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Board
Governance
Training
by Michelle Wolf
Board Governance and Leadership
1.  Board	
  Du+es,	
  Liability	
  –	
  The	
  dry	
  stuff	
  
2.  Typical	
  Board	
  mo...
Being a Board Director
•  Informa+on	
  is	
  coming	
  from	
  non-­‐profit	
  sector	
  
governance	
  and	
  common	
  l...
Fiduciary Duty
•  You	
  have	
  various	
  du+es	
  and	
  responsibili+es	
  as	
  
a	
  non-­‐profit	
  Board	
  member	...
Three Basic Director Duties
•  Duty	
  of	
  Loyalty	
  /	
  Fiduciary	
  Duty	
  	
  
o A	
  Board	
  acts	
  as	
  one	
...
Liability
•  Avoid	
  liability	
  through	
  risk	
  management	
  
•  Based	
  on	
  knowing	
  your	
  organiza+on	
  a...
Directors Information Package
•  Ask	
  prospec+ve	
  Board	
  members	
  to	
  think	
  about	
  
their	
  reasons	
  for...
Directors Information Package
•  Provide	
  educa+on	
  to	
  prospec+ve	
  Board	
  
members	
  on	
  their	
  legal	
  d...
Types of Boards
I.  No	
  Staff	
  &	
  Working	
  Board	
  
II.  Coordinator	
  &	
  Working	
  Board	
  
III.  Manager	
 ...
Policies and Procedures
•  A	
  policy	
  is	
  based	
  on	
  WHY	
  your	
  organiza+on	
  exists	
  –	
  
your	
  value...
ED/Manager or Coordinator ?
•  Difference	
  is	
  in	
  who	
  makes	
  decisions	
  and	
  sets	
  
work-­‐plans	
  
•  C...
Board Member – Do’s & Don’ts
•  Do	
  concern	
  yourself	
  with	
  whether	
  your	
  
organiza+on	
  is	
  achieving	
 ...
Board Member – Do’s & Don’ts
•  Do	
  focus	
  on	
  policy.	
  Where	
  staff	
  will	
  be	
  
responsible	
  for	
  impl...
Board Member – Do’s & Don’ts
•  Do	
  raise	
  hard	
  issues,	
  ask	
  penetra+ng	
  
ques+ons,	
  and	
  press	
  for	
...
Board Member – Do’s & Don’ts
•  Do	
  remember	
  that	
  staff	
  neither	
  reports	
  nor	
  
answers	
  to	
  individua...
Board Member – Do’s & Don’ts
•  Do	
  formally	
  evaluate	
  staff	
  performance	
  once	
  
every	
  year	
  or	
  two.	...
Board Member – Do’s & Don’ts
•  Do	
  afend	
  Board	
  mee+ngs.	
  If	
  you	
  think	
  the	
  
mee+ngs	
  don’t	
  make...
Board Member – Do’s & Don’ts
•  Do	
  make	
  sure	
  you	
  contribute	
  more	
  to	
  the	
  market	
  
in	
  terms	
  ...
Board Member – Do’s & Don’ts
•  Do	
  focus	
  on	
  your	
  organiza+on’s	
  needs	
  as	
  a	
  
whole.	
  Remember	
  t...
Board Member – Do’s & Don’ts
•  Do	
  rely	
  on	
  ad	
  hoc	
  and	
  standing	
  commifees,	
  
and	
  a	
  general	
  ...
Board Member – Do’s & Don’ts
•  Do	
  act	
  as	
  an	
  ambassador	
  and	
  champion	
  for	
  
your	
  organiza+on.	
  ...
Board Member – Do’s & Don’ts
•  Do	
  adhere	
  to	
  Board	
  member’s	
  terms,	
  and	
  use	
  
the	
  nomina+ng	
  pr...
Qualities of Awesome, Effective
Board Members
•  Let’s	
  generate	
  a	
  list	
  together	
  
