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The 7 Habits of Highly Effective Boards!The 7 Habits of Highly Effective Boards!

Riverdale Community AssociationRiverdale Community AssociationBoard Development Workshop Board Development Workshop

Nov. 23, 2013Nov. 23, 2013Whitehorse, Yukon Whitehorse, Yukon

Sue Meikle Consulting (Sue Meikle Consulting (““Building Better BoardsBuilding Better Boards””) )

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Welcome RCA Board!Welcome RCA Board!

Facilitator IntroFacilitator Intro

Overview of WorkshopOverview of Workshop

Folder ContentsFolder Contents

Sticky NotesSticky Notes

AgendaAgenda

Purpose of WorkshopPurpose of Workshop

To help RCA Board MembersTo help RCA Board Members

become more effective in delivering become more effective in delivering

RCARCA’’s purpose/mandate.s purpose/mandate.

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Roundtable Intro/DiscussionRoundtable Intro/Discussion

1. Position on Board1. Position on Board

2. Board experience2. Board experience

3. Why are you on this 3. Why are you on this

Board?Board?

4. Anticipated outcome4. Anticipated outcome

of this Workshop?of this Workshop?

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What does an effective Board look like?What does an effective Board look like?

““An effective Board creates a setting whichAn effective Board creates a setting which

enables it to enables it to successfullysuccessfully accomplish the accomplish the

OrganizationOrganization’’s mandate/purpose.s mandate/purpose.””

working as a team for the common goalworking as a team for the common goal

conflict within the Boardconflict within the Board

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What creates this SettingWhat creates this Setting??

Understanding the Mandate/PurposeUnderstanding the Mandate/Purpose

Understanding Board Roles & ResponsibilitiesUnderstanding Board Roles & Responsibilities

Appropriate Governance (Bylaws; etc.)Appropriate Governance (Bylaws; etc.)

Effective CommunicationEffective Communication

Team WorkTeam Work

Purposeful & Productive MeetingsPurposeful & Productive Meetings

Managing RiskManaging Risk

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1. Understanding the Mandate1. Understanding the Mandate

As stated in RCAAs stated in RCA’’s Constitution & Bylawss Constitution & Bylaws: :

““Represent Riverdale residents by:Represent Riverdale residents by:

•Serving as a non-partisan contact for obtaining and presenting input from Serving as a non-partisan contact for obtaining and presenting input from Riverdale residents about programs, services or activities affecting the Riverdale residents about programs, services or activities affecting the community.community.

•Supporting community ideas for projects and activities that will preserve or Supporting community ideas for projects and activities that will preserve or improve the quality of life in Riverdale.improve the quality of life in Riverdale.

•Producing a newsletter at least twice yearly on matters of interest to Riverdale Producing a newsletter at least twice yearly on matters of interest to Riverdale residents.residents.

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2. The Role of the Board2. The Role of the Board

The Board of Directors, elected by the membershipThe Board of Directors, elected by the membership at an AGM, is responsible for at an AGM, is responsible for

the overall management of the Society.the overall management of the Society.

Directors are accountable toDirectors are accountable to::

a)a)The general public under the Yukon Societies Act/RegsThe general public under the Yukon Societies Act/Regs

b)b)The membership under the SocietyThe membership under the Society’’s Constitution & Bylaws s Constitution & Bylaws

c)c)Funders under specific agreementsFunders under specific agreements

d)d)Donors who donate funds to advance the Mandate of the SocietyDonors who donate funds to advance the Mandate of the Society

The BoardThe Board’’s Dutiess Duties

Fiduciary DutieFiduciary Dutiess (act in best interest of RCA)(act in best interest of RCA)

(a) Duty of Care (a) Duty of Care (skill & due diligence)(skill & due diligence)

(b) Duty of Loyalty (b) Duty of Loyalty (honesty & good faith, no conflict of(honesty & good faith, no conflict of interest or personal agenda)interest or personal agenda)

StewardshipStewardship (a) Taking care of the organization(a) Taking care of the organization

(b) Financial, etc.(b) Financial, etc.

* Refer to handout from YG Corporate Affairs* Refer to handout from YG Corporate Affairs

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10 Basic Responsibilities10 Basic Responsibilities1.1. Determine Purpose/MandateDetermine Purpose/Mandate2.2. Ensure effective organizational planning Ensure effective organizational planning 3.3. Ensure adequate resourcesEnsure adequate resources4.4. Manage resources effectivelyManage resources effectively5.5. Determine and monitor programs & servicesDetermine and monitor programs & services6.6. Enhance public imageEnhance public image7.7. Provide clear policies & proceduresProvide clear policies & procedures8.8. Assess its own performanceAssess its own performance9.9. Select the Staff (E.D. or other)Select the Staff (E.D. or other)10.10. Support the Staff and review performanceSupport the Staff and review performance

* Refer to handout – Sample Board Job Descriptions* Refer to handout – Sample Board Job Descriptions

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3. Appropriate Board Governance3. Appropriate Board Governance

GOVERNANCEGOVERNANCE: Latin: : Latin: ““to steer, guide or directto steer, guide or direct””Refers to the way in which authority/power is assumed, conveyed Refers to the way in which authority/power is assumed, conveyed

and exercised within an organization.and exercised within an organization.

