IACD is governed by an international Board of Directors of up to 14 elected members and up to 6 additional co-opted members. Board members are elected at the annual general meeting, or can be co-opted by the Board if it feels it requires additional expertise. Any IACD member may stand for the Board. Board terms are for three years and may be extended a further two three year terms. If Board members are unable to play an active role and fail to attend three Board meetings, they will be asked to stand down to enable another member to take on the role.
Directors represent one of nine global regions:
- Europe, including the Russian Federation
- South Asia
- East Asia
- South East Asia
- Middle East and North Africa
- Sub Saharan Africa
- South America
- North America
The President, Vice President(s) and Treasurer are elected from within the Board. The President and Vice Presidents are elected for a three year term, which may be renewed for a second term.
The Board has a number of standing committees and may periodically establish short life working groups. The current committees are:
- Executive, Finance and Human Resources
- Training and Professional Development
- International and National Networks Relations
- International Conference.
IACD Committees: Roles and Responsibilities
Committees will provide update reports to each Board meeting and an annual report to the association on its activities at the AGM. Reports can be given in written form (at least 5 business days prior to the Board meeting) or in-person by a Committee member. All committees will have at least two Board members and will have the authority to co-opt others with relevant expertise to participate in committee activities. No expenditure may be incurred by any committee unless approved by the Board, monitored by the Finance Committee.
PLEASE NOTE THAT FOLLOWING THE ANNUAL GENERAL MEETING ON 09/08/2017 THREE NEW DIRECTORS WERE ELECTED TO THE BOARD. IN LIGHT OF THIS THE COMPOSITION OF THE FIVE COMMITTEES BELOW MAY CHANGE.
1) Executive, Finance, Fundraising and HR Committee
Chair: Paul Lachapelle
Members: Rob, Anastasia, Colette, Clare, John, Tony
This committee is responsible for:
- Overseeing the efficient and effective financial management of the association. This includes the preparation of annual budgets and management accounts; monitoring of IACD bank accounts; monthly reporting to the Board; appointment of auditors and bank/s;
- Overseeing and approving the fundraising strategy of the association; approving grant applications prior to submission and reports to funders that grant aid the association, including the Scottish Government;
- Ensuring that appropriate IT and payment systems are in place for the payment and renewal of membership fees and, that monthly reports are made to the Board on fee income patterns;
- Appointing the association’s accounting officer and approving delegated expenditure;
- Approving any expenditure proposals from the Board or its sub committees;
- Developing and monitoring all HR policies and practice; overseeing all staff and consultant contracts;
- Ensuring that an annual report on all Finance, fundraising and HR activities is made to the association’s AGM.
2) Policy / International and National and Regional Networking Committee
Co-Chairs: Tony Kimbowa
Members: John, Anastasia, Paul, Maryam, Greg, Dee
This committee is responsible for:
- Overseeing the development of IACD’s Position Statements;
- Advising the IACD Board, which will approve these Statements;
- Developing and running technical sessions, symposia and other events relating to public policy development;
- Expanding the participation of IACD’s members in public policy communications;
- Exploring opportunities for expanding international activities by collaborating and cooperating with the Board, the general membership, and other professionals in the field of community development.
- Developing the association’s consultative status with the UN and its agencies and with global regional bodies;
- Ensuring that the association is represented at key international fora, including the UN and others in order to maximise the influence of the CD approach and discipline;
- Developing and maintaining partnerships as appropriate with other international networks and NGO e.g. IFSW.
- Consulting and informing members on the association’s international advocacy and ensuring that members are updated on activities through the web and ENews;
- Identifying and developing the association’s links with existing national and regional CD associations/networks/fora; working here with IACD Regional Directors and identified Country Correspondents;
- Supporting association members to establish national and regional associations/networks/fora; working here with IACD Regional Directors and identified Country Correspondents;
- Encouraging national and regional associations/networks/fora to publicise their activities on the IACD website and the ENewsletter;
- Consulting and informing members about the work of the committee;
- Advising the Board on all matters relating to the association’s international national and regional relations and network development.
3) Membership, Communications and Marketing Committee
Co-Chairs: Colette McGarva
Members: Shitu, Wowee, Ursula, Colette-Margaret, Rob, Maryam
This committee is responsible for:
- Overseeing the management of the recruitment and renewal of members of the association, including criteria for membership, categories and fees;
- Recommending to the Board the membership fees and reporting to Board meetings on recruitment and renewal patterns and the names of all new members;
- Ensuring the maintenance of records of all members, including their contact names, category, address and fee paid;
- Developing and approving periodic membership recruitment campaigns and monitoring these;
- Consulting members, approving and monitoring on the range of services provided for the association’s members.
