Board
Policy Manual
Alcohol
and Drug Addiction Services Board
Six
(513) 867-0777
Board Policy Manual
Table of Contents
Executive Limitations
Global
Executive Constraint (B-1)
Provider
Contracting (B-2)
Treatment
of Staff (B-3)
Financial
Planning and Budgeting (B-4)
Financial
Condition and Activities (B-5)
Asset
Protection (B-6)
Compensation
and Benefits (B-7)
Emergency Executive
Director Succession (B-8)
Communication and Support
to the Board (B-9)
Board-Executive Director Linkage
Global
Board-Executive Director Linkage (C-1)
Unity
of Control (C-2)
Accountability
of the Executive Director (C-3)
Delegation
to the Executive Director (C-4)
Monitoring Executive
Director Performance (C-5)
Recruitment, Selection,
and Removal of the Executive Director (C-6)
Executive Director
Compensation and Benefits (C-7)
Governance Process
Global
Governance Commitment (D-1)
Conflicts
with Previous Policies (D-2)
Governance
Style (D-3)
Board
Job Description (D-4)
Agenda
Planning (D-5)
Board
Officers (D-6)
Board
Members’ Code of Conduct (D-7)
Board
Committee Principles (D-8)
Cost
of Governance (D-9)
POLICY TYPE: ENDS
POLICY TITLE: ENDS POLICIES (A-1)
The
1.
The first priority is that those who are
dependent on alcohol and/or other drugs will effectively manage their
dependencies and live lives minimally impeded by them.
2.
The second priority is that
non-dependent persons will be aware of the possible dangers associated with the
use of alcohol and other drugs and will make low-risk choices about their use.
3.
The third priority is that the people of
4.
The fourth priority is that family
members and friends of those who are dependent on alcohol and/or other drugs
will have the information they need to be as helpful and supportive as they
choose to be.
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: GLOBAL EXECUTIVE CONSTRAINT (B-1)
The executive director shall not cause or allow any practice, activity,
decision, or organizational circumstance that is either unlawful, imprudent, or
in violation of commonly accepted business and professional ethics.
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: PROVIDER CONTRACTING (B-2)
The executive director shall not enter into any
provider contract that is inconsistent with Ends policies or involves
unacceptable means.
Accordingly, the executive director
shall not:
1.
Enter into or maintain any contracts
with providers that do not demonstrate a commitment to best practices and
outcome evaluation.
2.
Enter into or maintain any contracts
with providers that do not provide services in an environment that is safe,
dignified, pleasant, and supportive.
3.
Terminate or substantially change any
provider contracts without the authorization of the board.
4.
Enter into any contracts with new
providers without the authorization of the board with the exception of individual
case arrangements.
POLICY TYPE: EXECUTIVE LIMITATIONS
With respect to the treatment of staff, the executive director shall
not cause or allow conditions that are unfair, undignified, discriminatory as
defined by federal and state law, or otherwise illegal.
Accordingly, he or she shall not:
1.
Operate without written personnel
policies that:
a.
clarify personnel rules for staff,
b.
protect against unfair treatment of
staff, or
c.
provide for effective handling of
grievances.
2.
Prevent staff from grieving to the board
when internal grievance procedures have been exhausted.
3.
Fail to acquaint staff with their rights
under this policy.
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: FINANCIAL PLANNING AND BUDGETING (B-4)
Financial planning for any fiscal year or the remaining part of any
fiscal year shall not deviate materially from the board’s Ends priorities, risk
fiscal jeopardy, or fail to be derived from the board’s biannual Community
Plan.
Accordingly, the executive director
shall not allow budgeting that:
1.
Contains inadequate information about:
a.
credible projection of revenues and
expenses,
b.
separation of capital and operational
items, and
c.
planning assumptions.
2.
Expends more funds in any fiscal year
than are conservatively projected to be available.
3.
Provides less for board prerogatives
during the year than is determined by the board in accordance with the Cost of
Governance policy.
4.
Permits board administrative expenses
that exceed 12% of anticipated revenue.
POLICY TYPE: EXECUTIVE LIMITATIONS
The executive director shall not allow fiscal jeopardy or a substantial
deviation from board priorities established in Ends policies.
Accordingly, the executive director
shall not:
1.
Fail to maintain positive cash flow.
2.
Fail to maintain an operations reserve
for positive cash flow and financial contingencies.
3.
Expend funds for provider contracts in
such a manner as to deviate substantially from board priorities established in
Ends policies.
