Executive Council Member Roles

Board Management Responsibilities

The precise responsibilities of the Institute’s Board and the way in which these responsibilities are carried out, will be determined by the Institute’s constitution. The Institute Board is responsible for ensuring that the Institute meets its agreed aims and objectives. The Board has overall responsibility for monitoring and reviewing policy and practice, for ensuring that agreed standards and methods practised are followed and for overseeing the implementation of agreed policies and strategies. The Board is responsible for the Institute’s development and for assessing future needs and ways of meeting those needs.If the Institute is in a position to recruit staff then the Institute Board has overall responsibility, as the employer, for the selection and recruitment of these staff. It also carries responsibility for ensuring that Institute staff are adequately trained and supported to enable them to carry out the aims and objectives of the Institute without putting themselves or others at risk. The Institute Board has overall responsibility for Institute staff contracts, health and safety at work, and for disciplinary and grievance procedures.

The Institute Board has ultimate responsibility for ensuring that the Institute is properly resourced. This means that the Board is responsible for ensuring that the Institute is adequately staffed and to ensure that the Institute is adequately funded to enable it to perform the service outlined in the aims and objectives.

The Institute Board has specific legal responsibilities such as:

  • Fulfilling all of the Institute’s legal contracts (this would include things like conference contracts, bills etc)
  • Ensuring that the Institute accounts are kept in order and the proper accounting procedures are followed.
  • The financial assets and liabilities/debts of the Institute.

Roles of Institute Board Officers

To ensure the smooth running of the Institute, the Institute Board may elect from amongst themselves, individuals to perform certain roles and carry out specific functions on behalf of the Institute in line with its constitution.The three key roles and officers post include: the PRESIDENT, the SECRETARY, and the TREASURER.

The role of the president is to provide leadership to the Institute Board and to ensure the Board operates efficiently, effectively and orderly.
Duties include:

  • Representing the Institute
  • Chairing the meetings
  • Acting as a spokesperson for the Institute
  • Assisting in managing the group/Institutes affairs

The position of Secretary is a key role and one that can be time consuming. Duties include:

  • Taking notes/minutes of meetings or have them prepared and circulated together with the agenda to Institute Board and/or membership as appropriate in a timely and accurate manner
  • Co-ordinate agenda with President, books venues etc
  • Dealing with incoming and outgoing correspondence in a timely and efficient manner
  • Ensuring that information is passed/circulated to all members of the Institute Board as appropriate
  • To keep records of membership and to keep them informed of events etc within the Institute.

The role of the treasurer is to ensure that the fiscal assets (money and property) of the Institute are properly managed. Duties include:

  • Book-keeping – keeping records of all income (incoming monies) and expenditure (all monies spent)
  • Preparing budgets – forward estimation of amount that will be required to keep the Institute going for a period(s) of time
  • Ensuring bills are paid on time and checking that there is sufficient funds to pay these
  • Assisting in funding applications

The above roles are not exhaustive. The Institute Board can appoint/elect from amongst themselves other roles depending on the nature of the its objectives. Additionally sub-Boards could be formed to deal with certain issues, for example a Finance sub-Board, comprising of two or three members of the Institute Board for a specified duration to seek funding opportunities for the Institute’s work.

An important part of the Institute is establishing and developing links with other agencies that have an interest or potential interest in the Institute or Extractive Industries. The Institute also may support other Institutes and businesses. This might be from the point of view of being able to work together on issues of common interest, or it might be more direct support such as funding support.

Check list of desirable skills, expertise and knowledge by the Institute Board

  • Institute knowledge
  • Finance and Accounting
  • Marketing, Publicity and Promotion
  • Fundraising
  • Volunteering
  • Politics – locally and nationally
  • Business and industry
  • Local Authority
  • Health & Safety
  • Regulatory
  • Training
  • Quarry or Extractive Industry Experience

Recruitment and selection process

It is important to ensure that the Institute Board recruitment and selection process is democratic and that it adheres to the constitution. The Institute must ensure that anybody who wants to put himself or herself forward for selection to the Board is able to do so and that they are in a position to contribute to the greater goal of the Institute. All applicants will be considered equally alongside other candidates to be voted on to the Institute Board at the annual general meeting of the Institute. Persons with particular skills to offer can always be co-opted on the Board for the duration that input is needed.

The Institute Board does need to give careful consideration to how it publicises Institute Board work and to the ways in which it encourages people to seek selection to the Board. In particular, the Board needs to examine the extent to which it is successful in attracting people from its membership for election to the Board. The Board needs to consider the sorts of publicity strategies used to make people aware that they may have a role to play in serving on the Board. It needs to ensure that these strategies include measures that reach and encourage members to seek election to the Board.

Training and support for Instutute Board Members

The Institute Board needs to have access to people with a wide range of skills, knowledge and expertise. It is unrealistic to expect the Institute Board to be able to offer all of these skills, knowledge and expertise from amongst its membership. The Board may need to seek the help of outside agencies or specialists when dealing with certain tasks. It is essential to provide ALL Institute Board members with the training and support to best enable them to do an effective job. The exact nature of the training and support offered should reflect the nature of the experience and expertise already offered by the Board member and the responsibilities and tasks of the Institute Board.

However, there are a number of areas of training and support that should be offered to all Board members. All members should have an induction. Whilst the induction programme will need to reflect the nature and work of the Institute, an induction programme should include an induction pack detailing:

  • The Institute’s mission, aims and objectives
  • The Institute’s constitution
  • Job description of staff
  • The previous year’s accounts
  • This year’s budget
  • The Institute’s development plan
  • Institute’s publicity material
  • Institute Board minutes over the past year and a summary of policy decisions made
  • Sub-committee workings, including priorities and recent work achievements of each committee
  • The Institutes most recent annual report
  • Names and addresses of all Institute Board members

The induction should also include:

  • Including the opportunity to chat to each person about his or her work.
  • Meeting all Institute Board members outside of a formal meeting, with the opportunity to chat to existing members about Board work.
  • An opportunity to spend some time with the President and Secretary to enable new Board members to gain some insight to what the day to day running of the Institute involves.
  • The opportunity to meet key members of the Institute.

The most important thing to remember is that the induction and training should not end here. Institute Board members require training and support throughout the time they fulfill their role. The Institute Board should develop a training strategy that ensures that all members do have access to appropriate training.