The board's role.
WHAT THE BOARD IS RESPONSIBLE FOR
Direction and purpose Appointing and overseeing the chief executive Financial oversight Compliance Risk Its own effectiveness
WHAT IT IS NOT RESPONSIBLE FOR
Day-to-day management.
WHY THAT BOUNDARY MATTERS
Boards that manage undermine staff; boards that disengage fail to oversee.
WHAT A FUNCTIONING BOARD REQUIRES
Members with relevant capability Regular meetings with real agendas Information sufficient to oversee Willingness to ask difficult questions
WHAT INFORMATION THE BOARD NEEDS
Financial position and forecast Progress against objectives Risks Compliance status Significant decisions
HOW OFTEN TO MEET
Regularly enough to oversee, not so often as to manage.
WHAT TO RECORD
Minutes, with decisions and who was present.
WHY
They are required, and they evidence oversight.
WHAT CONFLICTS OF INTEREST REQUIRE
Declaration, recorded, and withdrawal from the decision.
WHAT COMMON CONFLICTS LOOK LIKE
A trustee's business supplying the organisation Employment of a relative Grants to a connected entity
WHY THEY MATTER SO MUCH HERE
Nonprofits depend on trust, and conflicts destroy it.
WHAT TO ESTABLISH
A register of interests, updated.
WHAT TO AVOID
A board that only ratifies A board dominated by the founder Trustees who never attend
WHAT TO REVIEW
The board's own composition and performance.
