Governance Committee Charter
I. Charter. This Governance Committee Charter governs the operations of the Governance Committee of the Board of Directors of CREW SF (the "Board"). The Governance Committee shall review and reassess this Charter periodically, but not less than once every two (2) years.
II. Meetings. The Governance Committee shall meet separately from the Board and shall hold meetings at such times and locations as the Governance Committee may determine. The Governance Committee will report regularly to the Board.
III. Purpose. The Governance Committee supports, and serves at the pleasure of, the Board. The purpose of the Governance Committee is to (A) seek qualified candidates to serve as President-Elect and Directors of the Board, and (B) evaluate and make recommendations to enhance the quality and future viability of the Board. The focus of the Governance Committee is as follows:
A. Board Succession Planning:
- Leads in assessing current and anticipated needs for future Board composition, such as the knowledge, attributes, skills, abilities and influence in the community to be considered by the Board in connection with anticipated work of the Board.
- Develops a profile of the Board as it should evolve over time.
- In cooperation with the Board president, meets with each Board member as needed to assess her or his continuing interest in Board membership and term of service.
- Takes the lead in succession planning for the Board; recruits future Board leadership.
- Assists in identifying potential Board member candidates and explores with each candidate her or his interest in and availability for Board service.
- Manages the nominating process; reviews candidates’ qualifications; prepares a slate of candidates pursuant to CREW SF by-laws.
Team and Committee Leadership
- Initiates, with the president-elect, succession planning for team and committee leadership positions.
- Reviews succession planning results and makes recommendations as needed.
- Recommends succession planning strategies from time to time, which may include, but is not limited to, developing materials or programs to assist with succession planning.
B. Board Assessment:
Board Role and Responsibilities
1.1 Periodically, but not less than once every two (2) years, reviews the Board’s statement of its role and areas of responsibility, and the expectations of individual Board members (e.g. Board members’ Code of Ethics and Letter of Commitment), and makes recommendations as needed.
- Facilitates the periodic assessment of the Board’s performance. Proposes, as appropriate, changes in Board structure, roles and responsibilities.
- Provides ongoing counsel to the president of CREW SF and other Board leaders on steps she or he might take to enhance Board effectiveness.
- Periodically reviews the Board’s policies and practices and suggests improvements as needed or as requested.
- Prepares agenda for Board orientation, including information prior to election as Board member and information needed during the first cycle of Board activity for new Board members.
- Recommends and implements an ongoing program of Board information exchange and education to help Board members.
Commitment and Ethics Requirements