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A guide to the basic elements of board effectiveness, For related resources, visit our website: www.kenhaycock.com

A guide to the basic elements of board effectiveness, For related resources, visit our website: www.kenhaycock.com

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  • 1. Effective Board Governance Dr. Ken Haycock 2011 For related resources, visit our website: www.kenhaycock.com
  • 2. Basic Factors in Effectiveness
    • Determine Mission and Purpose
    • Select/Support/
    • Evaluate the CEO
    • Articulate Roles and Relationships
    • Plan Strategically/ Allocate Resources
    • Monitor and Evaluate/Accountability
    • Maintain Legal and Ethical Integrity
    • Public Standing and Credibility
    • Recruit Aggressively/
    • Assess Performance
  • 3. 1. Determine Mission and Purpose
    • What business are we in?
    • How do we measure success?
    • Outputs vs. outcomes
  • 4. 2. Select/Support/Evaluate the CEO
    • Position profile
    • Community profile
    • Knowledge; skills; attributes
    • Succession management
    • Performance measures
    • Current issues
  • 5. 3. Roles and Relationships
    • Board/Ground Rules
    • Board/Mayor/Council/
        • Municipal Manager
    • Board/Community/Power Bases
    • Board/CEO
    • Board/CEO/Community/Power Bases
    • Board/CEO/Staff/Community
    • CEO/Municipal Manager/Executive
  • 6. Conflict (Who? Us? Not!)
  • 7. 4.Plan Strategically… Allocate Resources
    • Preferred Futures (roles)
    • Process/Outcomes
    • Walk the Talk: The Agenda
      • (“don’t major in the minors”)
      • Who Drives the Agenda?
      • Consent/Information; Decision; Exploration
      • Delegations? Representation? Liaison?
  • 8. Plan Strategically: Priority?
    • This project is so important that we cannot allow things that are more important to interfere with it!
    • Doing the same things twice as hard will not lead to different results.
    • How will the world be different tomorrow as a result of what we do here today?
    • If we don’t know where we’re going…
        • any road will take us there…
  • 9. 5. Monitor and Evaluate…
    • Effect of Organizational Culture
    • Goals
    • S.M.A.R.T. Objectives
    • Evidence-based Decision-making
    • What? Why? Who? When? How?
    • 5% Cut: What goes and why?
    • Monitor and Adjust… Accountability
  • 10. 6. Enhance Public Standing
    • Community events (what is “political”?)
    • Community information
    • Role counterparts
    • Profile of Director/CEO
    • Profile of Chair
  • 11. 7. Maintain Integrity
    • Legal: Effect of legislation
    • Ethical: Effect of decision-making
    • Financial: Effect of priorities
  • 12. 8. Recruit/Assess Performance
    • Succession Management for the Board
    • Older Readers or Community Leaders?
    • Trustee or Board Development?
      • Goal-driven or Reward-driven?
      • Improve the knowledge base…
    • Governance Committee?
    • Sustainability/Performance/
    • Audit Committee?
  • 13. Board Performance
    • Improved education
    • Improved relations
    • Improved strategic development
        • annual work plans
    • Improved monitoring, tracking, evaluation of programs and services
      • ( not personnel)
  • 14. Clichés?
    • Improvement is not mandatory …
      • but then neither is survival.—Deming
    • Anything worth doing well…
      • is worth doing slowly.—West
    • Rowing is the only activity where you can sit on your backside, look backwards, and still make progress…
    • How many Board members does it take to change the Board? Only one, but the Board has to want to change…
  • 15. The Choice Is Yours
    • What kind of Board?
    • What kind of relationships?
    • What kind of impact?
    • What kind of difference?
  • 16. Basic Factors in Effectiveness
    • Determine Mission and Purpose
    • Select/Support/
    • Evaluate the CEO
    • Articulate Roles and Relationships
    • Plan Strategically/ Allocate Resources
    • Monitor and Evaluate/Accountability
    • Maintain Legal and Ethical Integrity
    • Public Standing and Credibility
    • Recruit Aggressively/
    • Assess Performance
  • 17. Implications
    • Necessary knowledge
    • Well-defined roles
      • (not “command and control”)
    • Strategy and direction-setting vs. implementation and detail
    • Open flow of information (director)
    • Opinions of community leaders (solicit)
    • Value-added dimensions to community
  • 18. Strategies
    • Knowledge-based governance leads to dialogue around critical issues
    • Direct communication with customers and stakeholders
    • Strong core values
    • Clear focus
  • 19. Dr. Ken Haycock
    • No time to ask your question?
    • Concerned about privacy?
      • Feel free to contact me at any time…
      • 778.689.5938
    • [email_address]
            • For related resources, visit our website:
            • www.kenhaycock.com