•  What	
  quali+es,	
  pe...
Common Problems &
Misconceptions
•  Board	
  members	
  are	
  board	
  members	
  even	
  
outside	
  of	
  the	
  boardr...
Have Board Meetings That Matter
•  Know	
  why	
  you	
  are	
  holding	
  the	
  mee+ng,	
  what	
  
your	
  goals	
  are...
Have Board Meetings That Matter
•  Make	
  dollars	
  and	
  sense	
  
•  Drop	
  your	
  defenses	
  
•  Clarify	
  the	
...
Why do Strategic Planning?
•  Builds	
  cohesion	
  between	
  Board	
  members	
  and	
  
staff	
  
•  Serves	
  as	
  a	
...
Conclusion and Summary
•  Your	
  work	
  mafers…	
  and	
  you	
  mafer	
  
•  Board	
  governance	
  is	
  about	
  lovi...
One Juicy Question
•  Create	
  one	
  really	
  wonderful	
  ques+on	
  
that	
  your	
  board	
  or	
  another	
  board	...
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Board governance training slideshow

  1. 1. Board Governance Training by Michelle Wolf
  2. 2. Board Governance and Leadership 1.  Board  Du+es,  Liability  –  The  dry  stuff   2.  Typical  Board  models   3.  Board  “Do’s  and  Don’ts”   4.  Quali+es  of  great  Board  directors   5.  Running  Great  Mee+ngs   6.  Strategic  Planning  
  3. 3. Being a Board Director •  Informa+on  is  coming  from  non-­‐profit  sector   governance  and  common  law  in  Canada  (not   corporate)   •  Important  to  note  that  most  legal  obliga+ons   are  the  same  regardless  of  the  type  or  size  of   your  organiza+on,  and  whether  or  not  your   are  officially  incorporated   •  Risks  and  obliga+ons  shouldn’t  hold  you  back,   but  nor  should  they  be  taken  lightly  
  4. 4. Fiduciary Duty •  You  have  various  du+es  and  responsibili+es  as   a  non-­‐profit  Board  member   •  One  of  the  most  fundamental  is  the   responsibility  to  act  on  behalf  of  the   organiza+on  as  a  whole,  even  at  the  expense   of  your  own  self-­‐interest   •  This  is  known  as  your  ‘fiduciary  duty’   •  (Also  called  ‘Duty  of  Loyalty’)  
  5. 5. Three Basic Director Duties •  Duty  of  Loyalty  /  Fiduciary  Duty     o A  Board  acts  as  one  en+ty.  Loyal  directors  support   the  decisions  of  the  Board,  even  if  they  might  not   personally  agree  with  the  decisions  and  might  not   have  voted  in  support  of  a  decision  at  a  mee+ng   •  Duty  of  Diligence   •  Duty  of  Obedience   •  Liability  –  failure  to  fulfill  these  du+es  
  6. 6. Liability •  Avoid  liability  through  risk  management   •  Based  on  knowing  your  organiza+on  and  it’s   policies,  by-­‐laws,  and  rules  and  regula+ons  well   •  Risk  management  involves  an+cipa+ng  risk/harm/ problems,  taking  prac+cal  measures  to  minimize   risk,  and  if  harm  does  occur,  assuming  risk  and   taking  measures  to  lessen  the  impacts   •  Examples  of  common  areas  of  risk:  training  staff   and  volunteers;  facili+es  and  equipment;  events   and  markets;  documenta+on  of  mee+ngs  and   processes;  repor+ng  requirements  
  7. 7. Directors Information Package •  Ask  prospec+ve  Board  members  to  think  about   their  reasons  for  wan+ng  to  become  a  Board   member.  Do  they  have  the  +me,  interest,   commitment  and  skills  required  to  do  the  job  well?   Clarify  what  these  are  and  give  people  +me  to   reflect.   •  Ask  them  to  learn  about  your  organiza+on.   Consider  how  is  it  perceived  in  your  community?   Share  mission,  ac+vi+es,  rules  and  regula+ons.   •  Provide  wrifen  job  descrip+ons  for  each  Board   posi+on  
