
This role includes:
through the agenda.
sure that all at the meeting participate.
the decision (and wording where appropriate) for the Secretary
and the Board as a whole.
- Sign the
minutes after they have been confirmed as a true record of
the previous meeting.
that adequate Board Papers are prepared and circulated prior
to the Board Meeting - this may involve checking with the Administrator
that the papers have been prepared and sent out.
accurate minutes are taken of Board Meetings and other meetings
of the organisation - the minutes should include the decisions
and reasons for those decisions.
and submit to the Board all applications for membership
the corporate seal is only used on the proper authority.
must sign any legal documents that require the signature of the
Secretary of the organisation.
is responsible for oversighting the organisation's finances and
The staff are
responsible for keeping the accounts and preparing financial
reports to the Board.
is responsible for oversighting that
books of account are kept.
- The budget
- An audit
is responsible for ensuring the board receives adequate financial
have a responsibility to:
1. Act honestly
and in good faith
that the organisation carries out activities within its purpose.
potential conflicts of interest as soon as they arise. This
includes financial, political or personal benefit from:
- other business
or professional activities
or accountability to other people or organisations
of other organisations
of property or other assets.
4. Where there
is a conflict of interest remove themselves from particular discussions,
decisions or votes, or resign altogether from the management
5. Not use
their position and information for personal benefit or advantage
at the expense of the organisation.
6.. Act in
the best interests of the organisation. The interests of the
organisation are the members as a whole, not any particular member
or group of members. For example, representatives should act
for all members, not just those they represent.
powers for their proper use.
8. Ensure that
duties they delegate to staff are carried out properly by competent
the privacy and confidentiality of information obtained in the
course of their participation and not share information that
refers to staff members or members of the management group to
any group or individual outside the organisation.
clarifiesl the boundaries between the Board and the Executive
the Executive Officer
the appointment of other staff on the recommendation from an
interviewing panel (appointed by the Board).
3. At each
meeting reviews a list of all payments and ratifies payments.
the yearly budget
staff training expenditure.
the quarterly reports to the funding body.
7. Board members
in the first instance refer all complaints about services to
the Executive Officer.
8. May authorise
expenditure of any amount already approved in the budget.
9. Must circulate
a list of all payments to the Board meeting.
11. May authorise
expenditure up to $500 if within budget.
12. Opens all
correspondence and ensure that the Chairperson and staff receive
all relevant correspondence for action.
13. Works with
the Chairperson in developing the Agenda for Board meetings.