So I’m A Board MemberTell Me More !!! Presentation by: Wayne Page Municipal Affairs and Housing
In This Session We Will Look at: • Why your organization exists • Types of Boards • Relationships – authority, responsibility, accountability • Policy – Board vs. Operational • Patterns of Development
Why Does Your Organization Exist? What is your organization’s reason for being? Why do you do what you do? What does the community need in your area of expertise? What is special about your organization? What do you do that is different from other organizations? If your organization did not exist what would be missing in the community?
Types of Boards • Advisory • Governing
Governing Boards • Policy Board • Policy Governing Board • Working/ Administrative Board • Collective
What is Governance? • It is the exercise of authority, direction and control of the organization to ensure its purpose is achieved.
Who is in charge of what? Who sets the direction and parameters within which the direction is to be pursued? Who makes decisions about what? Who sets performance indicators, monitors progress and evaluates results? Who is accountable to whom for what? Governance Clarifies:
Principles of Governance The Board articulates and communicates the mission/vision The Board defines the parameters within which the organization operates. The Board focuses on the whole organization, rather than on particular issues of interest to the Board or to individual Board members. The Board must work as a whole. No individual member, including the chair, or group of individuals such as committees, has the authority to direct the organization or its staff.
Principles of Governance The Board is a body that speaks with one voice or not at all. The Board hires, supervises and releases only one employee: the CEO. The Board avoids making management and operational decisions The Board is responsible for its own management. This includes Board recruitment, orientation, agenda development, evaluation and meeting management.
Hour Glass Model • Authority – The formal legitimate right given to people to take certain actions themselves or to require others to take certain actions. • Responsibility – The obligation people have to carry out assigned tasks in an effective efficient and conscientious manner. • Accountability – Making people answerable for the results of the tasks assigned to them.
Focus, Authority and Accountability of Governance Staff Senior Manager Board Focus Authority Implementation Management Governance Accountability To Senior To Board To Membership/ Manager Community Present Future
Board Expectations of a Senior Staff Member • Is responsible to the board • Serve as senior executive of the organization • Be a professional advisor to the Board • Recommend appropriate policies for consideration • Effectively implement all policies adopted by the Board
Provide accurate, appropriate and timely information about policy issues • Recruit, supervise and develop a competent staff • Assist the Board in developing and conducting advocacy programs • Develop a budget and keep the Board informed of budget problems
Senior Staff Member Expectations of the Board • Develop policies that govern the direction of the organization and set parameters for the operation of the Senior Staff member • Delegate responsibility for management functions • Refraining from handling administrative details • Consult with the Senior Staff member on matters what the Board is considering • Make all staff responsible to the Senior Staff member
Provide support to the Senior Staff member in carrying out his/her professional duty • Support the Senior Staff member in all decisions and actions consistent with policies of the Board and standards of the organization • Hold the Senior Staff member accountable for the performance of the organization • Evaluate the work of the Senior Staff member.
Policy Board Framework Governance Program Governance Financial Governance Personnel Governance Advocacy Governance Policy Governing Board Ends/ Outcomes/ Results CEO Limitations Board Governance Board Staff Relationship Governance Functions
Framework/ Ends/Outcomes • Values: are standards or qualities that represent core beliefs or convictions that establish priorities for decision-making and action. • What do you want your organization to stand for? • What values/ beliefs should guide the decisions of the organization?
Mission Statement • Describes your purpose/ reason for your existence; • Describes what you do and for whom; • Clear, easily said and understood; • Answers the question what business are you in.
Vision Statement • A vision is not a plan; • It is a declaration of the organizations most desirable future; • It is a picture of what you want to create for people you serve; • It is concrete and specific; • It is consistent with the organizations values, philosophies and behaviours; • It is attainable and realistic; • It is challenging and bold.
Target statement(s) • Identifies who is the beneficiary of the programs and services of the organization. • Who does your organization provide services to?
Aims or strategic direction • Clarify the end results of the organization in major areas; • Broadly describe how the organization will accomplish its mission and work towards its vision.