4.
Expend funds in excess of the total
amount allocated by the board for the board administrative budget.
5.
Expend funds in excess of the amount
budgeted for staff salaries.
6.
Make a single purchase or financial
commitment:
a.
wherein normally prudent protection has
not been given against conflict of interest;
b.
of over $10,000 without having obtained
comparative prices and quality unless approval of the board is obtained;
c.
of over $25,000 without the approval of
the board;
d.
that is not in accordance with
requirements for competitive bidding where applicable as established by the
state of
(This prohibition does not
apply to employed personnel, provider payments for services, the MACSIS client
information/claims management system, and consultants funded with private
foundation or federal grants.)
7.
Receive, process, or disburse funds
under controls that are insufficient to meet the Auditor of State’s standards.
8.
Allow government filings to be overdue
or inaccurately filed.
9.
Fail to provide the board with a monthly
financial report that includes at a minimum, expenditures and revenues year to
date and statement of cash position.
10.
Acquire, lease, or dispose of land,
and/or facilities without prior board approval.
11.
Without the authorization of the board,
formally request from the
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: ASSET
PROTECTION (B-6)
The executive director shall not allow the assets to be unprotected,
inadequately maintained, or unnecessarily risked.
Accordingly, he or she shall not:
1. Fail to follow a
proactive approach to asset maintenance and planning.
2.
Develop property rental fees without
regard to:
a.
board financial goals, and
b.
support of provider services.
3.
Fail to acquire and maintain a facility
reserve fund adequate to cover liability and maintenance/repair needs.
4.
Fail to maintain a prudent level of
insurance coverage to protect the board’s assets.
5.
Unnecessarily expose the organization,
its board, or staff to liability claims.
6.
Fail to protect information and files
from loss or significant damage.
7.
Endanger the organization’s credibility
and public image.
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: COMPENSATION AND BENEFITS (B-7)
The executive director shall not cause or allow jeopardy to fiscal
integrity or public image with respect to employment, compensation, and
benefits.
Accordingly, he or she shall not:
1.
Change his or her own compensation and
benefits.
2.
Promise or imply permanent or guaranteed
employment.
3.
Establish non-competitive compensation
and benefit levels for staff.
4.
In developing a budget allocation for
staff salaries, fail to consider the following:
a.
the financial condition of the board,
b.
overall board operation efficiency and
effectiveness, and
c.
staff needs of the board.
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: EMERGENCY EXECUTIVE DIRECTOR SUCCESSION
(B-8)
The executive director shall not fail to have at least one staff person
familiar with board and executive director issues and processes.
POLICY TYPE: EXECUTIVE LIMITATIONS
POLICY TITLE: COMMUNICATION AND SUPPORT TO THE
BOARD
(B-9)
The executive director shall not permit the board to be uninformed or
unsupported in its work.
Accordingly, he or she shall not:
1.
Neglect to submit monitoring, decision
preparation, and other information required by the board (see policy on
Monitoring Executive Director Performance) in a timely, accurate, and
understandable format.
2.
Fail to advise the board if the board is
not in compliance with its own policies on Governance Process and
Board-Executive Director Linkage.
3.
Fail to marshal for the board as many
points of view and options as are needed for fully informed board decisions.
4.
Fail to provide a mechanism for official
board, officer, committee or ownership/stakeholder communications.
5.
Fail to report in a timely manner an
actual or anticipated non-compliance with any policy of the board.
6.
Fail to support the identified training
needs of the board.
POLICY TYPE: BOARD-EXECUTIVE
DIRECTOR LINKAGE
POLICY TITLE: GLOBAL BOARD-EXECUTIVE DIRECTOR LINKAGE
(C-1)
The board’s sole official connection to the operational organization,
its achievements, and conduct will be through an executive director.
POLICY TYPE: BOARD-EXECUTIVE
DIRECTOR LINKAGE
POLICY TITLE: UNITY OF CONTROL (C-2)
Only decisions of the board acting as a body are binding on the
executive director.
Accordingly,
1.
Decisions or instructions of individual
board members, officers, or committees are not binding on the executive
director except in rare instances when the board has specifically authorized
such exercise of authority.
2.
The executive director can refuse
requests for information or assistance that are disruptive or require
significant staff resources.