The “authority” of RCA rests in:

1. The Societies Act (Registered; in good standing; 1400 reg. – 700 active)

2. RCA Constitution (Purpose; your reason for being)

3. RCA Bylaws (Schedule A: structure & role of board; committees; meetings; how you conduct yourselves.)

Commonly Used Governance ToolsCommonly Used Governance Tools

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The 3P’s:

POLICIES + PROCEDURES + PRACTICES

Policies (examples): Code of ConductConfidentialityConflict of InterestFinancial (budget, signing authority, purchasing, etc.)MembershipCommittees – Terms of ReferenceBoard of Directors Job DescriptionsCommunication (media, etc.)

Procedures (examples)Procedures (examples)::

Meeting Agendas & MinutesMeeting Agendas & Minutes

Information Management (membership dbase)Information Management (membership dbase)

Annual Board TimelinesAnnual Board Timelines

Volunteers – training/recognitionVolunteers – training/recognition

CommunicationCommunication

Risk Management PlanRisk Management Plan

Practices (examples of good practices)Practices (examples of good practices)::

Board Orientation 1Board Orientation 1stst meeting after AGM meeting after AGM

Board of Directors HandbookBoard of Directors Handbook

Organizational Structure/Communication DocumentOrganizational Structure/Communication Document

Annual Board Planning WorkshopAnnual Board Planning Workshop

Celebrate SuccessesCelebrate Successes

Public Image (Facebook, Logo, etc.)Public Image (Facebook, Logo, etc.)

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4. Effective Communication4. Effective Communication

a) a) With whom do you communicate?With whom do you communicate?

b) How do you communicate?b) How do you communicate?

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* Internal Communication * Internal Communication (Board, Membership…)(Board, Membership…)

* External Communication * External Communication (Residents, Committees…)(Residents, Committees…)

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Communication: A Communication: A ““wordword”” about emails about emails…..…..

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1. Interpretation of intent (role play)

2. Punctuation is powerful

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*Facilitation: RCA Organizational Structure & Communication Model

5. Team Work5. Team Work

Board Orientation right after AGMBoard Orientation right after AGM

Annual Planning MeetingAnnual Planning Meeting

Celebrate SuccessesCelebrate Successes

Board Development work/trainingBoard Development work/training

Recognize the value each member bringsRecognize the value each member brings

(even in the face of conflicting views)(even in the face of conflicting views)

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Team Work - What DoesnTeam Work - What Doesn’’t Work!t Work!

Outward and direct criticism vs. constructive helpOutward and direct criticism vs. constructive help

Talking behind each otherTalking behind each other’’s back - gossipings back - gossiping

Withholding information from each otherWithholding information from each other

Having personal agendas beyond the vision & Having personal agendas beyond the vision & goals of the organizationgoals of the organization

Making assumptions before getting the factsMaking assumptions before getting the facts

There is no trust – suspicionThere is no trust – suspicion

6. Purposeful & Productive 6. Purposeful & Productive Board MeetingsBoard Meetings

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AgendasDevelop procedures on Agendas and MinutesAgendas out ahead of time with accompanying documentsOutline purpose of meeting via agenda items = directionAgenda Items by priority

MeetingsBoard Members come preparedRespectful dialogueNo new items that require decisions by BoardSet time limits if requiredRobert’s Rules of Order

MinutesRecord all decisions; record “Action Items”Do not record ‘personal opinions’Distribution to membership

7. Managing Risk7. Managing Risk

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Risk Management Plan – Types of Risk (examples)Risk Management Plan – Types of Risk (examples)

1. Facilities and Equipment (ie. WCCSC = ski club; emergencies) 2. Programs and Events (regular, special, annual, fundraising, etc.) 3. Human Resources (Board of Directors, paid staff, volunteers, contractors, coaches, etc.) 4. Finance and Administration (Budget & Financial Accounting,Investments, Sponsorships & Donations, Administrative Policies & Records) 5. Other (Public Image, Partnerships, Moral/Ethical Issues, Legal Issues) 

Wrap Up & Next StepsWrap Up & Next Steps

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1. Action Items arising from Workshop(Timelines)

2.RCA Organizational StructureCommunication Model

In closingIn closing………………

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All the very best as you continue to work towards building good quality of life for Riverdale Residents!