Operating principles for the board and executive director

• Date: 01 October 2016
• DOI: http://doi.org/10.1002/ban.30349
• Published date: 01 October 2016

6 Board & Administrator

DOI 10.1002/ban © 2016 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

Resource

Operating principles for the board

and executive director

Roles of the executive director and board members

We agree to the following roles and responsibilities to

enable the board and executive director to work effectively

as a team and make good decisions in a timely manner.

The role of the board is to:

• govern, prioritize and keep organizational resources

focused on the mission;

• set policies;

• approve the budget;

• hire and evaluate the executive director;

• listen to and represent the community;

• be an advocate for the organization’s mission;

• be supportive of staff and management;

• direct concerns or criticisms to the executive direc-

tor in a timely manner;

• support actions taken by the board and clearly dif-

ferentiate personal opinion from board decisions when

speaking in the minority; and

• support the organization’s fundraising activities and

make an annual personal gift to support the mission.

The role of the board is not to:

• carry out policies or micromanage the executive

director;

• create surprises;

• abdicate board responsibility;

• press narrow personal agendas; or

• as individuals, make promises that would appear to

be binding upon the board and/or the organization.

The role of the executive director is to:

• provide recommendations and implement board policy;

• build a positive environment throughout the organi-

zation;

• serve as a resource to the board;

• act as the primary communicator;

• provide support, leadership and vision for the

organization;

• bring options and recommendations to the board;

• ensure organizational and staff accountability;

• be the “day-to-day” decision-maker;

• manage the work of the organization; and

• develop leaders throughout the organization.

The role of the executive director is not to:

• make policies;

• create surprises;

• assume board responsibilities;

• press narrow personal agendas;

• be the sole spokesperson for the board; or

• discourage open discussion and feedback.

Principles to guide communication:

The ability to clearly communicate is likely the single most

important aspect of a successful relationship.

Regular communication between the executive director

and the members of the board is crucial. Various communica-

tion strategies fall into three categories: personal interactions,

telephone contacts and written/email/electronic exchanges.

• Personal interactions: Opportunities for informal and for-

mal interactions should be provided. The board chair and ex-

ecutive director shall meet on a weekly basis. The executive

director is encouraged to call or meet with individual board

members frequently to provide an opportunity for dialogue.

• Telephone contacts: When emergencies occur, the

telephone is the best tool for instant communication to all

board members. The board chair and executive director

are also encouraged to confer by telephone on issues as

they arise or develop.

• Written/email/electronic exchanges: To keep the board

members informed on operational matters, the executive

director can send correspondence, Friday memos, or email

and text messages. Weekly correspondence or electronic

messages outlining major events and activities keep everyone

informed. When issues/circumstances arise that may be of

interest to the board, email and text messaging are particularly

suited to distributing consistent and timely information.

Friday memos from the executive director will be sent

to the board members; this will help keep board members

informed on important events/activities that happened dur-

ing the week. Weekly mailings will include time-sensitive

materials and be part of the Friday briengs.

A packet of information will be delivered to the board mem-

bers electronically; this packet will include copies of bulletins,

magazines, articles and information from various organiza-

tions. This information will be included in the board folders. ■