FRAMEWORK FOR SUCCESS Chamber Executives of Ontario Facilitated by Anne Bermingham 2WA Consulting Inc.

FRAMEWORK FOR SUCCESS

Chamber Executives of Ontario

Facilitated by Anne Bermingham

2WA Consulting Inc.

January 2011 2

To develop a greater understanding of best practices for Board of Directors

To assess how well your Board of Directors is incorporating best practices into its current approach

To generate ideas that you can take back to your Chamber that would “strengthen the foundation” and result in an even more successful Board-staff partnership

January 2011 3

“Good governance is about both achieving desired results and achieving them in the right way”

Institute on Governance 2008

“Right way” often shaped by cultural norms and values of organization

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Developing and utilizing your vision and strategic plan

Ensuring the existence of a sound governance framework

Developing strong relations with stakeholders Ensuring financial health and good

performance Developing Board capable of playing its

unique role as advocates and ambassadorsReferences:Tim Plumptre; Barbara Laskin. From Jeans to Jackets: Navigating the transition to more systematic governance in the voluntary sector. Institute on Governance (www.iog.ca)

January 2011 5

Has a well-articulated vision, mission and values

Utilizes vision, mission & values when making decisions

Has a strategic plan that guides the organization (ideally created by consulting with its many stakeholders)

Has annual operating plan and budget that supports strategic plan

Has Board annual work plan that is aligned to strategic plan

Regularly talks about its future – strategic items on Board agendas

January 2011 6

Provide Board member with by-laws and articles of incorporation (defines role and composition of Board; role of CEO; membership, elections, etc)

Have governance policies (committees; how budget is approved; how CEO and Board are evaluated, etc)

Regularly consult and use its governance policies when determining Board actions to take

Update policies to ensure they provide staff with enough ‘reasonable interpretation’ on the right way

Board regularly reviews, and if necessary, updates governance policies

Board monitors / audits adherence to its own framework

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Have formal mechanisms to connect with stakeholders

Determine ways in

which Board can tap individual and collective networks to strengthen relationships

Ensure relationships are in good order

Reach out to forge new relationships to meet future needs

Set key messages to communicate through annual general meeting & annual report

Take actions to ensure Board is seen as transparent, responsive and accountable in eyes of key stakeholders

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Regularly evaluate where organization is relative to budget and operating plan

Benchmark where association is performing relative to other organizations

Complete a CEO evaluation annually, in a timely manner, with a process report given to the full Board

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Board completes written evaluation on Board performance (collective & individual)

Have financial audit as well as an audit committee with a Board approved mandate

Board has Board goals that are reviewed regularly -

January 2011 11

Recruit Board members to close identified gaps and needs of the association

Transparent process for selecting chair of the Board

Orient and train Board members effectively

January 2011 12

Ensure committees do Board work, not management work

Actively engage in advocating

Support and encourage Board members to be ambassadors

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Participation Transparency Responsiveness Effectiveness Accountability Strategic vision

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Operational - Board does the work as well as governs itself (e.g., service clubs)

Management - Board manages some parts of organization but has staff doing other functions

Traditional - Board governs and oversees operations through committees

Policy Governance - Board governs through defining ends policies and executive limitations