Better Practices
© 2002, Association Xpertise Inc. www.axi.ca
The practices described in this area are described as Better Practices for a very good reason. We have a great deal of difficulty with the term best practices used in any other context than to refer to the results of benchmarking exercises involving real and relevant organizations with tangible results. We offer Better Practices related to areas where we feel that change is needed in associations. The Better Practices are intended to provoke thought, and to encourage organizations to think about what they are doing and how they are doing it.
The Board Manual
An important element in the orientation and training of new and current directors.
An indispensable tool and central resource during the Board’s work throughout the year.
The manual should be well planned (include essential items but not be a repository for everything)
The manual should be organized (clearly marked sections and a table of contents).
The manual should have pockets to hold brochures and similar items.
All materials should be dated.
The manual must be kept current.
It must be updateable and allow for materials to be added and removed.
The manual must be easy to use.
It should be of a reasonable size and weight so it can be brought to meetings and used.
Don’t include duplicate or similar items and, where possible, use summaries instead of longer documents (material that has a direct impact on potential liability of directors, such as letters patent or by-laws, should not be summarized)
The manual may be prepared by staff, but it should be done with input by and in consultation with officers and directors. Board members should regularly evaluate its usefulness and provide suggestions for improvement.
names of board members, their biographies, terms of office and a statement of their responsibilities;
a list of committees and task forces, with their terms of reference, time frames and membership;
a brief written history of the corporation and/or a fact sheet about the corporation;
Letters Patent, supplementary Letters Patent and bylaws;
mission and vision statements;
strategic framework or plan, and the current annual operating plan;
minutes from recent board meetings;
board policies (e.g., conflict of
interest, insurance coverage, expense reimbursement);
the prior year’s annual report and audit report;
current annual budget and latest financial statement;
banking resolutions and investment policy;
current list of major funders or partners and/or stakeholder map;
organizational chart and staff information;
annual calendar; and,
promotional material and Web site information.