POLICY TYPE: BOARD-EXECUTIVE
DIRECTOR LINKAGE
POLICY TITLE: ACCOUNTABILITY
OF THE EXECUTIVE DIRECTOR (C-3)
The executive director is the board’s only link to operational
achievement and conduct; therefore all authority and accountability of staff
are considered the authority and accountability of the executive director.
Accordingly,
1.
The board shall never give instructions
to person(s) who report directly or indirectly to the executive director.
2.
The board shall refrain from evaluating,
either formally or informally, any staff other than the executive director.
3.
The board shall view the executive
director’s performance as identical to organizational performance. Organizational accomplishment of board-stated
Ends and compliance with Executive Limitations policies will be viewed as
successful performance.
POLICY TYPE: BOARD-EXECUTIVE
DIRECTOR LINKAGE
POLICY TITLE: DELEGATION
TO THE EXECUTIVE DIRECTOR (C-4)
The board shall instruct the executive director through written
policies that prescribe the organizational Ends to be achieved and Executive
Limitations policies to be followed, allowing the executive director to use any
reasonable interpretation of these policies.
1.
The board will develop policies
instructing the executive director to achieve certain results, for certain
recipients, at a specified cost. These
policies will be developed systematically from the broadest, most general level
to more defined levels, and will be called Ends policies.
2.
The board will develop policies that
limit the latitude the executive director may exercise in choosing the
organizational means. These policies
will be developed systematically from the broadest, most general level to more
defined levels, and they will be called Executive
Limitations policies.
3.
The executive director may use any reasonable interpretation of the
board’s Ends and Executive Limitations policies to make all additional
decisions. The board will respect and
support the executive director’s choices.
4.
The board may change its Ends and
Executive Limitations policies, thereby shifting the boundary between board and
executive director domains.
5.
To facilitate compliance with state
regulations, the Board explicitly delegates the following responsibilities to
the Executive Director
1.
Approval of payment of vouchers and
submission of these to the county auditor for payment
2.
Exercise of control over out-of county
travel by staff.
3.
Hiring and termination of classified and
unclassified staff and consultants. For
unclassified staff and consultants, prior or subsequent board approval will be
obtained via the consent agenda.
POLICY TYPE: BOARD-EXECUTIVE
DIRECTOR LINKAGE
POLICY TITLE: MONITORING EXECUTIVE DIRECTOR PERFORMANCE
(C-5)
Systematic
and rigorous monitoring of executive director job performance will be based on
organizational accomplishment of board policies on Ends and operation within
Executive Limitations.
1.
Monitoring is simply to determine the
degree to which board policies are being met.
2.
The board will acquire monitoring data
by one or more of three methods:
a.
by internal report, in which the
executive director discloses compliance information to the board,
b.
by external report, in which an
external, disinterested third party selected by the board assesses compliance
with board policies, and
c.
by direct board inspection, in which a
designated member or members of the board assess compliance with the
appropriate policy criteria.
3.
In every case, the standard for
compliance shall be any reasonable
executive director interpretation of the board policy being monitored.
4.
All policies that instruct the executive
director will be routinely monitored at a frequency and by a method chosen by
the board.
Policy Method Frequency
Ends Internal Annually
Provider Contracting Internal Annually
Treatment of Staff Internal Annually
Financial Planning and
Budgeting Internal Annually
Financial Condition and
Activities Internal Quarterly
External Annually
Asset Protection Internal Annually
Compensation and Benefits Internal Annually
Emergency Executive Dir
Succession Internal Annually
Communication and Support Direct Inspection Annually
5.
The executive director shall have a
formal evaluation on an annual basis.
Such evaluation will be an examination of previous regular monitoring
data and shall be taken into account for determination of future compensation.
POLICY TYPE: BOARD-EXECUTIVE
DIRECTOR LINKAGE
POLICY TITLE: RECRUITMENT, SELECTION, AND REMOVAL OF
THE EXECUTIVE DIRECTOR (C-6)
The
arrange for the duties of the
executive director position to be fulfilled:
membership, may
remove the executive director for cause, upon written charges, after an opportunity has been afforded
for a hearing before the Board on request
of the executive director.
POLICY TYPE: BOARD-EXECUTIVE
DIRECTOR LINKAGE
POLICY TITLE: EXECUTIVE DIRECTOR COMPENSATION AND
BENEFITS (C-7)
The
level competitive
in the Dayton-Cincinnati market.
2. The compensation of the executive
director shall be reviewed annually in conjunction with the formal annual
performance evaluation of the executive
director.
