Board vs. CEO Division of Labor

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Board vs. CEO Division of Labor

  1. 1. Bill Taylor<br />Northeast Community Development Educator<br />UW Cooperative Extension Service<br />DIVISION OF LABOR<br />The University of Wyoming is an equal opportunity/affirmative action institution.<br />
  2. 2. BOARD<br />Primary role – set policy<br />Enough policy to govern, but no more than necessary<br /> Set executive limitations or parameters for staff<br />Establish internal and external policies for board members<br />Operate within established code of conduct<br />Determine success or failure of the organization<br />2<br />University of Wyoming Cooperative Extension Service<br />
  3. 3. DIRECTOR<br />Primary responsibility – handle day-to-day operations<br />Oversee staff<br />Report to Board<br />Manage clients<br />3<br />University of Wyoming Cooperative Extension Service<br />
  4. 4. BOARD ROLES<br />University of Wyoming Cooperative Extension Service<br />4<br />General<br />Governance<br />Oversee/Evaluate<br />Review/Monitor<br />Leadership<br />In partnership w/ director & management, guide mission & direction<br />Stewardship<br />Ensure dedication to, and use of assets for, benefit of public<br />
  5. 5. BOARD ROLES (cont.)<br />University of Wyoming Cooperative Extension Service<br />5<br />Specific<br />Hire/support/evaluate/discharge director<br />Review/approve annual budget<br />Review/approve major organizational decisions, commitments, plans<br />Including expenditures, loans, leases<br />Evaluate progress toward program & financial goals<br />Ensure continuity of organization through development & recruitment of staff<br />In conjunction w/ staff, provide leadership on transition, structure, planning<br />
  6. 6. BOARD ROLES (cont.)<br />University of Wyoming Cooperative Extension Service<br />6<br />Specific (cont.)<br />Conduct board affairs including board development, transition, effectiveness<br />
  7. 7. BOARD FUNCTIONS THOUGH:<br />University of Wyoming Cooperative Extension Service<br />7<br />Board orientation<br />Information flow:<br />Financial statements<br />Reporting on programs and operations<br />Planning<br />Exercise of each member’s informed, independent judgment<br />Appropriate Board organization & continuity<br />Meetings, agendas, minutes, documentation<br />
  8. 8. BOARD FUNCTIONS THOUGH (cont):<br />University of Wyoming Cooperative Extension Service<br />8<br />Appropriate committee structure<br />Protecting assets of the organization<br />Determination of Board-staff relationship & extent of delegation of management authority<br />Supporting functions<br />Fundraising<br />Planning<br />Public & community relations<br />Other as needed<br />
  9. 9. DIRECTOR ROLES<br />University of Wyoming Cooperative Extension Service<br />9<br />Leader<br />Advises the Board<br />Advocates/promotes organization and stakeholder change related to the mission<br />Supports motivation of staff in products/programs & operations<br />Visionary/information bearer<br />Ensures staff & Board have sufficient & up-to-date information<br />Looks to future for change<br />Interfaces between Board & staff<br />Interfaces between organization & community<br />
  10. 10. DIRECTOR ROLES (cont.)<br />University of Wyoming Cooperative Extension Service<br />10<br />Decision maker<br />Formulates policy & planning recommendations to Board<br />Decides or guides actions of staff<br />Manager<br />Oversees operations of organization<br />Implements plans<br />Manages human resources of organization<br />Manages financial and physical resources<br />
  11. 11. DIRECTOR ROLES (cont.)<br />University of Wyoming Cooperative Extension Service<br />11<br />Board developer<br />Assists in selection & evaluation of Board members<br />Makes recommendations, supports Board during orientation & self-evaluation<br />Supports Board’s evaluation of Director<br />
  12. 12. University of Wyoming Cooperative Extension Service<br />12<br />“Successful governance performance requires a successful partnership between board and chief executive. It is a reciprocal relationship. While the board has reasonable expectations of the chief executive so too does the chief executive have reasonable expectations of the board. Every board must know what it takes to find and keep motivated the best chief executive they can afford to get.”<br />Terry Kilmister, Graeme NahkieswithBoardworks International<br />
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