Effective (Board) Meetings Divisions of Family Practice

Transcription

1 Effective (Board) Meetings Divisions of Family Practice Facilitator: Maria Turnbull, Vantage Point Date: Jul 14, 2014 This workshop is provided through support from the Provincial Divisions of Family Practice

2 Welcome Maria Turnbull Associate Executive Director

3 we inspire and build leadership in the voluntary sector. - Vantage Point Mission

4 Provincial Training Initiative Vision: A sustainable and resilient network of Divisions of Family Practice across BC Mission: Equip board and staff leadership with the skills and resources they require to effectively govern and manage their Divisions of Family Practice 4

5 Agenda Effective (Board) Meetings Introductions What are we aiming for and how to achieve it? An engaging agenda Effective decision-making Conversations that govern Legal requirements

6 Rose, Thorn, Bud doing & doing well doing & could improve want to try

7 Brainstorm What does great conversation at the board table look like? What would meetings looks like to an outsider? How would board members FEEL?

8 What would it take to achieve? Build relationships Engaging agenda (Consensus-based) decisions are made Time discipline & role vigilance Conversations that govern

9 Build relationships Getting to truly KNOW one another Building trust Recognize strengths Working as a team

10 An engaging agenda Focus (and aim!) for what matters Consent agenda Annotated agenda Board calendar Role of (co) chair

11 Focusing on what matters Are there things we should be discussing, that will make our employees' lives better, our clients' lives better, our community better?

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14 Tool - Consent Agenda YES

15 Tool - Annotated agenda Background Named attachments Anticipated action(s)

16 Type Item Background/Motion Attachments Decision Consent Agenda Motion: to approve the June 2013 Consent Agenda as provided in the board package Decision Long-term rent fund contribution Motion: to approve the recommendation from the Finance Committee as described in the Long-term Rent Fund Overview Aug Consent Agenda (includes agenda, previous meeting minutes, ED report, etc.) Long-term Rent Fund Overview Aug 2013 Discussion Committee Planning Information Registered Charity Information Return Filed (T3010) Information Q2 Financial Update Process per Chair s slides on the Committee Re-structuring Process Per Imagine Canada s Standards process, we are introducing an annual board meeting item for board to receive confirmation that this important Charities filing has been submitted. We are tracking well to the reforecasted budget (approved May 2013), currently ahead of budget over $7k YTD. VP Committee Restructuring Exercise Various Draft TORs Registered Charity Info Return Summary July 2013 July Results and Forecast Summary 2013

17 Tool Meeting Assessment

18 Tool - Board Calendar To track monthly, quarterly, annual items

19 Sample - Board Calendar Month Agenda Items Task Force/Other Activity Jan Decision: - Approve People Policy changes Discussion: - Board Slate Information: - Year End KPI Report - Coming year People Plan - ED Dev: Perf Review Data Analyst provides report to ED Dev Task Force - Board Dev: finalize board slate and board evaluation process Feb Decision: - Year End Financials & Auditors Report - Board Slate - ED Performance Review/Comp Discussion: - Board Evaluation - ED Dev: presents Performance Review Summary to ED; ED and Chair draft annual goals Mar - Annual General Meeting - Typically no regular board meeting - Board Dev: determine board member orientation process and board education calendar

20 Check In: Rose, Thorn, Bud doing & doing Well well doing & could improve want to try Tweet about today s #knowledgephilanthropy

21 Role of the (Co) Chair(s)

22 Brainstorm What was the best decision your board made in its last 3 meetings? What made it the best decision?

23 Consensus Decision Making Ask each person to demonstrate their level of support for a decision:

24 Conversations that govern Generative Fiduciary Strategic

25 Three Modes of Governance Mode #1: Fiduciary Operational oversight Ensure efficient & appropriate use of resources Ensure legal compliance & fiscal accountability

26 Three Modes of Governance Fiduciary Questions Can we afford it? What s the opportunity cost? Is the budget balanced? Does it reflect our priorities? Is it legal? Is it ethical? Are we doing it right? Fiduciary Lens

27 Three Modes of Governance Mode #2: Strategic SWOT Planning Evaluation

28 Three Modes of Governance Strategic Questions Is our business model viable? How will our new directions effect our support and public perceptions? What are our core competencies What are the trends and factors beyond our control that we need to consider? Where do we have a comparative advantage? Strategic Lens

29 Three Modes of Governance Mode #3: Generative Why? Creative vs. analytical Decide what to decide Probe assumptions, logic, values behind strategy

30 Three Modes of Governance Generative Questions How does this reflect our organizational values and beliefs? How can we reframe this issue? How does this affect our vision for the future? Who do we serve? Are we relevant? Generative Lens

31 A story to demonstrate Opportunity for the Boston Museum of Fine Art: to lend 21 Monet paintings to the Bellagio Casino in Las Vegas Boston Museum of Fine Art Bellagio Casino Credit: Bill Ryan, Governance as Leadership co-author

32 Three Modes of Governance Possible activity with your board: How much time does your board spend in each mode? How do you plan to provide your board balanced opportunities in each mode? What is the next step? Generative Fiduciary Strategic

33 Three Modes of Governance The Payoff Empowers board members Engages the collective mind Utilizes board members assets Enriches board work Enhances board performance Generative Fiduciary Strategic

34 Enhancing Generative Silent starts One-minute essays Mini-executive sessions

35 Locating Generative Thinking Enhancing Generative The Generative Curve Problem-framing Sense-making Opportunity for Generative Work Strategy Plans, Tactics, Execution Time The opportunity to influence generative work declines as issues are framed and converted into plans, strategies, and problems. Credit: Chait, Ryan, Taylor. Governance as Leadership

36 The Generative Dilemma Enhancing Generative Amount Generative Curve Typical Board Involvement Curve Time Board involvement is lowest where generative opportunity is greatest; board involvement increases as generative opportunity declines. Credit: Chait, Ryan, Taylor. Governance as Leadership

37 Legal Requirements - Minutes to establish that meetings were validly held and to support the decisions that were made official record of business conducted concise: issue, decision, action item, not a record of debate notation of attendance and departures; confirmation of quorum Credit: Bull, Housser & Tupper

38 Legal Requirements - Minutes prompt circulation and review signed by chair and secretary filed in minute book formal approval at next meeting Credit: Bull, Housser & Tupper

39 Check In: Rose, Thorn, Bud doing & doing Well well doing & could improve want to try Tweet about today s #knowledgephilanthropy

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41 Next Steps What will you do differently? How will you move forward?

42 Additional Resources Governance as Leadership: Reframing the Work of Nonprofit Boards By: Richard P. Chait, William P. Ryan, Barbara E. Taylor; John Wiley & Sons, Available at:

43 Thank you! Vantage Point Melville Street Vancouver, B.C. V6E 2X5 linkedin.com/company/vantagepnt