Compensation adjustments shall keep the executive director’s compensation
competitive and reward achievement of Ends while complying with executive limitations.
3. The executive director
shall be eligible for the same benefits available to other ADAS Board employees unless superseded by
provisions of this policy.
4. The initial vacation
benefit of the executive director shall be four weeks. This shall increase to five weeks after eight
years of employment.
5. The executive
director’s salary is adjusted to cover the costs of a personal cell phone which
the executive director is expected to acquire, maintain and use for ADAS
business purposes.
6. Whenever any income
is generated by the Executive Director’s provision of policy governance
training and/or consultation, this income is to be provided to the ADAS Board.
POLICY TITLE: GLOBAL GOVERNANCE COMMITMENT (D-1)
The purpose of the board, on behalf of the people of
POLICY TITLE: CONFLICTS WITH PREVIOUS POLICIES (D-2)
In the event
that any new board policies may conflict with policies adopted prior to the new
governance process, these new policies will supersede any previously adopted
policies.
POLICY TYPE: GOVERNANCE PROCESS
POLICY TITLE: GOVERNANCE STYLE (D-3)
The board shall govern with an emphasis on (1) outward vision, (2)
encouragement of diversity, (3) strategic leadership, (4) clear distinction of
board and executive director roles, and (5) collective decisions.
Accordingly,
1.
The board shall act as a whole or not at
all. The board shall:
a.
cultivate a sense of group
responsibility,
b.
be the initiator of policy,
c.
use the expertise of individual members
to enhance the ability of the board as a body, and
d.
allow no officer, individual, or
committee of the board to hinder or be an excuse for not fulfilling board
commitments.
2.
The board shall establish broad written
policies reflecting the board’s values and perspectives about Ends to be
achieved and Means to be avoided. The
board’s work shall focus on long-term effects on the community.
3.
The board shall enforce upon itself
responsibility for active preparation and participation, fidelity to principles,
and perpetuation of Policy Governance and board-executive boundaries.
4.
The board shall monitor and discuss the
board’s process and performance regularly.
Periodically, the chair will assure the board agenda includes reflection
upon the board’s performance in these areas:
a.
connection with ownership,
b.
policy, and
c.
monitoring.
POLICY TYPE: GOVERNANCE PROCESS
POLICY TITLE: BOARD JOB DESCRIPTION (D-4)
The job of the board is to represent the people of
1.
The board is the link between the
organization and the ownership. The
board shall develop plans for linking with ownership (learning about the
perceptions and expectations of ownership groups and other community
organizations, especially those with the same ownership as the ADAS board)
2.
The board will produce written governing
policies that, at the broadest levels, address each category of organizational
decision.
a.
Ends: Organizational products,
effects, benefits, outcomes, recipients, and their relative worth (what good
for which recipients at what cost).
i.
Clarify board information needs for
informed decision-making regarding Ends policy development and develop plans
for securing this information (needs assessment, information about expected
impacts of various possible investments)
ii.
Articulate Ends policy language and
policy options
iii.
Identify and study options for
investment decision-making
b.
Executive
Limitations: Constraints on executive authority that
establish the prudence and ethics boundaries within which all executive
activity and decisions must take place.
c.
Governance
Process:
Specification of how the board conceives, carries out, and monitors its
own task.
d.
Board-Executive
Director Linkage:
How power is delegated and its proper use monitored; the executive
director role, authority, and accountability.
3.
The board shall produce assurance of
organizational performance:
a.
oversee system performance evaluation
process,
b.
review external auditing process and
findings,
c.
recommend new, or changes to, existing
staff limitation policies,
d.
identify issues/concerns/opportunities
for system performance improvement, and
e.
review board member information needs
relative to monitoring staff limitation policies.
4.
The board may, at its discretion, take
and publicize an official position on issues of public policy that are seen by
the board as directly impacting the Ends of the organization.
5.
The board assumes primary responsibility
for the recruitment of its members. All
current board members are expected to be active in the recruitment of new board
members.
6.
Regular attendance at board meetings is
expected so that the board can be successful in carrying out its
responsibilities. The Ohio Revised Code
(ORC) 340.02 states the following: “Upon
the absence of a member within one year from either four board meetings or from
two board meetings without prior notice, the board shall notify the appointing
authority, which may vacate the appointment and appoint another person to
complete the member’s term.”