  8. 8. Directors Information Package •  Provide  educa+on  to  prospec+ve  Board   members  on  their  legal  du+es  (discussion   papers,  Board  manuals,  etc)   •  Share  informa+on  about  the  other  Board   members.  Ask  people  to  assess  ‘fit’   •  Ensure  the  Board  has  director’s  insurance   •  Consider  adop+ng  a  Conflict  of  Interest  Policy   as  well  
  9. 9. Types of Boards I.  No  Staff  &  Working  Board   II.  Coordinator  &  Working  Board   III.  Manager  or  ED  &  Policy  Board   •  Tend  to  grow  from  first  to  third  with  age  and  size   •  Way  to  build  financial  and  organiza+onal   sustainability  is  to  get  to  3rd  model  as  quickly  as   possible   •  There  is  no  such  thing  legally  as  a  “working  Board”.   Boards  are  policy  and  governance  en++es.  Your  job   is  to  ‘direct  and  protect’  (not  handle  procedures).  
  10. 10. Policies and Procedures •  A  policy  is  based  on  WHY  your  organiza+on  exists  –   your  values  and  mission,  and  it  describes  WHAT  we   want.  For  example:   •  Local  produc+on  -­‐  100%,  80%,  certain  radius,  etc   •  Low-­‐cost  childcare  alterna+ve  for  families  in  our  county   •  The  procedure  describes  HOW  we’ll  manifest  our   ‘what’  –  how  it  is  actualized  and  brought  to  life   •  %  of  sales,  sales  data,  produc+on  charts,  field  crop  acreages,   farm  visits,  signage  requirements,  etc   •  Coupon  program,  obtain  subsidy  grants,  etc.   •  Boards  develop  policy,  Boards  and/or  Staff  develop   procedures,  Staff  implements  procedures  
  11. 11. ED/Manager or Coordinator ? •  Difference  is  in  who  makes  decisions  and  sets   work-­‐plans   •  Coordinators  work  under  a  manager  (or  the  Board,   if  they  are  the  only  staff)  on  projects,  budgets  and   work-­‐plans  that  have  been  set  by  the  Board   –  Limited  decision-­‐making  and  autonomy   •  ED  /  Managers  work  under  the  Board  on  projects,   work-­‐plans  and  approved  budgets  that  they   determine  and  implement   –  Given  autonomy  to  handle  opera+onal  and  day-­‐to-­‐day   management  side  of  the  market    
  12. 12. Board Member – Do’s & Don’ts •  Do  concern  yourself  with  whether  your   organiza+on  is  achieving  its  mission  and  goals,   maintaining  high  standards,  complying  with   policy,  and  remaining  fresh,  crea+ve,  and   innova+ve   •  Don’t  micromanage  or  get  caught  up  in   opera+onal  details*,  don’t  direct  staff  on   market  day  or  outside  of  mee+ngs,  don’t   mistake  your  job  as  one  of  ‘managing  the   details  of  running  the  organiza+on’  
  13. 13. Board Member – Do’s & Don’ts •  Do  focus  on  policy.  Where  staff  will  be   responsible  for  implementa+on,  ensure  they   are  involved.     •  Don’t  focus  on  opera+onalizing  or   implemen+ng  policy  where  it  has  been  leo  up   to  staff.  If  it  can  be  done  your  way  or  theirs,   give  staff  the  benefit  of  the  doubt  and  let  them   do  it  their  way.  It’s  their  job.  
  14. 14. Board Member – Do’s & Don’ts •  Do  raise  hard  issues,  ask  penetra+ng   ques+ons,  and  press  for  the  ra+onale  behind   plans  or  decisions  at  mee+ngs.  State  your   opinion  but  support  the  majority’s  decision   once  it’s  been  made.   •  Don’t  avoid  conflict  in  the  boardroom  by   sharing  your  disagreements  only  with  like-­‐ minded  Board  members.  At  the  same  +me,   don’t  rehash  issues  or  keep  pressing  in  areas   where  your  views  will  not  prevail.  
