FRAMEWORK FOR SUCCESS Chamber Executives of Ontario Facilitated by Anne Bermingham 2WA Consulting...
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Transcript of FRAMEWORK FOR SUCCESS Chamber Executives of Ontario Facilitated by Anne Bermingham 2WA Consulting...
FRAMEWORK FOR SUCCESS
Chamber Executives of Ontario
Facilitated by Anne Bermingham
2WA Consulting Inc.
January 2011 2
To develop a greater understanding of best practices for Board of Directors
To assess how well your Board of Directors is incorporating best practices into its current approach
To generate ideas that you can take back to your Chamber that would “strengthen the foundation” and result in an even more successful Board-staff partnership
January 2011 3
“Good governance is about both achieving desired results and achieving them in the right way”
Institute on Governance 2008
“Right way” often shaped by cultural norms and values of organization
January 2011 4
Developing and utilizing your vision and strategic plan
Ensuring the existence of a sound governance framework
Developing strong relations with stakeholders Ensuring financial health and good
performance Developing Board capable of playing its
unique role as advocates and ambassadorsReferences:Tim Plumptre; Barbara Laskin. From Jeans to Jackets: Navigating the transition to more systematic governance in the voluntary sector. Institute on Governance (www.iog.ca)
January 2011 5
Has a well-articulated vision, mission and values
Utilizes vision, mission & values when making decisions
Has a strategic plan that guides the organization (ideally created by consulting with its many stakeholders)
Has annual operating plan and budget that supports strategic plan
Has Board annual work plan that is aligned to strategic plan
Regularly talks about its future – strategic items on Board agendas
January 2011 6
Provide Board member with by-laws and articles of incorporation (defines role and composition of Board; role of CEO; membership, elections, etc)
Have governance policies (committees; how budget is approved; how CEO and Board are evaluated, etc)
Regularly consult and use its governance policies when determining Board actions to take
Update policies to ensure they provide staff with enough ‘reasonable interpretation’ on the right way
Board regularly reviews, and if necessary, updates governance policies
Board monitors / audits adherence to its own framework
January 2011 7
January 2011 8
Have formal mechanisms to connect with stakeholders
Determine ways in
which Board can tap individual and collective networks to strengthen relationships
Ensure relationships are in good order
Reach out to forge new relationships to meet future needs
Set key messages to communicate through annual general meeting & annual report
Take actions to ensure Board is seen as transparent, responsive and accountable in eyes of key stakeholders
January 2011 9
Regularly evaluate where organization is relative to budget and operating plan
Benchmark where association is performing relative to other organizations
Complete a CEO evaluation annually, in a timely manner, with a process report given to the full Board
January 2011 10
Board completes written evaluation on Board performance (collective & individual)
Have financial audit as well as an audit committee with a Board approved mandate
Board has Board goals that are reviewed regularly -
January 2011 11
Recruit Board members to close identified gaps and needs of the association
Transparent process for selecting chair of the Board
Orient and train Board members effectively
January 2011 12
Ensure committees do Board work, not management work
Actively engage in advocating
Support and encourage Board members to be ambassadors
January 2011 14
Participation Transparency Responsiveness Effectiveness Accountability Strategic vision
January 2011 15
Operational - Board does the work as well as governs itself (e.g., service clubs)
Management - Board manages some parts of organization but has staff doing other functions
Traditional - Board governs and oversees operations through committees
Policy Governance - Board governs through defining ends policies and executive limitations