POLICY TYPE: GOVERNANCE PROCESS
POLICY TITLE: AGENDA PLANNING (D-5)
To accomplish its job with a governance style consistent with board
policies, the board will follow an annual agenda that (1) completes
re-exploration of Ends policies and (2) continually improves board performance
through education and enriched input and deliberation.
Accordingly,
1.
The Board’s annual planning cycle will
start with the board’s development of its agenda for the next fiscal year.
a.
Consultations with selected groups in
the ownership or other methods of gaining ownership input will be determined
and arranged in the first quarter of the fiscal year, to be held during the
balance of the year.
b.
Governance education and education
related to Ends determination (for example, presentations by futurists,
demographers, advocacy groups, and staff) will be arranged in the first
quarter, to be held during the balance of the year.
2.
The Ends policy cycle will conclude each
year on the last day of February, so that administrative planning and budgeting
can be based on a one-year segment of the board’s most recent statement of
long-term Ends.
3.
Throughout the year, the board will
attend to required approvals agenda items as expeditiously as possible.
4.
Executive director monitoring will be
included on the agenda if monitoring reports show policy violations or if
policy criteria are to be debated.
5.
Executive director remuneration will be
decided annually after a review of monitoring reports received for the previous
12 months.
POLICY TYPE: GOVERNANCE PROCESS
POLICY TITLE: BOARD OFFICERS (D-6)
The chair assures the integrity of the board’s process and occasionally
represents the board to outside parties.
The secretary certifies the evidence of board action, including board
policies and board meeting minutes.
Accordingly,
1.
The chair’s job is to assure that the
board behaves consistently with its own rules and those legitimately imposed
upon it from outside the organization.
a.
Meeting discussion content will be only
those issues which, according to board policy, clearly belong to the board to
decide.
b.
Deliberations will be fair, open,
timely, and orderly.
2.
The authority of the chair extends only
to topics covered by board policies on Governance Process and Board-Executive
Director Linkage, except where the board specifically delegates portions of
this authority to others. The chair is
authorized to use any reasonable interpretation of the provisions of these policies.
a.
The chair is empowered to chair board
meetings, with all the commonly accepted power of that position (for example,
ruling, recognizing).
b.
The chair has no authority to make
decisions about policies created by the board within Ends and Executive Limitations
policy areas. The chair has no authority
to supervise or direct the executive director.
c.
The chair may represent the board to
outside parties in announcing board-stated positions and in stating chair
decisions and interpretations within the area delegated to her or him.
d.
The chair may delegate this authority
but remains accountable for its use.
POLICY TYPE: GOVERNANCE PROCESS
POLICY TITLE: BOARD MEMBERS’ CODE OF CONDUCT (D-7)
The board commits itself and its members to ethical, businesslike, and
lawful conduct, including proper use of authority and appropriate decorum when
acting as board members.
Accordingly,
1.
Members must represent loyalty to the
interests of the ownership. This
supersedes any loyalty to advocacy or interest groups, membership on other
boards or staffs, and the personal interest of any board member acting as a
consumer of the organization’s services.
2.
Members must avoid conflicts of interest
with respect to their fiduciary responsibility.
a.
When the board is to decide upon an
issue about which a member has an unavoidable conflict of interest, that member
shall absent herself or himself without comment, from not only the vote but
also from the deliberation (ORC 102.03D).
b.
Board members must not use their
positions to obtain employment or other benefits for themselves, family
members, or close associates (ORC 102.03D).
Should a member desire employment, he or she must first resign.
c.
A board member may not be an employee or
a member of the governing board, or have a family member who is an employee or
is a member of the governing board of an agency with whom the ADAS Board has a
contract for services or facilities, and may not have a relative who serves as
a Butler County commissioner (ORC 340.02).
d.
Board members are prohibited from having
a personal interest in a contract with the board (ORC 102.03D).
e.
Board members may not accept gifts or
services of value from anyone doing business with or seeking to do business
with the ADAS Board or that otherwise create a conflict of interest or the
appearance of impropriety (ORC 102.03E).
f.
During public service and for one year
after public service as an ADAS board member, board members may not represent
any person, in any fashion with respect to a matter in which the board member
personally participated while serving as an ADAS board member (102.03A).
g.
Violations of various provisions of the
h.
Board members will receive a copy of the
i.
