Board roles & responsibilities

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Operating Reserve Policy Toolkit for Non-profit Organizations

This Toolkit was created to provide a resource to help to make a compelling case within the organization for the need to establish an operating reserve, provide factors to take into consideration in determining the size of the operating reserve for their organizations, suggest practices for managing the reserve and reporting its balance, and offer some tools with which to go about drafting a policy to record decisions.  The main body of this document defines an operating reserve, presents the rationale for creating one, and discusses a variety of issues that may affect the policy an organization ultimately creates to establish, build, manage, and maintain its operating reserve.

Sponsored by the National Center for Charitable Statistics, Center on Non-profits and Philanthropy at the Urban Institute, and United Way Worldwide

Strategic Planning and Organizational Development

This resource was developed by Pathfinder International.  Strategic planning

An activity carried out on a regular basis to clarify an organization’s purpose, goals, priorities, and a plan for reaching those goals and addressing the priorities.

is one of the most challenging – and exciting – exercises an organization can undertake. Strategic planning allows an organization to make fundamental decisions or choices by taking a long-range view of what it hopes to accomplish and how it will do so. A strategic plan is built on a thorough analysis of the organization’s existing structure, governanceRefers to the source of strategic thinking and decisions that shape and direct an organization and its work and where, ultimately, accountability lies. Includes anything related to non‐profit boards as well as strategic leadership issues., staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

, program or service mix, collaborations, and resources (financial, human, technical, and material). This analysis is vital because it allows an organization to perceive which of its above aspects it must change in order to achieve its goals.

Strategic Planning and Organizational Development

This resource was developed by Pathfinder International.  Strategic planning

An activity carried out on a regular basis to clarify an organization’s purpose, goals, priorities, and a plan for reaching those goals and addressing the priorities.

is one of the most challenging – and exciting – exercises an organization can undertake. Strategic planning allows an organization to make fundamental decisions or choices by taking a long-range view of what it hopes to accomplish and how it will do so. A strategic plan is built on a thorough analysis of the organization’s existing structure, governanceRefers to the source of strategic thinking and decisions that shape and direct an organization and its work and where, ultimately, accountability lies. Includes anything related to non‐profit boards as well as strategic leadership issues., staff

For our purposes, staff refers to agency employees who are neither managers nor executive directors.

, program or service mix, collaborations, and resources (financial, human, technical, and material). This analysis is vital because it allows an organization to perceive which of its above aspects it must change in order to achieve its goals.

Succession Planning Strategies: The Right People, for the Right Jobs, at the Right Time

Contrary to popular belief, succession planning is not a new phenomenon. Companies have been wrestling with ways to identify, develop, and retain their talent for decades. So, why is succession planning suddenly popping up on every company’s radar screen? Today’s organizations are facing higher demands in a global market with the retirement of the Baby Boomers and the widening talent gap. In chapter 2 Key Business Value Findings, asked the question:  why are companies still failing to make succession planning a top priority? (pg. 5), and provide challenges to succession planning (pg. 6) 

Succession Planning: A Leader’s Roadmap for Identifying & Developing tomorrow’s Leaders Today

Today’s organizations must have the right people in the right jobs at the right times. They cannot afford to be without people who have the required qualifications and competencies to quickly fill a critical or key role when the need arises. This guide and related i–Learn module were developed to provide senior leaders, managers and human resource professionals with a roadmap to facilitate succession planning within the New Brunswick public service. The tools containing in this guide provides ideas and practical steps to support the succession planning process, and underscore the urgency and importance of effectively planning for public service renewal.

GNB Succession Planning Guide (2010) Succession Planning: A Leader’s Roadmap for Identifying & Developing tomorrow’s Leaders Today

Succession Planning and Management Guide

Succession planning and management

Includes an organization’s Executive Director and managers, but not staff or supervisors. See also definition for “staff.”

is more and more becoming an important issue in many organizations. The following guidelines are intended to provide a general method to help organizations develop and implement their own succession planning process. Topic includes: What is Succession Planning?(pg. 3) Succession Planning Supports Workforce Planning(pg. 5) Important consideration for Succession Planning (pg.6) Succession Planning Process (pg. 7)

Succession Planning and Management Guide (2008) Government of Newfoundland and Labrador: HR Policy and Planning Division Human Resources Branch  

Succession Planning Process

Succession Planning Process

Succession planning is a systematic approach to building a leadership

When referring to an ‘organization’s leadership’, we mean the board, ED and senior management.

pipeline/talent pool to ensure leadership continuity, develop potential successors in ways that best fit their strengths and concentrate resources on the talent development process in order to yield a greater return on investment. When effectively done, succession planning is critical to mission success and creates an effective process for recognizing, developing, and retaining top leadership talent.

Succession Planning Process (N.D) Retrieval date August 22, 2014   

Sustaining Great Leadership: Succession Planning for Organizations

This guide provides you information about how your boardYour board of directors provides governance to your organization. can sustain effective leadership

When referring to an ‘organization’s leadership’, we mean the board, ED and senior management.

over the long term by planning now for the time that your executive director or other key leaders leave. The steps and tools in this briefing booklet will increase the odds that your organization will sustain effective leaders—and success.  At a minimum, good succession planning includes the development of positive language and attitudes about succession, good emergency backup plans, succession policy, an organizational culture that encourages the growth of new leaders, and adequate preparation for the planned departure of an executive.

Hyman, V. (2010) Sustaining Great Leadership: Succession Planning for Organizations

Sustaining Great Leadership: Succession Planning for Organizations

This guide provides you information about how your boardYour board of directors provides governance to your organization. can sustain effective leadership

When referring to an ‘organization’s leadership’, we mean the board, ED and senior management.

over the long term by planning now for the time that your executive director or other key leaders leave. The steps and tools in this briefing booklet will increase the odds that your organization will sustain effective leaders—and success.  At a minimum, good succession planning includes the development of positive language and attitudes about succession, good emergency backup plans, succession policy, an organizational culture that encourages the growth of new leaders, and adequate preparation for the planned departure of an executive.

Anti-Spam Guide

The purpose of this guide is to help organizations navigate Canada’s new anti-spam law. CASL was passed by Parliament on December 15, 2010 and came into force in July 2014. CASL will be the toughest anti-spam/malware law in the world. In order to ensure compliance, organizations that send commercial electronic messages Canadians needs to examine the way they electronically communicate with customers, potential customers, other organizations and message recipients. Note on Enforcement (pg. 3) Sending Commercial Electronic Messages (pg. 7) Recipient Consented to the Message (pg. 7 &12) Technical Compliance (pg. 26)

Developed by McCarthy Tétrault LLP (2014) Anti-Spam Guide

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