- Overseeing all materials and methods associated with IACD outreach communications and marketing;
- Developing a strategy to best reach all audiences through various social media and networking methods;
- Ensuring board members and the general membership are familiar with all of our communications and marketing options and materials;
- Advising the Board on income earning opportunities relating to communication and marketing services.
4) Training, Publications and Professional Development Programme Committee
Co-Chairs: John Stansfield
Members: Anita, Connie, Greg, Dee, Maryam, Ursula, KK Fung, Ron Hustedde
This committee is responsible for:
- Developing the association’s Training and CPD programmes for members and others, including income earning courses, practitioner exchanges, events and on-line programmes;
- Developing and managing the Community Development Exchange ‘Vault’ of CD teaching and learning resources from around the world; including income earning that might arise from this in partnership with CDS and UNITEC et al;
- Maintaining contact with the CD graduate training courses arising from the Mapping Exercise, including updating contact information about these courses and the networking of trainers and students;
- Promoting the CD professional discipline internationally;
- Consulting and informing members on Training and CPD programmes that might be run by the association and ensuring that members are updated on activities through the web and ENews;
- Providing new Board members with mentoring and new member packet information.
- Advising the Board on income earning opportunities relating to Training and CPD services.
- Developing the association’s publications for members and others, including income earning publication activities;
- Developing and managing the publication of the association’s magazinePractice Insights, including having overall editing responsibility and managing its design and on-line and hard copy publication at least two times per annum;
- Maintaining the partnership with the international Community Development Journal (CDJ), including identifying opportunities for CDJ publishing articles from IACD events and for promoting IACD to CDJ subscribers; Similarly with regional CD journals.
- Consulting and informing members on publications that might be published by the association and ensuring that members are updated on related activities through the web and ENews;
- Advising the Board on income earning opportunities relating to publication services.
5) 2018 World Community Development Conference Planning Committee
o 2018 World Community Development Conference (Ireland):
- Core Planning Group (for face to face meetings): Rob and Anastasia, 2 individuals from the University, and 2 from Community Work Ireland.
- International Advisory Group: Paul (IACD Pres.), Rob (Financial Oversight), Colette (Rep from European Region), John (Immediate Past Conference Planning Chair).
- Abstract Review Group (to review proposals): membership TBD
- Global Ambassadors Group: made up of key individuals in regions around the world to promote and support the conference.
This Committee has a revolving Chair based on the lead contact for the annual or biannual conference that is being planned for that fiscal year. It is responsible for:
- Organising the association’s conference (regional/international or annual/biennial); proposing to the Board the theme, programme and venue;
- Identifying international, regional, national and local partners and funders and establishing a local conference planning group;
- Overseeing the financial management of the event, including agreeing with the full Board the income earning share for IACD;
- Consulting and informing members on the conference theme;
- Advising the Board on all matters relating to the conference.
Being an IACD Board member or committee member involves a time commitment.
We should not underestimate that joining the Board of IACD requires quite a time commitment. As well as being a Board member, you are likely to be a Regional Director responsible for promoting membership across your region. You will also be required to join two of the Committees above. All Board members are volunteers and there is no payment for this work. If funds allow we may be able to assist Board members to attend one of the IACD international conferences. That all said, IACD has a stimulating Board, with all highly committed to building the association and representing the field at an international level.
If you are interested in serving on the IACD Board or to be considered for co-option to one of its committees, you must be a fully paid up member of the association. Nomination forms must be submitted at least six weeks before an AGM and we shall post a notice about this date on the website and Facebook Page indicating whether there is a vacancy. The existing Board will consider all nominations in accordance with our equal opportunities and diversity policy.
When IACD was re-constituted and the Secretariat moved to Scotland, it was registered as a Scottish charity (number SC036090). The bulk of the development and representational work of the association is carried out by its volunteer Board and committees. We do however have a small Secretariat (currently a part time Administrator). We also periodically hosts consultants, interns and student placements at our head office in Glasgow, Scotland or potentially to work alongside one of our Regional Directors.
If you are interested in an internship or student placement, please send a brief CV to email@example.com indicating what you are looking for and whether this is at the head office or one of our Regions. If we are able to take you we will. IACD can give no payment for internships or student placements.