At the time of their original
application and by September 30th of each year, each board member
shall sign a statement attesting to the absence of the conflicts of interest
specified in ORC 340 (2c above) and stating that he/she has received a copy of
the Board Members’ Code of Conduct (Board Policy D-7), has read and understands
the policy, has agreed to comply with the policy, and to disclose affiliations
which may represent a potential conflict of interest. This signed statement is to be reviewed by
the board chair. The statement of the
board chair is to be reviewed by the board secretary.
3.
Board members may not attempt to
exercise individual authority over the organization except as explicitly set
forth in board policies.
a.
Members’ interaction with the executive
director or with staff must recognize the lack of authority vested in
individuals except when explicitly board-authorized.
b.
Members’ interactions with public,
press, or other entities must recognize the same limitation and the inability
of any board member to speak for the board except to repeat explicitly stated
board decisions unless directed by the Board.
c.
Members will give no consequence or
voice to individual judgments of executive director or staff performance.
4.
Members will adhere to confidentiality
standards to include HIPAA and executive session information.
POLICY TYPE: GOVERNANCE PROCESS
Board committees will be assigned to reinforce the wholeness of the
board’s job and never to interfere with delegation from board to the executive
director.
Accordingly,
1.
Board committees are to help the board
do its job. Committees will
assist the board by preparing policy alternatives and implications for board
deliberation. Board committees will
normally not have dealings with current staff operations.
2.
Board committees may not speak or act
for the board except when formally given such authority for specific and
time-limited purposes. Expectations and
authority will be carefully stated in order not to conflict with authority
delegated to the executive director.
3.
Board committees cannot exercise
authority over staff.
4.
Board committees are to avoid
over-identification with organizational parts rather than the whole. Therefore, generally a board committee that
has helped the board create policy on some topic will not be used to monitor
organizational performance on the same topic.
5.
Ad hoc time-limited committees will be
preferred to standing committees whenever feasible.
6.
Committee appointments are the
responsibility of the chair.
7.
There are two standing board committees,
the Governance Committee, and the Board Recruitment and Orientation Committee.
8.
The duties of the Governance Committee
are as follows:
a.
review overall board governance
process/functioning
b.
develop board meeting agendas
c.
plan board member education sessions and
board retreats
d.
prepare for board consideration major
policy issues facing the board
e.
coordinate annual evaluation of the
executive director
f.
make recommendations to the full board
regarding executive director compensation
g.
identify candidates for board officer
positions
h.
consider staff grievances and recommend
action to the full board
9.
The duties of the Board Recruitment and
Orientation Committee are as follows:
a.
coordinate recruitment of new board
members
b.
coordinate orientation of new board
members
c.
in addition, at the request of the
chair, assist in board member development activities, as may be needed.
10.
The procedure to be followed by the
Board Recruitment and Orientation Committee is as follows:
a.
Candidates for board membership are
identified primarily by current board members;
b.
Candidates are sent information about
the board and asked to return completed documents signifying their interest in
pursuing board membership;
c.
The names of candidates signifying their
interest in pursuing board membership and recommended by the committee are
communicated to current board members who are afforded an opportunity to express
any concerns about the appointment of these candidates;
d.
Candidates are prioritized by category
(alcohol/drug professional, consumer, family member, advocate);
e.
When a board member vacancy occurs,
committee recommends a candidate acceptable to the full board;
f.
Candidates recommended by the committee
are invited to complete an application for appointment (if requesting state
appointment) or letter requesting appointment (if requesting county
appointment);
g.
Chair submits request for appointment to
Appointing Authority;
h.
While appointment is pending or shortly
after appointment, Recruitment and Orientation Committee orients prospective or
new board member to policy governance and work of the board;
i.
Appointment is made and candidate is
notified.
11.
This policy applies to any group that is
formed by board action, whether or not it is called a committee and regardless
whether the group includes board members.
It does not apply to committees formed under the authority of the executive
director.
POLICY TYPE: GOVERNANCE PROCESS
POLICY TITLE: COST OF GOVERNANCE (D-9)
The board shall annually devote
resources for board education and linkage with ownership.
Accordingly,
1.
Board development and enhancement will
occur in the following manner with costs not to exceed the annual budgeted
amount of $500:
a.
A comprehensive orientation will be
provided to all new members,
b.
Ongoing training will be provided to all
board members, and
c.
Annually, board members shall attend at
least one training session approved by the Ohio Department of Alcohol and Drug
Addiction Services (ORC 340).
2.
Contract professional services shall be
secured as needed.
3.
Outreach mechanisms will be used as
needed to ensure the board’s ability to listen to owner viewpoints and values.