2) Senior Chair
3) CEO (Executive Director)
4) Vice Chair
6) Asst. Secretary
8) Asst. Treasurer
Officers of the Board of Directors must be at least 18 years old.
This governing body is authorized to conduct the affairs of the organisation between meetings of the board of Directors. It is to meet as frequently as is necessary to fully and adequately conduct the business of the organisation. At a minimum, there should be at least 4 meetings annually.
Voting at the Officers of the Board of Directors meetings shall be by show of hands on a majority basis. If there is a tied vote then the chairperson shall have a second vote.
Power to set up sub-groups and working parties as deemed necessary and these sub-groups and working parties shall be accountable to the committee.
MINUTES: Minutes of each meeting of the board of directors and its executive committee are to be produced, distributed to each member of the governing board, and archived for future reference. The minutes also are to be available to the organisation’s shareholders and officers, with the exception of discussions related to personnel evaluation and other such confidential information.
1. Audit Committee
2. Compensation Committee
3. Conflict of Interest and Managing Innovations Committee
4. Development Committee
5. Finance Committee
6. Governance Committee
7. Government and Community Relations Committee
8. Research and Education Committee
9. Safety, Quality and Patient Experience Committee
1. The purpose of WIH
2. The core values of WIH
3. What WIH seeks to accomplish.
The mission statement is not set in stone. The board of directors is responsible for reviewing it regularly in order to assess whether any revisions are necessary. One way in assessing whether this is necessary is to look at the programmes, activities, and to make sure the organisation has not drifted from its purpose.
The board member is individually responsible for:
• Knowing and understanding an organisation’s purpose and mission statement
• Being able to explain what WIH does and what population it targets
• Being able to provide people with general information about WIH’s programmes and activities
• Explaining your personal reasons for being a part of the board and what your individual goals are.
In talking to and interviewing candidates, the board must:
• Be clear about the job description and what the job essentials are
• List both general and specific responsibilities
• Look for desirable personal attributes, strong communication skills, and efficient management and organisational characteristics
• Be honest about any problems WIH is currently experiencing.
Lastly, the board is responsible for understanding what their tasks are and how they are different from those of the executive director. For example, they must be aware of the fact that their primary responsibility is governance of WIH, while the chief executive officer is responsible for management and hiring all other staff. However, just as the chief executive officer is expected to support the board, the board must work well with and support the chief executive officer in his/her decisions.
The board member is individually responsible for:
• Counselling (when necessary) and supporting the chief executive officer
• Consulting the executive director and keeping him/her updated on your tasks and activities
• Working collectively with the board to appropriately evaluate the work of the executive director
• Advising the chief executive officer about the advantages of partnerships if you are knowledgeable about and/or part of another organisation.
In overseeing the budget, board members should receive financial and accounting balance sheets and reports. This ensures that everybody is up to date on the financial situation and changes can be made if necessary. Lastly, board members as a whole should be insistent upon an annual audit. However, the board members should not perform the audit, but should regularly meet with an independent auditor who should be assessing the financial situation.
• Never accepting/offering bribes or favours with anyone who is associated business-wise with the organisation
• Being cautious and careful with any controlling and transferring of funds
• Making sure he understands and is up to date with WIH’s financial statements and situation
• Fulfilling his role of a fiduciary.
• Planning lunches/events to provide financial contacts for WIH.
• Suggesting nominees to the board who are achieved men/women you may know from the community
• Conveying to the community enthusiasm about WIH
• Speaking to the community, friends, and other personal contacts about WIH
• Providing publicity for WIH at events/galas
The role of the board of directors of WIH focuses on the board responsibilities as a whole. The previous five points attempt to shed some light on the role of the individual and how important he/she is in contributing to the overall make-up of the board. Most importantly, individual members must perform their jobs competently and efficiently while being able to work well with other board members and establishing a healthy and responsible working relationship with them.
• Ensuring that WIH has enough human and financial resources to serve its mission and purpose.
b) Where possible members shall be notified personally, otherwise notice will be deemed served by advertising the meetings in at least five public places giving at least seven clear days’ notice of the AGM.
c) If face-to-face meetings are not required by local or national law and the organising documents, then communication technologies can aid in conducting frequent meetings.
d) The business of the AGM shall include:
• Receiving a report from the Chairperson of the group’s activities over the year.
• Receiving a report and presentation of the last financial year’s accounts from the Treasurer on the finances of the group.
• Electing a new Committee and considering any other matter as may be appropriate at such a meeting.
e) The quorum for Annual General Meeting shall be at least two thirds of which virtual communication is allowed to assure the participation of the majority of the members of the board.
These also include members of the governing body but not limited to members of the governing body who shall serve as ambassadors for the organisation, articulating its mission, accomplishments and goals to the public, and garnering support for the organisation.
2. Chief Administrative Officer (CAO)
3. Chief Financial Officer (CFO)
4. Chief Human Resources Officer
5. Chief of Facilities Development & Engineering
6. Chief of Policy Development and Strategy
7. Chief of Monitoring and Evaluations
8. Chief of International Relations
9. Chief of Security
10. Chief of Information Technology