Good Governance Checklist from CWP
GOOD GOVERNANCE: THE ESSENTIAL CHECKLIST
Based on and adapted from Capacity Waterloo Region on the internet
Editor's note (I especially like this checklist more than others because it emphasizes attention to overlaps that normally cause problems in Waldorf schools. You can certainly adapt it for your use. As with all checklists, it is a good place to launch a discussion of roles, responsibilities and agreements. -ms-)
CO M M UN I CA T I O N
The Board speaks collectively with One Voice at all times
Admin/Faculty reports to the Board on a regular basis
The Admin/Facultyalways keeps the Board informed of major internal / external issues or trends
The Admin/Faculty does not instruct any Board member, including the Chair of the Board
The Board makes an honest effort to engage with the membership
The Admin/Faculty makes an honest effort to engage with the beneficiaries & customers
RO L E S A N D RE S P O N S I B I LI T I E S
The Board focuses on governance duties, i.e., strategic visioning & long-term planning
The Admin/Faculty focuses on operational duties, i.e., annual budgeting, goal setting, day-to-day
The Board does not instruct the Executive Director or staff on day-to-day duties
The Admin/Faculty does not instruct any Board member, including the Board Chair
The Board Chair facilitates free and open meeting discussions based on a set agenda
MON I T OR I N G
Detailed minutes are kept from all Board meetings, i.e., Motions, Vote Counts, etc.
The Board monitors its own performance on a regular basis, e.g., Self-Evaluations
The Board evaluates the Administrator’s fulfillment of strategic objectives
The Board monitors the organization’s financial conditions on a quarterly basis
Audited financial statements are readily available and accessible to the membership
CO M M I T T E E W O RK
Board committees have a set mandate, membership, and lifespan
Board committees report to the Board and thus have no binding authority
Board and staff committees do not have overlapping mandates
Board members on staff committees do not direct staff or report content to the Board
Board committees are used infrequently, as boardroom discussion is paramount
AC C O U NT AB I L I T Y
The Mission, Vision, and Values are drafted and enforced by the Board
The Admin/Faculty is fully accountable to the Board for all activities & actions of the organization
The Board remains accountable to the membership at all times
Confidentiality is respected by all Board members and staff alike
The Board is ethical, prudent and legal in all of its duties