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EDMONTON VOLLEYBALL CENTRE SOCIETY

EDMONTON VOLLEYBALL CENTRE SOCIETY. Governance Workshop January 29, 2007 Percy Page Centre, Edmonton, AB. The Year is 2017. The “EVCS” has made a significant difference and is to be recognized with a major award

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EDMONTON VOLLEYBALL CENTRE SOCIETY

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  1. EDMONTON VOLLEYBALL CENTRE SOCIETY Governance Workshop January 29, 2007 Percy Page Centre, Edmonton, AB.

  2. The Year is 2017 • The “EVCS” has made a significant difference and is to be recognized with a major award • You are the guest of honor at the prestigious municipal celebration of community sport facility excellence • Hundreds of people have gathered to hear your address • Task: Prepare a 3 minute thank you speech identifying the benefits the community received to earn such appreciation and enthusiasm

  3. Governance – Why Bother? • Research has proven that groups or teams make better decisions than individuals • Hence, governance is about team decision making – i.e. what the organization is for; who is doing what for whom; and at what cost • More importantly, governance is about genuine leadership – i.e. stewardship, fiduciary, strategic, and generative responsibilities

  4. Approaches to Team Decision Making • Consensus – requires much discussion, in which members attempt to influence one another • Majority Vote – less effective in controversial issues, but efficient for routine decisions • Confrontation – typical of dysfunctional teams where there is a struggle for power, or where a minority faction tries to be understood • Pluralistic – a wide range of alternatives are considered, with each team member provided with ample opportunity to have a say

  5. Not urgent, yet important Review progress toward the development of long range plans Discussion about how an emerging trend(s) in sport with affect the “EVCS” Discussion regarding the board’s operational committee structure Urgent and important Facilitate the development of the values, vision, outcomes, budget, business plan, and strategic plan Consider a board motion(s) on pending municipal by-laws that may require quick action Approve the budget The Beginning – What Decisions are Mission Critical to this Board?

  6. Develop the Ends Statements and Build Operational Policy [i.e. Rules] Values Vision Outcomes Board Committee Structure Monitor Performance and Build External Relationships [i.e. Behaviors] KPI’s and measures Operational scorecard Advocacy The Need – What is in your Governance Toolbox?

  7. The Goal – Governing to Win! • The Alignment of the Ten Core Systems at the Top - • Policy development • Strategic plan • Business plan • Financial and risk management • Delegation of authority to committees • Project monitoring and measurement • Board continuous improvement process • Board evaluation • Succession planning • External relationships

  8. DISCUSSION TOPIC 1 • Who owns your “Edmonton Volleyball Centre Society?”

  9. THE “OWNERSHIP” • Who? • Moral ownership – i.e. ‘The common good’ • Publics – i.e. community groups, municipal government, taxpayers, citizens, electorate, business • Communities – i.e. region, city, area, province • The challenge – “the integration and balance of multiple interests”

  10. DECISIONS ARE POLICY DECISIONS • Policy is the voice of the board • Expresses your values • Is visionary • Consists of a few broad statements • Important distinction – “it doesn’t count if it’s not policy”

  11. DISCUSSION TOPIC 2 • What are your 3 or 4 most important and broadest core values?

  12. “ENDS” ARE THE RESULTS OF THE ORGANIZATION’S EFFORTS • What are ends statements? • They include the vision, and outcomes of the organization • They frame strategic and business planning • They define - (1) what good, (2) for whom, and (3) at what cost

  13. DISCUSSION TOPICS 3 • Based upon your values, what is your vision for the EVCS? • Based upon your vision, what are your 3 or 4 most important outcomes? • Based upon your outcomes what are the 3-4 key standing board committees?

  14. EFFECTIVE P2 BOARDS • Focus on policy and the organization/projects performance and results • Provide genuine leadership • Focus externally • Shape the organization/facility direction • Assure that the vision and outcomes are achieved • Understand the complex issues • Ensure continuous improvement and cohesion • Ensure the operations of the organization/projects

  15. EFFECTIVE BOARD MEETINGS • Provide appropriate time for important issues, discussion, debate, and decision-making • Agenda items and background information is circulated in advance and reference policy • Evaluate for efficiency and effectiveness on a regular basis • Board members arrive prepared for meetings • Board members leave with a clear sense of what was determined and what their responsibilities are

  16. P2 GOVERNING TO WIN EFFECTIVENESS • “The ultimate measure of board effectiveness is how effectively the members ensure that the vision, outcomes, and projects of their organization are achieved on a consistent basis.” • Tom Thompson, 2006

  17. YOUR NEXT GOVERNANCE JOB(S) • Development of a Monitoring and Reporting Model – i.e. Key Performance Indicators, Measures, and a Scorecard • Development of an External Relationship Building Model – i.e. Government(s), Media, and Corporation(s) • Development of a Strategic & Operational Plan • Development of a Business Plan • Operationalize the Committee Structure

  18. FACILITATOR CONTACT INFORMATION • Tom Thompson, President, Olds College • (403) 556-8301 [bus] or (403) 507-8899 [res] • tthompson@oldscollege.ca

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