Optimizing the Board/Staff Relationship
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Transcript of Optimizing the Board/Staff Relationship
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Governance Issues in Professional Regulation
CLEAR Seminar
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011© CLEAR 2011
Optimizing the Board/Staff Relationship
Claudia Newman, MSW, RSW
NCA Associates
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
OPTIMAL BOARD/STAFF RELATIONSHIPS
Why is it important and what does it look like?
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
WHAT CAN CAUSE DERAILMENT?
The Board/Staff Relationship
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Primary Causes
Individually and/or collectively;
•Simply do not know what their job is
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
A Problem of Purpose
• From an individual perspective - why am I here?
• From a collective perspective – why are we here? What is our place in this organization?
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
An exercise in analogies…..
A Board is to an organization as a ______ is to a ____________.
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Lack of clarity or differing understandings can lead to;
•A problem of board performance generally
•And a confusion of roles and responsibilities specifically
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
“Broken” Boards & the Impact on Board/Staff Relationships
Carter McNamara
• Detached Board• Servant Board• Personalities Board• Micro-managing Board
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
THE NEED FOR STRUCTURE
Optimizing the Board/Staff Relationship
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Schools of Thought: Governance Models
• John Carver’s policy governance model strong board/strong executive model
• Executive focus models strong executive/passive board model
• Balanced partnership modelsconstructive partnership model
Or
• A blend
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Defining the Boundaries
• Develop policies that support/reflect the governance model chosen,
• Clearly define and formalize roles for both the Board and the chief executive officer/staff
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Defining the Boundaries Continued
• Outline expectations that each will bring to their respective responsibilities and authority,
• Articulate goals clearly with corresponding performance measures or outcome indicators,
• Establish constructive processes for resolution of conflicts.
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
The Board: Respecting the Boundaries• Tell them
• Teach them
• Train them
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
And
• Conduct routine Board self-assessments• Have on-going Chair/ ED communication• Conduct a periodic governance model
“review”
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
THE ROLE OF THE CHAIR & THE ROLE OF THE SENIOR EXECUTIVE OFFICER
A Final Thought
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
For at the end of the day….
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Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Speaker Contact Information
Claudia Newman, MSW, RSW
Principal, NCA Associates222 Somerset St. West, Suite 300Ottawa, ON K2P [email protected]