  15. 15. Board Member – Do’s & Don’ts •  Do  remember  that  staff  neither  reports  nor   answers  to  individual  Board  members.  They   are  accountable  only  to  the  Board  as  a  whole.   (Assign  a  single  point-­‐person  on  the  Board.)   •  Don’t  forget  that  when  you,  as  a  Board   member,  are  volunteering  to  do  opera+onal  or   organiza+on-­‐related  work,  you  do  so  under   the  direc+on  of  staff,  not  the  Board  
  16. 16. Board Member – Do’s & Don’ts •  Do  formally  evaluate  staff  performance  once   every  year  or  two.  Thank  and  acknowledge   them.  ‘Compensa+on’  is  broader  than  wages   and  benefits.   •  Don’t  cri+cize  staff  except  in  appropriate   boardroom  sessions  or  through  an  evalua+on   process.  Use  outside  mediators  early  to  assist   when  Board  and  staff  are  running  into  conflict-­‐ resolu+on  challenges.  
  17. 17. Board Member – Do’s & Don’ts •  Do  afend  Board  mee+ngs.  If  you  think  the   mee+ngs  don’t  make  valuable  use  of  your   +me,  let  the  chair  know.  Par+cipate  ac+vely  on   at  least  one  Board  commifee,  or  in  an   important  area  where  your  market  could  use   your  help.   •  Don’t  remain  on  the  Board  unless  you  are   going  to  be  an  ac+ve,  contribu+ng  member.   Don’t  agree  to  do  things  you’re  not  prepared   to  follow  through  on.  
  18. 18. Board Member – Do’s & Don’ts •  Do  make  sure  you  contribute  more  to  the  market   in  terms  of  +me,  work  and  money  than  you  take   from  it.  The  market  is  an  organiza+on  beyond  it’s   ‘use’  to  you.  Do  go  to  all  fundraising  events  and   community  ac+vi+es  put  on  by  your  market.   •  Don’t  make  unnecessary  demands  on  staff  and   don’t  ask  for  special  favours.  Don’t  assume  other   people  will  see  the  value  in  your  organiza+on  and   it’s  fundraisers  and  events  if  you  don’t.  Be  an   example  of  how  a  great  Board  member   contributes.  
  19. 19. Board Member – Do’s & Don’ts •  Do  focus  on  your  organiza+on’s  needs  as  a   whole.  Remember  that  even  if  you  are  on  the   Board  to  represent  a  certain  stakeholder  or   perspec+ve,  your  foremost  duty  is  not  to   ‘represent’  anything  but  the  organiza+on’s   best  interests  as  a  whole.   •  Don’t  always  advocate  for  only  one  issue,  one   cons+tuency,  one  area  of  decision-­‐making,  or   one  part  of  the  organiza+on  or  it’s  programs.  
  20. 20. Board Member – Do’s & Don’ts •  Do  rely  on  ad  hoc  and  standing  commifees,   and  a  general  volunteer  base  for  opera+onal   ac+vi+es,  to  get  much  of  the  work  done  that   supports  your  organiza+on.  The  Board’s  actual   focus  is  quite  small  and  specific.   •  Don’t  have  commifee  or  volunteer  mee+ngs   unless  there’s  something  important  for  the   commifee  to  do.  Without  a  clear  purpose  for   each  mee+ng,  they  are  simply  a  drain.  
  21. 21. Board Member – Do’s & Don’ts •  Do  act  as  an  ambassador  and  champion  for   your  organiza+on.  Promote  it  to  the  people   and  communi+es  you  interact  with.  Listen  to   what  people  say  about  your  organiza+on  and   discuss  it  at  Board  mee+ngs.     •  Don’t  speak  for  the  Board  or  the  organiza+on   except  when  explicitly  authorized  to  do  so,   and  don’t  gossip  or  speak  badly  of  your   organiza+on,  Board,  or  staff.  Respect  the   confiden+ality  of  Board  mee+ngs.  