IACD holds an Annual General Meeting usually coinciding with an international conference. Our 2017 international conference is taking place eight months after our 2016 AGM, so the date of the 2017 AGM will be announced soon. At this, we consider Nominations to the Board, present an annual report together with the financial statements of the organisation that are reviewed by an independent auditor, and the Board agrees the work programme for the year ahead.
Benefits of being a board member
“Becoming a board member can be immensely rewarding but it is not something you should go into with your eyes closed. If you are habouring a romantic image about breezing into Board meetings every now and then, making a few swift and effective decisions and in the process attaining that warm inner glow you get from helping to change the world, itʼs time for a reality check. Being on a not-for-profit board can, at times, be a hard and thankless task” (www.ourcommunity.com.au)
Becoming part of IACDʼs Board is an exciting and rewarding experience. Some of the benefits include:
– Making a difference – helping to promote and advocate for the important role
of community development processes and methodologies internationally;
– Growing your networks – meeting and exchanging with other community
development practitioners and leaders from around the world;
– Expanding your knowledge – exposure to community development around the
world, and the potential to see how community development links to diverse
areas and fields of knowledge (such as finance, rural development, gender,
enterprise and culture);
– Developing your skills – being in a leadership position in an international
organisation offers all sort of possibilities for expanding your skills;
– Reflecting on your work and your context – meeting practitioners from other
places and contexts gives us an opportunity to reflect on our own practice and
the contexts in which we work, and this can add a richness and depth to our
IACD Board membership is voluntary and involves no remuneration – however, the rewards of being part of growing this organisation range from personal satisfaction to professional development. We are part of growing and nurturing a unique international organisation – and that is an exciting prospect!
Board Member Responsibilities
Being a Board member of IACD is a privilege and a member should not take on this position lightly.
Board members are expected to be active representatives of IACD both in their own countries, their global regions and internationally.
Being a Board member entails taking on a number of legal and moral responsibilities. These are set out below.
IACD Board members provide leadership through:
o Ensuring that the organisation complies with its governing documents, Scottish
charity law, UK company law and any other relevant legislation or regulations.
o Ensuring that the organisation pursues its objects as defined in its governing
o Ensuring the organisation uses its resources exclusively in pursuance of its
objects: the charity must not spend money on activities which are not included
in its own objects, no matter how worthwhile or charitable those activities are.
o Contributing actively to giving firm strategic direction to the organisation, setting
overall policy, defining goals and setting targets and evaluating performance
against agreed targets.
o Promoting the values, mission, and work/activities of IACD.
o Ensuring the effective and efficient administration of the organisation.
o Ensuring the financial stability of the organisation.
o Protecting and managing the property of the charity and ensuring the proper
investment of the charity’s funds.
o Applying a duty of care to paid staff and volunteers, contributing to the
appointment of staff and monitoring their performance.
o Communicating actively with staff and other board members.
o Leading fund-raising activities for IACD at a regional level.
o Actively participating in at least one taskforce group, and supporting projects of
IACD at the regional or global level.
o Actively participating in Board initiatives and actions between Board meetings.
o Actively pursuing connections and resources to contribute to IACD from her/his
o Linking into networks and supports to access resources for participating in
o Actively expanding community development networking between their region
o Coordinating IACD co-sponsored community development activities.
o Supporting other Directors in their region in pursuit of the objectives in the
o Providing regional updates at all Board meetings.
o Working with other Directors in their region to submit updates and articles for
IACD website, publications, e-bulletins, and other social media activities.
o Attending Board meetings.
In addition to the above statutory duties, each Board member should use any specific skills, knowledge or experience they have to help the Board of Directors reach sound decisions. This may involve:
o Scrutinizing Board papers
o Leading discussions
o Focusing on key issues
o Providing guidance on new initiatives
o Leading fund-raising activities
o Other issues in which the trustee has special expertise.
Board Member Person Specification
o Experience and interest in community development
o Commitment to helping IACD understand the community development context in
her/his country and global region
o Commitment to the organisation
o Willingness to devote the necessary time and effort
o Strategic vision
o Good, independent judgement
o Ability to think creatively
o Willingness to speak their mind
o Understanding and acceptance of the legal duties, responsibilities and liabilities of
the position as trustee of a Scottish charity and UK company director
o Ability to work effectively as a member of a team and share learning
o Adherence to the seven principles of public life: selflessness, integrity, objectivity,
accountability, openness, honesty and leadership.
The sustainability of IACD relies on the active involvement of all Board members. It is absolutely essential that Board members play an active role in the organisation. While staff members are directly responsible for the day to day operations of the organisation, Board members play an important role in the life of the organisation.
