1.4 The external board has An external has The external board has The external board has Board Members from a broad Not been established or is Members drawn from a Members drawn from a spectrum Composition not narrow group reasonably broad spectrum and Good independence from functional Limited independence from Moderate independence from Responsibility management Little or no independence management management Regular meetings at three from management Regular meetings less than Regular meetings at least times a year No regular meetings twice a year twice a year Meetings attended by all or No term limits Meetings that are not well Meetings that consistently nearly all members No process for electing or attended have a quorum Effective and well documented appointing and removing Ineffective or poorly Reasonably effective and (NUPAS 1.5) meetings members and officers documented meetings adequately documented A good written terms of No written terms of A weak written terms of meetings reference and understanding of reference or does not reference or limited An adequate written terms of its functions understand its functions understanding of its functions reference and understanding Reasonable, defined term limits No written ethics policy or Term limits that are not of its functions Open and transparent policy is not enforced defined or reasonable Reasonable, defined term procedures for electing or Only an advisory role No process for electing or limits appointing and removing Limited effectiveness in appointing and removing A process for electing or members and officers setting strategies, members and officers appointing and removing A written ethics policy that is oversight of finance and A written ethics policy that is members and officers good and well enforced administration, and weak or not well enforced A written ethics policy that is Good effectiveness in setting programs Limited effectiveness in adequate and enforced strategies, oversight of finance setting strategies, oversight of Reasonable effectiveness in and administration, and Most board members have finance and administration, setting strategies, oversight of programs weak experience, skills, or and programs finance and administration, contacts and programs All board members have good Most board members have fair experience, skills, and contacts Board members do not receive experience, skills, or contacts Most board members have good appropriate training experience, skills, and contacts Board members receive good Board members rarely receive training appropriate training Board members receive adequate training 1.5 Succession Planning Subsection Objectives: Assess the organization’s ability to continue smooth operations and program management in the event of a loss or change in leadership. Resources: Job descriptions of senior managers, succession plan, organization chart or description of the staffing pattern, board and senior manager questionnaires or interviews Low Capacity Basic Capacity Moderate Capacity Strong Capacity
1.4 Board Composition and Responsibility (NUPAS 1.5) An external has Not been established or is not functional Little or no independence from management No regular meetings No term limits No process for electing or appointing and removing members and officers No written terms of reference or does not understand its functions No written ethics policy or policy is not enforced Only an advisory role Limited effectiveness in setting strategies, oversight of finance and administration, and programs Most board members have weak experience, skills, or contacts Board members do not receive appropriate training The external board has Members drawn from a narrow group Limited independence from management Regular meetings less than twice a year Meetings that are not well attended Ineffective or poorly documented meetings A weak written terms of reference or limited understanding of its functions Term limits that are not defined or reasonable No process for electing or appointing and removing members and officers A written ethics policy that is weak or not well enforced Limited effectiveness in setting strategies, oversight of finance and administration, and programs Most board members have fair experience, skills, or contacts Board members rarely receive appropriate training The external board has Members drawn from a reasonably broad spectrum Moderate independence from management Regular meetings at least twice a year Meetings that consistently have a quorum Reasonably effective and adequately documented meetings An adequate written terms of reference and understanding of its functions Reasonable, defined term limits A process for electing or appointing and removing members and officers A written ethics policy that is adequate and enforced Reasonable effectiveness in setting strategies, oversight of finance and administration, and programs Most board members have good experience, skills, and contacts Board members receive adequate training The external board has Members from a broad spectrum Good independence from management Regular meetings at three times a year Meetings attended by all or nearly all members Effective and well documented meetings A good written terms of reference and understanding of its functions Reasonable, defined term limits Open and transparent procedures for electing or appointing and removing members and officers A written ethics policy that is good and well enforced Good effectiveness in setting strategies, oversight of finance and administration, and programs All board members have good experience, skills, and contacts Board members receive good training 1.5 Succession Planning Subsection Objectives: Assess the organization’s ability to continue smooth operations and program management in the event of a loss or change in leadership. Resources: Job descriptions of senior managers, succession plan, organization chart or description of the staffing pattern, board and senior manager questionnaires or interviews Low Capacity Basic Capacity Moderate Capacity Strong Capacity
ocawithoutfacilitatorsguidewithnupas_7.27.2015.docx