Type C Organisations
Download the checklist for Type C organisations: Word | PDF
General Characteristics for Type C Organisations:
The main characteristics of these organisations is that the people who sit on the board focus solely on their governance/oversight role, delegating management and operational duties to the staff. There is a clear division between the governance role of the board and the management role of staff.
These organisations tend to employ more than ten members of staff and may often have hundreds of staff which in turn, may require a structure based on functional or geographic departments.
It is most likely that 'Type C' organisations will be incorporated and may have a CHY number and/or a Charities Regulator Authority (CRA) number.
Although a small organisation in terms of size, the CEO takes a high level of management responsibility in line with the organisation's strategic plan leaving the board members to focus on governance/oversight.
Type C Principles & Recommended Board Practices
Click through the five principles below for the recommended practices for this organisation type:
Note - To make it easier for you to read the recommended practices, we have used the words ‘board’ and ‘board member’ instead of ‘governing body’ and ‘member of the governing board’. If your organisation is not a company limited by guarantee, it will not have board members. In this case, the words will refer to the management committee, co-ordinating committee, governing body, trustees, council, committee core group or other relevant structure which makes the final decisions for your organisation. The practices stay the same.
Principe 1. Leading your Organisation
Sub-principle |
Recommended Board Practices |
1.1 Agreeing our vision, purpose, mission, values and objectives and making sure that they remain relevant. |
1.1 (a) |
1.1 (b) |
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1.1 (c) |
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1.1 (d) |
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1.2 Developing, resourcing, monitoring and evaluating a plan so that our organisation achieves its stated purpose and objectives. |
1.2 (a) |
1.2 (b) |
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1.2 (c) |
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1.2 (d) |
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1.2 (e) |
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1.3 Managing, supporting and holding to account staff, volunteers and all who act on behalf of the organisation. |
1.3(a) Give responsibility for implementation of board-approved human resource policies and employment contracts to Chief Executive Officer (CEO). |
1.3 (b) |
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1.3 (c) |
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1.3 (d) |
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1.3 (e) |
Principe 2. Exercising Control over our Organisation
Sub-principle |
Recommended Board Practices |
2.1 Identifying and complying with relevant legal and regulatory requirements. |
2.1 (a) |
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2.1 (b) A non-board member, including a member of staff, but ideally not the CEO, may be considered for the Company Secretary role. The person appointed, regardless of their position in the organisation, must be competent to fulfil the role and have the necessary skills, time and access to resources to carry out the role. |
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2.1 (c) Display your official ‘registered charity number’ on all public documentation including website, emails, headed paper and so on. Invite and review reports on legal and regulatory compliance and ensure that any issues that have been identified periodically are dealt with. |
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2.1 (d) If so, apply to the Revenue Commissioners Charity Section for a CHY number and make sure your organisation complies with any associated regulations. You may also need a Charities Regulator Authority (CRA) number. |
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2.1 (e) |
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2.1 (f) Invite and review reports on any health and safety matters that arise. |
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2.1 (g) |
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2.1 (h) |
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2.1 (i) |
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2.1 (j) |
2.2 Making sure there are appropriate internal financial and management controls. |
2.2 (a) |
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2.2 (b) |
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2.2(c) |
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2.2 (d) |
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2.2 (e) Monitor and review: (The audit committee should have arrangements for independent investigation of such matters and for appropriate follow-up action.) Approve: Recommend: |
2.3 Identifying major risks for our organisation and deciding ways of managing the risks. |
2.3 (a) |
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2.3 (b) |
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2.3 (c) |
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2.3 (d) |
Principle 3. Being Transparent and Accountable
Sub-principle |
Recommended Board Practices |
3.1 Identifying those who have a legitimate interest in the work of our organisation (stakeholders) and making sure there is regular and effective communication with them about our organisation. |
3.1 (a) |
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3.1 (b) |
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3.1 (c) It should also set out the number of meetings of the board and individual attendance by directors as well as the number of sub-committee meetings and attendance by members. |
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3.1 (d) |
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3.1 (e) |
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3.1 (f) |
3.2 Responding to stakeholders’ questions or views about our organisation’s work and how we run it. |
3.2 (a) |
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3.2 (b) |
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3.2 (c) |
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3.2 (d) |
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3.3 (a) |
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3.3 (b) |
Principle 4. Working Effectively
Sub-principle |
Recommended Board Practices |
4.1 Making sure that our governing body, individual board members, committees, staff and volunteers understand their:
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4.1 (a) |
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4.1 (b) |
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4.1 (c) |
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4.1 (d) |
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4.1 (e) |
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4.1 (f) |
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4.1 (g) |
4.2 Making sure that as a board we exercise our collective responsibility through board meetings that are efficient and effective. |
4.2 (a) |
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4.2 (b) |
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4.2 (c) |
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4.2 (d) |
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4.2 (e) |
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4.2 (f) |
4.3 Continually reviewing board recruitment, development and retirement processes to ensure relevant competencies are in place to realise the organisation’s objectives. |
4.3 (a) Agree a yearly board review process which should include, but not be limited to, an assessment of the effectiveness of: |
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4.3 (b) |
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4.3 (c) Agree and put a comprehensive induction programme in place for new board members. |
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4.3 (d) |
Principle 5. Behaving with Integrity
Sub-principle |
Recommended Board Practices |
5.1 Being honest, fair and independent. |
5.1 (a) |
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5.1 (b) |
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5.1 (c) |
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5.1 (d) |
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5.1 (e) |
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5.1 (f) |
5.2 Understanding, declaring and managing conflicts of interest and conflicts of loyalties. |
5.2 (a) Develop a policy on each of these. |
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5.2 (b) Conflicts of interest must be recorded in the minutes. Conflicts of loyalty may be serious enough to be conflicts of interest. |
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5.2 (c) |
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5.2 (d) |
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5.3 (a) |
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5.3 (b) |
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5.3 (c) |