The sample below provides a comprehensive overview of the skills, attributes and duites required of a Non-Executive Director on the board of a Not for Profit.

 

Position Title:

Non-Executive Director

Function:                                 

Provide governance to the organisation, represent it to the community and accept responsibility for its success and sustainability.

Qualifications/Skills:         

Knowledge and skills in one or more areas of board governance, e.g. policy, finance or other resource management; plus board-specific criteria here.

Term:

Board members (directors) are elected by the membership at the Annual General Meeting; directors serve for a xx year term. Directors may be elected for xx additional terms.

Requirements:

• Commitment to the work of the organisation.
• Willingness to serve on at least one committee and actively participate.
• Attendance at Annual General Meeting.
• Be informed of the services provided by the organisation and publicly support them.
• Prepare for and participate in the discussions and the deliberations of the Board.
• Be aware of and abstain from any conflict of interest.
• Behave at all times in a way that is consistent with the values of the organisation.
• Make a financial contribution to affirm belief in the organisation’s goals.

Major Duties:

• Govern the organisation by broad policies developed by the Board.
• Establish overall long and short-term goals, objectives and priorities for the organisation in meeting the needs of the community.
• Promote the organisation membership through relevant networking.
• Be accountable to the funders for the services provided and funds expended.
• Monitor and evaluate the effectiveness of the organisation through a regular review of programs and services.
• Provide candid and constructive criticism, advice and comments.
• Approve major actions of the organisation, such as capital expenditure and major program and service changes.
• Stay up to date and actively monitor changes in the operating environment that impact on the organisation.
• Annually review the performance of the Board and take steps to improve its performance.
• Seek nominations for election to the Board when appropriate.
• Prepare for and participate in the discussions and the deliberations of the Board.
• Foster a positive working relationship with other board members, and organisation staff.
• Be aware and abstain from any conflict of interest.
• Be assured that management succession is properly being provided.
• Appoint independent auditors subject to approval by members.
• Review compliance with relevant material laws affecting the organisation.

 

With acknowledgment to: David Fishel (2003). The Book of the Board – Effective Governance for Non-Profit Organisations. The Federation Press.