Now that you’ve been elected…

1. what did you really sign up for? Now that you’ve been elected… Your role and responsibility as an executive member David Do – NZUSA Co-President Rawa Karetai – ASA President 2010 NZUSA January Conference

2. What are we doing? • This workshop outlines… • The roles you play as part of a team; • Your responsibility to your Associations membership; and • The expectations and things you should think about while being on executive.

3. What are we doing? • Broad outlines of governance and management, and your role as an exec • More details about specific things to be aware of as an executive member

4. The Need For Leadership • Complex and demanding environment • Part-time, voluntary work • Need for best use of scarce resources • All the rules are the same, whether you’re paid or not!

5. What are we doing here? You have been elected to serve and represent students Why are you here? How did you get here? Why did you want to get involved?

6. As a member of the executive Your own portfolio responsibilities and tasks Part of a team responsible for association’s governance

7. The Role of Executive Governance

8. The Role of Executive Student Issues

9. The Role of Executive Discussion and ideas

10. The Role of Executive Be a happy team

11. For example, in a Constitution 23(i) – The conduct and control of the business and affairs of the Association shall be vested in the Executive except as to such matters as are specifically reserved by these Rules to the SRC or a General Meeting. 30(i) – the Executive shall have and is hereby given full and complete power over and control of all business and activities of the Association.

12. The Role of Executive Governance

13. Governance Members/Students Committee/Board/Exec - GOVERNANCE General Manager - MANAGEMENT Staff

14. The Role of the Board • Understanding the environment • Stakeholder management • Policy setting • Appointing, supporting and monitoring the GM • Setting KPIs, resourcing and monitoring them • Risk management • Statutory compliance • Evaluating own performance • Succession planning

15. What the Law says… Elected Governor of the Association. You must act in a responsible and professional manner at all times. “Apart from the usual potential liability of an officer committing any crime, such as theft, officers may also be personally liable to third parties for breaches of trust or fiduciary duty, where they act outside the society’s rules and objects, and for property conversion.” – Companies Office

16. Governance/Management split The board provides direction and leadership, e.g. by stating strategic objectives or goals, adopting strategic and annual plans, articulating organisational values. The board appoints and dismisses a CEO

17. Governance/Management split • The CEO manages operations (including hiring and firing other staff) to achieve the strategic objectives and complete the approved plans. • The board to oversees the CEO’s performance, e.g. by reviewing regular reports.

18. The Board and the CEO • Selection • Defining delegations • Constraining GM freedom to act • GM/President relationship • Evaluating GM performance

19. Governance Members/Students Committee/Board/Exec - GOVERNANCE General Manager - MANAGEMENT Staff

20. Application to your SA SAs are more complex than most organisations. Exec can choose how it relates to staff (within limits of contracts, law, etc). SA may not have a GM. President may fill that role. Some “management” tasks are reserved to Exec and committees (e.g. re clubs). Exec composition changes frequently.

21. Governance/Management split Another possible diagram

22. Some more issues • Policy • Strategy • Legal issues • Financial responsibility • Risk • Good process • Monitoring and evaluation

23. Policy • Formal statements reflecting the Board’s values and perspectives – an agreed basis for organisational action • Ends policies • Board/GM policies • Executive limitation policies • Governance process policies • Can be initiated, altered or deleted by Board as required

24. Strategy • Purpose/reason for being • Essence/ethos/spirit of organisation • What is important to us? • What do we want to become? • What is our mission/vision? • Is it still relevant? • Who should benefit? • How do we want to interact with each other & the outside world? • Have we done what we set out to do? • What next?

25. Legal Issues • Incorporated societies/charitable trusts • Governance structures should define roles and accountabilities clearly • Only one staff member appointed by and directly accountable to the Board – The General Manager • Structure should be kept as simple as possible • Fiduciary duty

26. Financial Responsibilities In terms of risk management, the Board has a special responsibility to provide assurance of the financial integrity of the organisation All Board members are accountable for financial stewardship, not just those with a relevant formal qualification

27. Risk Management • What is risk? • Strategic risk management • Countering losses • Reducing uncertainty • Taking advantage of opportunities • Being a good corporate citizen • Fulfilling a worthwhile purpose • Clarifying the Board’s responsibility for risk

28. Processes and Practices • Board membership • Conflicts of interest • Board meetings • Agenda design and meeting content • Board committees

29. Processes and practices • Board members as volunteers • The role of the Chair • Board performance evaluation

30. Monitoring and Evaluation • Measuring outcome, not effort • Monitoring systematically • Ensuring Board has the right information • Organisational learning

31. Conclusion Focus on what is really important to the organisation, e.g. strategic direction, risk management. Set clear, realistic & measurable expectations. Let managers manage, but review their performance.

32. Conclusion • It ain’t any easier just because you don’t get paid • Make sure you know what you’re getting into • Remember your duty of care – that covers everything