With this in mind, each Board member is asked to commit to the following activities of the Board:
· Actively participate in at least two committees of the IACD Board of Directors.
· Respond promptly to requests and emails from the Board Executive Committee
or staff. If you are unable to respond to an email request due to your workload,
you must let the Executive Committee and staff know this in writing and also the
date when you will be available to respond.
· Network regionally on behalf of IACD. Evidence of this could be:
o Hold 1 regional or local event
o Membership development
· Commit to support IACDʼs fundraising strategies. Actively engage your national and regional networks and seek to open up funding possibilities for IACD.
· Work with other Board members in your region to coordinate your activities.
It is expected that you will communicate with the other Board members in
your global region at least twice per year;
· Report on your IACD activities to staff monthly, for inclusion in the IACD
Activity Report reviewed by the Executive
· Complete your regional annual report. This report must be forwarded in a
timely fashion so that they are available for the Annual Board Meeting.
These reports will be made available to all IACD members.
It is important for all Board members to note that IACD is not in a position to cover expenses incurred as a result of undertaking these duties. It is the responsibility of each Board member to find ways to cover the costs of
undertaking these duties.
Board Member Non-Participation Policy
When Board members are unable to fulfill their roles and complete their tasks:
o Individual Board members are responsible for communicating with the
Executive Committee if they are not able to fulfil their roles. A strategy will
then be developed that is appropriate for the circumstances (e.g. if it is for a
short time, the Board memberʼs tasks may be rescheduled. If it is for a long
period, the Board member may be asked to identify/nominate someone from
the same region to stand as co-optee on the Board).
o Board members will be deemed to have resigned from the Board if they:
o Fail to renew their IACD membership
o Fail to attend or formally notify an apology to two consecutive Board
meetings (including teleconference meetings)
o Fail to participate in the work of the organisation (as outlined in these
guidelines) for a period of one year or more.
If there has been no communication or activity from an individual Board member for a six month period (or a 30-day period for members of the Executive), the Executive will initiate a discussion with the Board member to determine the next course of action.
Board Operating Policies
All elected members of the Board will normally serve for a maximum term of three years, and may serve a further two terms. Appointment to a third term of three years is not automatic but subject to re-nomination and the agreed appointments procedure. Under UK law, each individual is a Director in his or her own right, irrespective of any
agreements reached to share roles (e.g. office bearing positions on the Executive). A detailed description of the make-up of the Board, its co-option and election processes are contained in the Memorandum and Articles of Association.
The Board operating policies shall be:
o It is an expectation of Board membership that Directors will attend all meetings.
Active electronic email participation is expected of all Board members in the
discussion of IACD issues and decision making processes.
o Board members are expected to join and actively participate in at least one
o Board members/Directors who do not actively engage in the work of the Board
will be asked to resign. The internal and globally focussed governance work of
the Board is separate from and in addition to, any work Directors may undertake
in their regional networks.
(ii) Use of Committees and Taskforces
o Board members may be required to serve on one or more Board committees or
Taskforces formed in response to Board needs. Board members should expect
to lead or participate actively in these committees which involve research,
consultation, problem solving problems, or completing tasks set by the Board.
Board committees and working parties shall report to the Board and wider
organisation through the Executive.
(iii) Meeting Processes
The Board of Directors is a team unit. The Chair-person is the ‘team leader’ and has overall responsibility for ensuring the IACD Board functions as it should. It is the Board’s role to look both forwards in making new policies and programmes, and backwards, serving as a ‘check and balance’ on the exercising of Executive powers, and as a watchdog on behalf of the organisation’s various stakeholders.
The IACD has a multi cultural, multi lingual Board. This creates special challenges in communications. The Chair and Company Secretary therefore shall ensure that:
• Meetings are conducted in a commonly understood language
• Interpretation is provided where required
• The language and perspectives adopted by IACD are global
• Meeting processes are inclusive of all members’ input and perspectives.
The Board shall hold an on-line meeting four times a year and ideally one of these shall be a face to face meeting . It may use external facilitators to assist discussion and decision making processes.
IACD embraces and respects diversity. The Chair and Executive Committee will ensure a Board culture and process operates whereby:
• The meeting processes adopted do not alienate or disenfranchise members
• Culturally inappropriate references and humour is eliminated
• Women are enabled and do speak as often as men
• Members from southern countries speak as often as their northern counterparts
• Native speakers of the Boardʼs main working language do not dominate discussion.