Program Governance • Monitors the external environment and makes sure that services are relevant to users; • Ensure that a viable strategy is in place to achieve the organization’s mission and outcomes; • Determines percentage of resources will be used for programs and services; • Monitors and evaluates the results and cost-effectiveness of the programs and services.
Financial Governance • Board establishes the budgeting process and financial reporting system; • Reviews the budget throughout the year; • Manages the assets of the organization; • Oversees fundraising strategies.
Personnel Governance • Defines board’s relationship to senior staff; • Delegates authority to senior staff; • Develops policies that define role, responsibilities and functions of senior staff; • Sets compensation and benefits; • Hires, evaluates and releases senior staff; • Establishes policies for use of volunteers; • Promotes good board - staff relationships; • In organizations without senior staff, the board develops personnel policies for all staff and service volunteers.
Advocacy Governance • Confirms the organization’s identity in the community; • Carried out by representing the organization to the community, government, foundations, corporations, and funding agencies; • Achieved through educational programs and public relation campaigns promoting the mission and the organization; • Overall the advocacy function seeks to develop community awareness of the unique mission or purpose of the organization.
I think the BOARD currently does: I think the BOARD should do: I think the BOARD shouldn’t do: I think the EXECUTIVE currently does: I think the EXECUTIVE should do: I think the EXECUTIVE shouldn’t do: I think the STAFF currently does: I think the STAFF should do: I think the STAFF shouldn’t do: Role Clarification
You Want Me to Do What? • A Board must know what it expects of each member and must communicate these expectations to prospective members during the board recruitment process. The process of defining a job and writing a position description forces the Board to openly clarify its expectations as a board member, president/ chair, vice-president/ chair, secretary, treasurer etc.
Performance Expectations • Represent un-conflicted loyalty to the interests of the organization and its membership. • Conflict of interest: Avoid conflict of interest with respect to fiduciary responsibility: holding a position of trust that requires a board member to act honestly, in good faith and in the best interest of the organization. • Must not exercise individual authority over staff or the society, except as described in policy.
Performance Expectations • Deal with outside entities or individuals, with clients and staff, and with each other, in a manner reflecting fair play, ethics, and straightforward communication. • Be informed about current issues and be prepared to discuss these issues; Notify the chairperson in advance if unable to attend board meeting; Provide written reports in advance of the meeting; Read minutes before meetings. • Attend all board and committee meetings; develop a working knowledge of meeting procedures.
Performance Expectations • Keep confidential board business and matters of a delicate nature. • Speak positively of the organization to the public.
Board Member Position Description • What is the job title? • Authority: What authority does the position have? • Responsibility: Who is accountable to whom? • What are the broad areas of responsibility? • Requirements: What is expected of board members?
Board Member Position Description • General Duties: What are the typical duties board members are responsible for? • Evaluation: How will board members ‘ effectiveness be assessed? • Review Date: When will this job description be reviewed? • Approval Date: The board must approve the job descriptions for board members. State when it was last approved.
I’m The President/ Chair • Representing the Society in all matters pertaining to the organization; • Ensures the Board adheres to its bylaws, objectives, policies and procedures; • Keeps the meeting discussion on topic by summarizing issues; • Evaluates the effectiveness of the Board’s decision-making process;
What Might the Vice –President/ Chair Do? • Acts in the absence of the President; • To assist with the coordination of the Association’s Annual Evaluation and Planning Retreat;
Do I just Count Money? • Acts as signing officer for checks and other documents; • Present at regular meetings or whenever required an account of all transactions; • Report quarterly/semi-annually/ annually to the Board of Directors on the status of the Association’s financial position; • Disburse the funds of the Association as ordered by the Executive Committee.
Just Minutes? • Attend all meetings of the Executive Committee and the Board of Directors and all Association Meetings of Members; • Signs Board minutes to attest to their accuracy; • Send or cause to be sent such copies of Minutes and Notices of Meetings to Members and Directors as required by By-laws; • Keep or cause to be kept copies of the organization’s bylaws and Board’s policy statements; • Ensures there is a quorum at the meetings.
Ladder of Development • Polite stage • Why are we here • Bid for Power • Constructive • Esprit