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IPGA 2013

Forum for Multi-level Organizations – Who’s In Charge? Saturday June 22 nd , 2013, 10:15 to 11:45 Karen Fryday-Field Harvey Thomson Paul Shay As of June 19. IPGA 2013 . Forum Goals. Profile the challenges related to multi-level organizations

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IPGA 2013

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  1. Forum for Multi-level Organizations – Who’s In Charge? Saturday June 22nd, 2013, 10:15 to 11:45 Karen Fryday-Field Harvey Thomson Paul Shay As of June 19 IPGA 2013

  2. Forum Goals • Profile the challenges related to multi-level organizations • Explore innovative applications of policy governance to address challenges within multi-level organizations re: • Delegation, • Policy interpretation • Monitoring

  3. The dilemma “In any event, the board never delegates the same authority or responsibility to more than one point.” Policy Governance® Source Document And yet boards of many multi-level organizations delegate to more than one person or body: • because the board delegates to subsidiary organizations, in addition to its own CEO • because outside authorities require it • because the organization’s culture or politics require it.

  4. 2 Types of Families of Boards* Federation Holding Company Holding Company L* John Carver, Board Leadership # 25 May-June 1996oard 25 Member Member Member Member Federation Parent Subsidiary

  5. Delegation Options in a Holding Company* Parent Board Parent Liaison Member Parent Chair Parent CEO Parent Board Committee “In most cases, using the CEO… offers the most accountability”* John Carver Subsidiary Board Subsidiary Board Subsidiary CEO Subsidiary CEO * John Carver, Board Leadership # 27 Sept.-Oct. 1996

  6. Delegation Pathways in an Organization with Branches Board Board Board Branch Board CEO CEO CEO (Branch Advisory Board) Branch CEO Branch CEO Branch CEO

  7. Discussion • Does your organization have multiple levels? • What are the challenges of such organizations? Image courtesy of Stuart Miles, published on 17 August 2012 Stock Image - image ID: 10097472 at FreeDigitalPhotos.net

  8. The Kidney Foundation of Canada • KFOC is people working together for a common cause • Volunteers, individuals affected by kidney disease, care givers, donors, and staff • From all walks of life, all across Canada

  9. Since KFOC’s creation in 1964…. • It has helped millions of Canadians affected by kidney disease through the provision of • Hope • Support • Empowerment and • Engagement  • It has invested more than $110 million dollars in kidney research

  10. KFOC’s Structure • 1 incorporation • 1 National Board of Directors • 1 National Executive Director • 8 Branches across Canada • each with a Branch Board • each with a Branch Executive Director

  11. KFOC National Board of Directors 1st row, left to right: Mike Sheppard, Dr. ManjulaGowrishankar, Faye Clark, Tetiana Gerych, Dr. Julian Midgley, Kathryn Richardson, Harvey Thomson, Terry Young, Marsha Wood  2nd row, left to right: Paul Kidston, Ron Walker, Chris Gobeil, Andrew MacRithchie, Guy Langlois,  Kurtis Krug, Dr. James Zacharias, David Stack Missing: Jason Kroft, Ken Mylrea

  12. KFOC National Office and BranchExecutive Directors British Columbia Branch: Karen Philp Northern Alberta & Territories Branch: Flavia Robles Southern Alberta Branch: Joyce Van Deurzen Saskatchewan Branch: Joyce Van DeurzenManitoba Branch: Valerie Dunphy Ontario Branch: Jim O'Brien Quebec Branch: Martin Munger Atlantic Branch: Tracy Durkee Jones Paul Shay National Executive Director

  13. KFOC Need for Change • Strategic plan called for a governance review Image courtesy of Stuart Miles, published on 06 March 2013Stock Image - image ID: 100144438

  14. Symptoms • Tried to govern and manage by consensus • Authority and accountability was very diffuse and hence ineffective • Lack of clarity on who could decide what, who could take what risks, etc. • The national board and executive committee were tied up “managing” and “operating” KFOC, which was slow • Variety of opinions regarding priorities

  15. Overalldiagnosis One legal organization with a confusion of practices and understandings that resemble in some ways • a federation • a holding company, • a single albeit multi-level organization

  16. Conclusion • The sum of the individual parts of KFOC were NOT leveraging KFOC as a whole to be more than the sum of the parts • Risk was higher than it should be • Forward progress was not optimal Gualberto107, published on 21 May 2013Stock Photo - image ID: 100169245

  17. Process • In-depth governance review • Resulted in series of key statements expressing values of National Board • Reviewed delegation, but decided to continue delegating to both Branch Boards and National Executive Director • Decided to use Policy Governance ® • Retained Karen Fryday-Field of Meridian Edge

  18. Why Policy Governance for KFOC? • Principles, structure and policy templates offered a way to implement desired reform • Clear differentiation of governance and operations • Focus on ends • Link between National Board and “owners” • Accountability for results

  19. The Policy Governance Engine • Delegation • Interpretation • Monitoring Simon Howden, published on 12 August 2009Stock Photo - image ID: 1007712

  20. Challenge • Find a way to deal with delegation, interpretation and monitoring in a multi-level organization like KFOC

  21. KFOC’s Solution • Standard Board–Operations Relationship policies delegate to both : • National Executive Director and • Branch Boards • Create several unique Limitations policies to provide necessary parameters on delegation, interpretation and monitoring • Lots of consultation & communication

  22. KFOC’s Solution BOARD-OPERATIONS RELATIONSHIP POLICIES UNIQUE LIMITATIONS POLICIES Delegation Parameters Policy Policy for interpreting NBOD Policies and for Developing KFOC-wide Operational Policies (handout) Monitoring Parameters Policy • Delegation to KFOC Operations Policy (handout) • Policy for NBOD Monitoring of the NED and Branch Boards

  23. Delegation Parameters Policy • Defines parameters on National Executive Director and Branch Board roles • Requires National Executive Director and Branch Boards to clarify respective roles within these parameters • Requires them to respect each others roles • Requires each Branch Board, as a volunteer body that meets only occasionally, to hire a Branch Executive Director to whom it delegates strongly

  24. Policy for interpreting NBOD Policies and for Developing KFOC-wide Operational Policies • Requires National Executive Director and Branch Boards to develop consistent and sufficient interpretation of board policies • Requires them to ensure timely and effective decision making • Including requiring Branch Boards to delegate strongly to their respective Executive Directors role in interpretation and developing KFOC-wide operational policies • Requires them to respect interpretations and KFOC-wide operational policies

  25. Example using excerpt from ends policy “…2. Support To achieve optimal health status, all people affected by kidney disease have access to health care and to wellness, socio-emotional, and financial support including: • 2.1. Equitable access to appropriate cost-effective treatment, as close to home as possible, regardless of background and personal circumstances. • 2.2 Timely access to successful long-term organ transplantation, if desired and appropriate. • 2.3. Comfort for those who withdraw from or do not wish dialysis treatment. …”

  26. Monitoring Parameters Policy • Requires National Executive Director to create monitoring system that synthesizes data from Branches • Requires Branches to provide the National Executive Director with monitoring data

  27. Discussion • Do you think KFOC will be successful with this approach to implementing Policy Governance® in a multi-level organization? • Share suggestions for implementing Policy Governance® in multi -level organizations.

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