S1 - Preamble
S2 - Partnerships
S3 - Governance
S4 - Organizational Integrity
S5 - Finances
S6 - Fundrainsing & Communications to the Public
S7 - Management Practices & Human Ressources
S8 - Acheiving Compliance
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Summary
Governance
S 3.3
Raison d'être
Indicators of Compliance
Ethical Questions to ask
Examples of good ethical practice
Examples of poor practice
  1. Each Organization shall establish and periodically review a governance framework suitable for fulfilling its mandate. The structure shall enable the Organization to make timely decisions and to meet its responsibilities. The framework shall include an appropriate governance structure and operations; relationship of senior staff and the governing body; and decision-making processes.

Why
Why
The governing body is entrusted with governing the Organization wisely, and to do so it must work effectively as a group and with the senior staff. To keep the Organization contemporary and effective, it is important to periodically review its governance structures and framework.
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Indicators of Compliance
Indicators of Compliance
  • The Organization’s governance structure and practices are consistent with its governing statute and bylaws, and with applicable laws.
  • A governance review is conducted periodically.
  • The relationship between the governing body and senior staff is clearly defined.
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Ethical Questions to ask
Ethical Questions to ask
  • How do we know that we are in legal compliance?
  • Are we missing deadlines for making key decisions?
  • Is the governing body dictating how to achieve the mission to the staff, instead of focusing on what results are needed?
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Examples of good ethical practice
Examples of good ethical practice
  • Providing the governing body with regular reports from senior staff, and periodic reports from external advisors, that confirm legal compliance or highlight changes needed.
  • Conducting or commissioning a governance review at least every five years.
  • Limiting terms for directors (e.g. no more than three (3) terms of three (3) years each) to ensure structured turnover and discussion about renewal.
  • Planning for succession of the governing body as a whole as well as for key roles.
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Examples of poor practice
Examples of poor practice
  • Allowing the Executive Committee to make and act on significant decisions rather than recommending action to the governing body and waiting for it to decide.
  • Presenting the governing body with complex documents, without any summaries or identification of strategic issues, when immediate decisions are needed.