Preparation of the Board meeting agenda is the responsibility of the President and Company Secretary in consultation. The agenda will reflect Board concerns and IACD programmes.
(iv) Induction and Training
New Directors and volunteers shall receive an induction from a member of the Executive.
Detailed job descriptions are all contained in the Board Guidelines which all Board members receive. Board members are also encouraged to familiarise themselves with their legal responsibilities as Board members of a Charity registered in Scotland. Guidelines are available at: http://www.oscr.org.uk/publications-and-guidance/guidance-for-charity-trustees/.
(v) Board Effectiveness Evaluation
The Board will undertake an assessment of its effectiveness on an annual basis based on
the achievement of its own plans for the year and fulfilment of its stated responsibilities.
(vi) Decision Making Process
All proposals, papers, amendments to Rules and recommendations shall be put to the
Board in writing in a standard, easy to read format. The Board shall make its decisions by
consensus. Where consensus is not possible to achieve after reasonable time has been
allowed for discussion, a formal vote will be taken and recorded.
If decisions relate to a payment to be made to a Board member (under the terms of the
new constitution dated August 2012), that Board member shall not take part in voting.
The Executive shall submit an annual IACD operating budget for approval by the Board
not later than one month after the AGM.
(viii) Delegated Powers
The Executive has delegated powers in the following areas:
• Fund raising
• Advocacy/public relations
• Facilities and assets management – office
• Staff terms and conditions; welfare, health and safety of staff and volunteers
• Operational programme
Executive and Secretariat Policies
The quorum for the Executive shall be four. The Executive will be made up of the Chair, Vice-Chairs and Honorary Treasurer/s. The Development Manager /Company Secretary is a non-voting member of the executive.
Quorum can be achieved by face-to-face meetings, teleconferencing or other online means. The quorum for the Board will be a minimum of five members. The quorum for an AGM is 17 members.
In general, the Board will seek in the first instance to fill the office bearing Executive roles from amongst elected Board members. In the event of no suitable or available candidate, the Board may seek a co-option. With the exception of the Treasurer, co-options to the Executive should be initially be for one year only, with the possibility of further extension with the agreement of a quorum of the Board. The Treasurer however may be co-opted for up to four years.
Executive Role Descriptions
In addition to the general duties of IACD Board members, the IACD President has overall responsibility for:
• Strategic lead of the organisation
• Incorporating the operating values of IACD in day-to-day communications with
other officers and Board members
• Setting the tone for openness and fair-minded dialogue
• Speaking on behalf of IACD and community development values and principles.
Additional Duties of the President
• Planning the annual cycle of Board meetings
• Chairing and facilitating Board meetings and Executive meetings
• Chairing Annual General Meetings
• Giving direction to Board policy-making
• With the Executive, monitoring whether decisions taken are implemented
• Representing the organisation at functions, meetings
• Providing reports, articles, and papers as required
• Acting as a spokesperson as appropriate.
Where staff are employed:
• Liaising with the Development Manager to provide support as appropriate
• Appraising the performance of the Development Manager
• Taking overall responsibility for appointments and disciplinary procedures
• Liaising with the Development Manager to develop the Board of directors
• Facilitating change and addressing conflict within the Board and within the
organisation, liaising with the Development Manager to achieve this.
President Person Specification (in addition to Board member specifications):
• Leadership skills
• Experience of committee work
• Good communication and interpersonal skills
• Impartiality, fairness and the ability to respect confidences.
There should be two Vice Presidents, preferably one from the Global North and one from the Global South. Each is expected to take on specific duties, in addition to being prepared to take on the duties of the President should the President be unable to perform their duties.
The Company Secretary has overall responsibility for:
o Coordination of international communications for the organisation
o Effective management of information and communications, including all electronic
forms of communication (e.g., list servs, websites)
o Supporting the President by ensuring the smooth functioning of the Board
Additional Duties of the Company Secretary
Either personally or by delegation, the Company Secretary should:
o Receive agenda items from Board members/staff
o Prepare agendas in consultation with the President and Development Manager (if
o Circulate agendas and supporting papers in good time
o Make arrangements for meetings:
•Booking the room;
•Facilities for those with special needs;
•Check that a quorum is present;
•Minute the meetings and circulating the draft minutes to all Directors;
•Check that Directors and staff have carried out action agreed at a previous
•Circulate agendas and minutes of the AGM and any special or
extraordinary general meetings.
o Sit on appraisal, recruitment and disciplinary panels as required.
o Calling for the creation of (ad hoc) committees to support the communications
aspect of the organisation.
