optimizing the board/staff relationship
DESCRIPTION
Optimizing the Board/Staff Relationship. Claudia Newman, MSW, RSW NCA Associates. Why is it important and what does it look like?. optimal Board/staff relationships. The Board/Staff Relationship. WHAT CAN CAUSE DERAILMENT?. Primary Causes. Individually and/or collectively; - PowerPoint PPT PresentationTRANSCRIPT
Governance Issues in Professional Regulation
CLEAR Seminar
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011© CLEAR 2011
Optimizing the Board/Staff Relationship
Claudia Newman, MSW, RSW
NCA Associates
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
OPTIMAL BOARD/STAFF RELATIONSHIPS
Why is it important and what does it look like?
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
WHAT CAN CAUSE DERAILMENT?
The Board/Staff Relationship
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Primary Causes
Individually and/or collectively;
•Simply do not know what their job is
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
A Problem of Purpose
• From an individual perspective - why am I here?
• From a collective perspective – why are we here? What is our place in this organization?
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
An exercise in analogies…..
A Board is to an organization as a ______ is to a ____________.
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Lack of clarity or differing understandings can lead to;
•A problem of board performance generally
•And a confusion of roles and responsibilities specifically
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
“Broken” Boards & the Impact on Board/Staff Relationships
Carter McNamara
• Detached Board• Servant Board• Personalities Board• Micro-managing Board
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
THE NEED FOR STRUCTURE
Optimizing the Board/Staff Relationship
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Schools of Thought: Governance Models
• John Carver’s policy governance model strong board/strong executive model
• Executive focus models strong executive/passive board model
• Balanced partnership modelsconstructive partnership model
Or
• A blend
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Defining the Boundaries
• Develop policies that support/reflect the governance model chosen,
• Clearly define and formalize roles for both the Board and the chief executive officer/staff
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Defining the Boundaries Continued
• Outline expectations that each will bring to their respective responsibilities and authority,
• Articulate goals clearly with corresponding performance measures or outcome indicators,
• Establish constructive processes for resolution of conflicts.
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
The Board: Respecting the Boundaries• Tell them
• Teach them
• Train them
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
And
• Conduct routine Board self-assessments• Have on-going Chair/ ED communication• Conduct a periodic governance model
“review”
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
THE ROLE OF THE CHAIR & THE ROLE OF THE SENIOR EXECUTIVE OFFICER
A Final Thought
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
For at the end of the day….
Council on Licensure,
Enforcement and Regulation
Toronto, Ontario
March 24, 2011
Speaker Contact Information
Claudia Newman, MSW, RSW
Principal, NCA Associates222 Somerset St. West, Suite 300Ottawa, ON K2P [email protected]