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Session 10 - Improving Board processes.pdf
- 1. NETWORK OF PUBLIC INTEREST LAWYERS (NETPIL) Improving Board processes
- 2. By end of the session participants will be; To understand how to be effective in conducting Board business. To facilitate improved Board processes during Board Meetings, Board Meeting Agenda, Board Papers, Chairperson's agenda; management succession planning, Director Orientation etc. 2
- 3. Improving Meeting Agenda Prepared with the input of Board Chair and staff, with consideration of current issues, member needs and pending business. If you have items you would like to see added to the agenda, provide to Board Chair or CEO/Executive Director/Coordinator at least two weeks in advance. Agendas mailed two weeks before meeting. 3
- 4. Board papers Develop an agenda in accordance with the purpose of the meeting Prepare meeting papers and dispatch to participants before the meeting, where appropriate, and within appropriate timeframes. Previous minutes and action papers Prepare presentations of CEO, Board Committees, policies, resolutions Prepare background notes Arrange Equipment Computers, Printers, Scanners, Photocopiers, Telephones, Teleconference equipment or Video conference equipment. Data Projector and screen, Audi Speakers, Internet connection or ‘wifi’, Microphone (cordless or fixed), Microphone stand and speakers or Whiteboards and electronic whiteboards etc 4
- 5. Chairperson's agenda To ensure that all meeting participants understand, accept and respect the goals of the meeting and conduct that is to be expected. Establish ground rules: Four simple ground rules are: Allow people to participate Focus on the topic Maintain momentum Try to reach closure. Communicating ground rules: List your primary ground rules on the agenda Review them periodically or when new participants come to meetings Keep the ground rules posted on documents. Appropriate behavior for members be constantly reminded to; Listening effectively and actively to others Being open to other’s suggestions Ensuring that everybody is clear about what is being said and expected Mediating to ensure that amicable solutions are reached Negotiating issues so that all participants feel a consensus has been reached. 5
- 6. Management succession planning, A systematic approach to building replacement workers to ensure continuity, by identifying potential successors in critical work processes. Institutionalize the process and capture stakeholder support Conduct assessments of organizational needs Develop the succession planning model Implement succession planning strategies Continuously measure, evaluate, and adapt 6
- 8. Director Orientation A board orientation sets the tone and expectation for the board member-organization relationship. A Board manual is a reference guide for a new board member. Mission statement History of organization Program description Meeting schedule Board contact list Board committee list Job descriptions By-laws Policies Articles of Incorporation and Memorandum of Association Annual budget and list of funders Staff list 8
- 9. Improving Board meetings Have a productive agenda: Balanced and timely start Consent agenda: Use it but don’t abuse it Preparation is key: All eyes on chair and secretary Taking records of the board meeting: Minutes are a legal record but don’t retain audio Be forward looking: Don’t look back, think outside box Make connections: Its personal, drawing near to work Social events: One is fun for networking and know each other Don’t loss hope: just give its scope, despite divergences 9
- 10. To Whom is a Board Member Responsible? The public Licensees (potential) Board and staff
- 11. Core Responsibilities or Duties of Board Members Duty of care Duty of loyalty Duty of obedience
- 12. Duty of Care = Unity of Accountability Legislative mandate for public protection Finance Organizational well-being
- 13. Duty of Loyalty = Unity of Direction Vision One Voice • Majority speaks • Achieve consensus where possible • Accept decisions made by Board Conflict of interest
- 14. Duty of Obedience = Unity of Command Statute Bylaws Rules of order Code of conduct
- 15. Key Behaviors of Board Members Know your role Professional member Public and other members Know your board Statutes and regulations Governance structure Current issues Relationships Personalities
- 16. Key Behaviors of Board Members (Continued) Know your duties Apply qualifications for entry Administer examinations Promulgate rules and regulations Carry out disciplinary actions Care for the organization Attend Listen Ask probing questions (respectfully)
- 17. Key Behaviors of Board Members (Continued) Be objective Respect confidentiality Declare conflicts of interest Speak with one voice Stay out of operations Demand excellence
- 18. Go the Extra Mile Build interest in board affairs among non- traditional constituencies (church groups, Charities, Vulnerable populations, etc.) Seek out public speaking opportunities Write letters to local newspapers to solicit input on board affairs and issues Write a general interest article for a local newspaper Get to know your state legislators
- 19. Evaluating Board Performance Meeting evaluation Annual Board evaluation Self evaluation Peer evaluation
- 20. Focal Points for Board Evaluation Measuring performance Achieving strategic goals Public reporting Adherence to statute, bylaws, policies
- 21. Summary Responsible to many Governance not operations Strive for excellence Build public trust Evaluate to improve
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