WHO IS ACCREDITED?

Private Organization Accreditation

Family Services of Southeast Texas strengthens families through accessible, affordable counseling services and education for issues affecting family life, mental health and employment.  We also provide comprehensive domestic violence shelter and support services.
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ORGANIZATION TESTIMONIAL

Orange County Government, Youth & Family Services Division

Rodney J. Hrobar Sr., LMHC, CPP, Quality Assurance Manager

As the lead agency in Orange County, providing the safety net for children and families, it is reassuring that our clients can be confident that their needs will be addressed in accordance with the most stringent standards of public, as well as private, accountability as monitored and reviewed by the Council on Accreditation. 
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Purpose

Sound governance increases the nonprofit organization’s viability and sustainability.

GOV 5: Organization of the Governing Body

The governing body exercises leadership through a functional, effective structure.

Note: See the Board Manual Table of Contents Tip Sheet in the Governance Standards Tool Kit - Private, Canadian, Network. 

Rating Indicators
1
The organization's practices fully meet the standard, as indicated by full implementation of the practices outlined in the GOV 5 Practice standards.
2
Practices are basically sound but there is room for improvement, as noted in the ratings for the GOV 5 Practice standards.
3
Practice requires significant improvement, as noted in the ratings for the GOV 5 Practice standards.
4
Implementation of the standard is minimal or there is no evidence of implementation at all, as noted in the ratings for the GOV 5 Practice standards. 

Table of Evidence

Self-Study Evidence On-Site Evidence On-Site Activities
    • Bylaws/charter/article of incorporation
    • Governing Body Minutes
    • Board Manual
    • EAP organization information that describes the structure of the governing body within the organization, as applicable
    • Interview:
      1. Governing Body Chair
      2. Governing Body Secretary
      3. Governing Body
      4. Program managers

  • GOV 5.01

    The governing body establishes in the organization’s charter, by-laws or similar document:

    1. the organization’s structure and scope;
    2. its responsibilities, including number of meetings held per year and their quorum;
    3. the body, typically its executive committee, to which it will delegate interim authority; and
    4. a process for assessing and implementing responsibilities, such as establishing task forces/committees.

    Interpretation: Organizations are expected to stay current with community and governmental expectations for stringent, independent committee oversight as with, for example, the importance of an audit committee.

    Rating Indicators
    1
    The organization's practices reflect full implementation of the standard.
    2
    Practices are basically sound but there is room for improvement; e.g., 
    • Documentation related to one of the elements is outdated or does not reflect current practice.
    3
    Practice requires significant improvement; e.g.,
    • Written by-laws related to two or more elements are outdated and do not reflect the way the governing body currently functions; or
    • Two of the elements are not fully addressed; or
    • One of the elements is not addressed at all, e.g., no written delegation of authority.
    4
    Implementation of the standard is minimal or there is no evidence of implementation at all.

  • GOV 5.02

    The governing body establishes in writing:

    1. eligibility requirements for membership;
    2. mechanisms for recruitment, selection, rotation, and duration of membership; and
    3. mechanisms for election of officers and duration of terms.

    Interpretation: Regarding element (a), written eligibility requirements for governing board membership should clearly prohibit the practice of having staff and/or relatives of staff on a not-for-profit board of directors with the exception of the chief executive as an ex-officio member. If the chief executive retains board privileges as a voting member, the organization’s by-laws and/or conflict-of-interest policy must clearly define limits for the use of those privileges. The chief executive should be excused from deliberations on matters related to executive compensation, evaluation, and other areas that present apparent conflicts of interest.

    Interpretation: Recommended practice points to the importance of establishing limits of duration of membership while preserving the continuity and knowledge needed to support long term plans. Adoption of these practices should match the organization’s stage of development.

    Research Note: The chief executive’s purpose on the board is to provide first-hand knowledge and insight regarding the organization’s operations and the data needed to assist the board in the execution of its duties.

    Rating Indicators
    1
    The organization's practices reflect full implementation of the standard.
    2
    Practices are basically sound but there is room for improvement; e.g., 
    • Documentation related to one of the standard's elements is outdated and does not reflect current practice.
    3
    Practice requires significant improvement; e.g., 
    • Written by-laws related to two or more elements are outdated and do not reflect the way the governing body currently functions; or
    • One of the elements is not addressed at all; or
    • The EXECUTIVE DIRECTOR is a full voting member with no limits; or
    • Another staff member, or a relative of a staff member is a voting member of the board; or
    • The by-laws have not established terms of service on the board.
    4
    Implementation of the standard is minimal or there is no evidence of implementation at all.

  • GOV 5.03

    Governing body members:

    1. receive an orientation that addresses membership responsibilities and the organization’s mission, history, goals, objectives, structure, methods of operation, and organization activities;
    2. are introduced to key staff members; and
    3. tour the facilities and become familiar with day-to-day operations.
    Rating Indicators
    1
    The organization's practices reflect full implementation of the standard.
    2
    Practices are basically sound but there is room for improvement; e.g.,
    • The orientation and/or orientation materials need minor revisions or updates; or
    • A few governing body members have not yet received an orientation as per the standard's elements.
    3
    Practice requires significant improvement; e.g., 
    • The orientation provided for governing body members is cursory and does not cover some of the topics listed in element (a); or
    • Governing body members are not introduced to key staff members or are not given a tour.
    4
    Implementation of the standard is minimal or there is no evidence of implementation at all.

  • GOV 5.04

    The organization maintains a governing body manual that includes governing body-approved policies and up-to-date minutes and records of all meetings.

    Note: See the Board Meeting Minutes Template in the Governance Standards Tool Kit - Private, Canadian, Network. 

    Rating Indicators
    1
    The organization's practices reflect full implementation of the standard.
    2
    Practices are basically sound but there is room for improvement; e.g., 
    • Although up-to-date policies, minutes, etc. have been distributed to governing body members, they have not been incorporated into the manual.
    3
    Practice requires significant improvement; e.g., 
    • Governing body minutes and/or minutes of committee meetings  are incomplete, or are too cursory to accurately reflect decisions or action taken, or are outdated; or
    • The manual is missing key policies; or
    • Policies have not been approved.
    4
    Implementation of the standard is minimal or there is no evidence of implementation at all; e.g.,
    • The governing body does not maintain a manual that meets the requirements of the standard or the manual is wholly inadequate.
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