  22. 22. Board Member – Do’s & Don’ts •  Do  adhere  to  Board  member’s  terms,  and  use   the  nomina+ng  process  as  an  opportunity  to   assess  Board  members’  performance.   •  Don’t  automa+cally  re-­‐nominate  Board   members.  Disengaged  members  may  be   staying  on  out  of  guilt  when  they  would  really   love  the  chance  to  leave  gracefully.   Domineering  members  do  not  make  a  fruiqul,   thriving  Board.  
  23. 23. Qualities of Awesome, Effective Board Members •  Let’s  generate  a  list  together   •  What  quali+es,  personality  traits,  behaviours,   and  artudes  make  for  people  who  are   effec+ve  on  Boards  of  Directors?  
  24. 24. Common Problems & Misconceptions •  Board  members  are  board  members  even   outside  of  the  boardroom   •  I  am  represen+ng  [insert  group]  on  the  Board   •  Our  market  manager  or  execu+ve  director   reports  to  me   •  Confusion  between  policy  and  procedures   •  I’m  sick  of  our  monthly  bored  mee+ngs  
  25. 25. Have Board Meetings That Matter •  Know  why  you  are  holding  the  mee+ng,  what   your  goals  are,  and  what  actual  decisions  need   to  be  made   •  Batch  and  bundle   •  Get  outside  facilitators  when  you  can   •  Use  agendas  (not  all  the  same;  they  should   speak  to  the  issues  and  ques+ons  above)   •  Avoid  the  ‘carrot  and  potato’  show   •  Pick  ripe,  juicy  topics  &  frame  a  ques+on  
  26. 26. Have Board Meetings That Matter •  Make  dollars  and  sense   •  Drop  your  defenses   •  Clarify  the  goal  for  each  item  –  policy  versus   opera+ons   •  Create  a  culture  of  ques+oning   •  Make  afendance  count   •  Follow-­‐up  –  each  person  should  leave  with   next  steps   •  Thank  people  
  27. 27. Why do Strategic Planning? •  Builds  cohesion  between  Board  members  and   staff   •  Serves  as  a  compass,  always  keeping  your   north  star  in  sight   •  Allows  for  befer  decision-­‐making  (both  policy-­‐ wise  and  procedurally)   •  Builds  understanding  and  trust  in  your   rela+onships  with  your  community  
  28. 28. Conclusion and Summary •  Your  work  mafers…  and  you  mafer   •  Board  governance  is  about  loving  policy  and   processes,  and  keeping  your  organiza+on  legally  and   financially  afloat   •  Day-­‐to-­‐day  opera+ons  aren’t  Board  issues   •  People  respecqully  using  their  natural  strengths  come   together  to  form  great  teams   •  Your  organiza+on  serves  you  as  a  volunteer  member   (hopefully),  and  you  serve  every  single  member  as  a   Board  member   •  Great  Boards  have  great  mee+ngs     •  Invest  in  planning  and  crea+ng  the  documents  you   need  to  be  successful  
  29. 29. One Juicy Question •  Create  one  really  wonderful  ques+on   that  your  board  or  another  board  could   use  at  their  next  board  mee+ng  to:   –  Probe  an  issue  that’s  been  bothering  the  group   –  Inspire  crea+ve  problem-­‐solving  around  an  issue   –  Build  group  cohesion   –  Etc.   •  Great  ques+ons  can  be  tricky  to  generate!  
  • MariaAshCHRE

    Nov. 21, 2016

Slideshow for Board Governance Workshop

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