Company Secretary General Person Specifications (in addition to Board member
o Organisational ability
o Knowledge or experience of business and committee procedures
o Sensitivity to cultural and linguistic diversity.
In addition to the general duties of IACD Board members, the IACD Treasurer has overall
o Maintaining an overview of the organisation’s affairs.
o Ensuring the organisationʼs financial viability.
o Ensuring that proper financial records and procedures are maintained.
o Working closely with the Development Manager to ensure compliance with
company, charity and organisational rules.
o Chairing any Resources Committee, which is responsible for identifying and
securing resources to address the organisationʼs needs.
Additional Duties of the Treasurer
o Overseeing, approving and presenting budgets, accounts and financial statements.
o Being assured that the financial resources of the organisation meet its present and
o Ensuring that the charity has an appropriate reserves policy.
o Preparing and presenting financial reports to the Board.
o Ensuring that appropriate accounting procedures and controls are in place.
o Liaising with any paid staff and volunteers about financial matters.
o Advising on the financial implications of the organisation’s strategic plans.
o Ensuring that the charity has an appropriate investment policy.
o Ensuring that there is no conflict between any investment held and the aims and
objects of the charity.
o Monitoring the organisation’s investment activity and ensuring its consistency with
the organisation’s policies and legal responsibilities.
o Ensuring the organisation’s compliance with legislation.
o Ensuring equipment and assets are adequately maintained and insured.
o Ensuring that the accounts are prepared and disclosed in the form required by
funders and the relevant statutory bodies (e.g. the charity commission and/or the
registrar of companies).
o Ensuring that the accounts are scrutinized in the manner required (independent
examination or audit) and any recommendations are implemented.
o Keeping the Board informed about its financial duties and responsibilities.
o Contributing to the fundraising strategy of the organisation.
o Making a formal presentation of the accounts at the Annual General Meeting and
drawing attention to important points in a coherent and easily understandable way.
o Sitting on appraisal, recruitment and disciplinary panels as required.
o Attending Executive meetings.
o At times when the IACD is without paid staff, the Treasurer may take a greater role
in the day-to-day finances of the organisation.
Treasurer Person Specification (in addition to Board member specifications):
o Appropriate experience of charity finance, fundraising and pension schemes.
o The skills to analyze proposals and examine their financial consequences.
o Preparedness to make unpopular recommendations to the Board.
o Willingness to be available to staff for advice and inquiries on an ad hoc basis.
Taskforce mandate and authority.
The key strategic decision-making body of the Board is the Executive Committee, comprising President, Vice-President, Treasurer, Committee chairs and Administrator.
Authority for the operational management of IACD rests with the Company Secretary /
Development Manager, with support from the Executive Committee.
Authority for furthering the strategic objectives is delegated to the taskforces who report back to the Executive Committee. Each Board member is asked to participate in at least one taskforce. Each participant in the taskforce agrees to participate actively in the work of the taskforce, and will report on their contribution to the Board meetings.
The role of staff on the taskforces will be to assist Board members to operationalise the
work (but not necessarily to take responsibility for undertaking the work, unless this is
agreed with the Company Secretary/Development Manager and Executive).
Role of Taskforce Chair
Each taskforce is led by a chair. The chair is responsible for building the taskforce team, calling meetings, ensuring that the taskforce has an agenda that will achieve the strategic objectives it is formed around, and feeding back into the executive meeting. It is encouraged but not required that chairs of task forces attend executive meetings.
They may, however, send written updates on taskforce activities to the executive meeting and must do so at least quarterly according to current work plan.
Frequency and times of meetings
Taskforces should decide on the frequency of their meetings and then publish the dates of their meetings a few months ahead of time so that everyone is clear on dates and schedules. Taskforces should be aware of the costs of teleconference meetings and try to stick to an hour for each meeting, and where possible, use skype for the meetings.
Taskforces should appoint one member to take minutes of the meetings each time (and not automatically delegate this task to staff. Minutes should include agenda items, actions arising and list those responsible for taking actions and any nominated timeframes for actions. Minutes should be typed up and sent to taskforce members (cc copy to staff for record and distribution via the board intranet). Reports from Chairs to the Executive should summarise actions to date, any issues arising, any decisions that need to be made by the Executive, and future work.
You can download our governing documents below.
articles_of_association_amended_260812_final.pdf 73.9 KB
memorandum_of_association_amended_260812_final.pdf 82.61 KB