User:Anthere/governance: Difference between revisions

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Latest revision as of 07:47, 27 February 2017

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[[board manual|old board manual]] - [[Policy governance manual]]

I would like to suggest a change of governance model for the Foundation. The new general model to follow would be the one referenced as "policy governance model", described by John Carver and Miriam Carver.

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Boards which operate under this model are characterized by a high degree of involvement in the operational and administrative activities of the organization. In organizations with professional management this normally takes the form of highly directive supervision of the CEO and staff at all levels of the organization. Structurally, there may be many committees and subcommittees. Decision-making extends to fine details about programs, services, and administrative practices. When working well, two criteria tend to be used in the selection of members: their knowledge and experience in a specific field, such as business or accounting; or because they are members of a special interest group or sector that the board considers to be stakeholders."

This is what we did; this is even '''exactly''' the description of our organisation. In January 2006, we started the creation of the committees ([[CommunicatorsCommunications committee|comcom]], [[Special projects committee|spcom]], financial com, audit com, [[Chapters committee|chapcom]], [[Fundraising committee|fundcom]], techco etc...), under the responsibility of the board with certain delegations.

In June, we hired Brad to pick on the operational duties and management of staff, but the board stayed very involved in operational stuff: Angela and Jimbo on the [[Communications committee|comcom]], Michael on the audit com, myself on the [[Special projects committee|spcom]].

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*: It seems there is. :-)

===ReasonsReluctance forto reluctancehire a CEO===

There seems to be a belief that finding a CEO will miraculously solve all of our pending problems. I do not buy that :-)<br />

On the one hand, the ED search company considers that the job will be real tough, because "There seem to be a number of different views of the Board's role as well as a general reluctance to place any constraints on what the Board does, or even on what individual Board members can do. Some Board members have pointed out that it will be easier to trust an Executive Director once the Board works with him or her for a while, and only then will the Board really know what authority it wishes to grant to the ED."

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* [http://www.compasspoint.org/boardcafe/details.php?id=12 on micromanagement...]

* http://www.iog.ca/boardgovernance/html/gov_the.html

[[Category:Governance]]

[[Category:Proposals]]