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Board Responsibilities Articles
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Duties and Responsibilities of Cooperative Board Members
Unique Duties and Responsibilities. Cooperatives are member organizations, unlike most other businesses. This places a special responsibility on cooperative directors to be sensitive to members’ needs and balance their conflicting interests. Therefore, director decisions are based not only on what is most profitable but also on what the needs of the members are.
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4 Traits of a good board
Managing an association’s affairs and running a community is no small task. Homeowners trust their board of directors to make sure everything operates smoothly.
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5 Things to do if you want to be an outstanding board member
Congratulations, you have accepted a position as a board member of your community association’s board of directors. Maybe you wanted to sit on the board because someone else in the organization thought you were the person for the job.
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All you need to know about board roles
Whenever new members are elected to serve on the board of directors, a new tone is set for the association.
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Best practices in co-op board training
“Best Practices” refers to the practices, systems, etc., commonly accepted as the most effective ways to develop a co-op board of directors. There is no right or wrong way—if you are doing things differently in your training and it’s working for you, great. But here are some of the best practices for board training and development learned by many co-op Boards.
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Board member best practices
Community association’s board members spend much time communicating, whether with one another, community members, or vendors of your management company.
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Board responsibilities the basics
board is needed to incorporate a nonprofit, to get it tax exemption, to apply for a bank account, to properly file annual reports, and to do most important transactions. This is so because the principal roles of the board of directors are to represent the public (or membership) interests in the organization and to represent the organization as its legal voice.
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Board-Staff Commitment to Responsibilities
The Board’s responsibility is that of governance and leadership --- setting policy and direction while advancing the mission. The Chief Executive Officer (CEO) and staff responsibility is to manage administrative efforts. Together their actions add value to and protect the organization.
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BOND WITH YOUR BOARD!
Each community association board is unique, and so are the needs of their respective communities. Whether you live in a townhouse, master-planned community, or a high-rise, one fact remains: a community is only as strong as its community association board. Even the most successful boards must make an effort to maintain a positive team dynamic. That’s why we’ve compiled this list of seven common issues board members encounter and identified team-building exercises that can help you work through each one.
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CHECKLIST - of Board Roles and Responsibilities
Basic board roles and responsibilities are the foundation for a successful board. Has designed this checklist to remind yourself of your key responsibilities quickly. It’s also a great board orientation tool! Can you check all the boxes?
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Director Role Profile
An example role profile for a director of a cooperative board Director Role Profile
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Duties and Responsibilities of Cooperative Board Members
Unique Duties and Responsibilities. Cooperatives are member organizations, unlike most other businesses. This places a special responsibility on cooperative directors to be sensitive to members’ needs and balance their conflicting interests. Therefore, director decisions are based not only on what is most profitable but also on what the needs of the members are.
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FUNCTIONS AND DUTIES OF CO-OP BOARDS
Every organization comes equipped with general statements about its primary goals. In housing co-ops, some general statements are usually found in their Articles of incorporation, By-laws, and Information Bulletin. But more than generalities is needed. If a housing co-op is to maintain and hopefully strengthen the active support of its members, it should develop more specific and hopefully more easy-to-remember guidelines covering its
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Governing for the Future
The Board’s Role in Expansions
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Keeping the plan alive
The Chamber's strategic planning retreat has been planned for several months. The purpose is to discuss and agree on a direction for the Chamber. The resulting plan will be used as a roadmap, guiding committees and the Board, informing the community of priorities, and affirming the work of the staff.
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Leading with Intent
Leading with Intent is organized into four broad categories. In practice, these categories are deeply intertwined and difficult to isolate, but they provide a framework for exploring the relationship between who serves on a board, how it is structured, the culture it cultivates, and the way that it does its work
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THE DECISION TO START material for training of co-operative advisers
In collaboration with cooperative organizations and training institutes in all regions of the world, MATCOM designs and produces material for the training of managers of cooperatives and assists in the preparation of adapted versions for use in various countries. MATCOM also provides support for improving the methodology of cooperative training and for the training of trainers.
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notes for field training
In collaboration with cooperative organizations and training institutes in all regions of the world, MATCOM designs and produces material for the training of managers of cooperatives and assists in the preparation of adapted versions for use in various countries. MATCOM also provides support for improving the methodology of cooperative training and for the training of trainers.
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Start a coop
Start.COOP training guide has been developed as a low-cost, easy to use training guide for those interested in starting and launching a cooperative in a participatory and efficient manner. It draws on technical content from existing materials in different ILO cooperative training tools and peer-to-peer, activity based learning methodology from the ILO’s Community-Based Enterprise Development (C-BED) programme. The Start.COOP training guide has been divided into four modules that correspond to each phase of the cooperative formation process to give you time to reflect on the importance of what you are doing at a given time and to see how it fits into the big picture. The focus of the Start.COOP modules is on the decisions to be made at each step with a view to increasing chances of success.
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Cooperative business model facilitators guide
Think.COOP addresses many of the uncertainties that people have on cooperatives parallel to helping them make informed decisions. It walks the participants through the different stages and types of supportive business relationships and models as a means of inculcating among them a better appreciation of cooperation and the cooperative business model. Think.COOP assists participants to make sound choices on whether the model is the best option for them. It is comprised of the following sessions: