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Optimizing the Board/Staff Relationship

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;

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Optimizing the Board/Staff Relationship

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  1. Optimizing the Board/Staff Relationship Claudia Newman, MSW, RSW NCA Associates

  2. Why is it important and what does it look like? optimal Board/staff relationships

  3. The Board/Staff Relationship WHAT CAN CAUSE DERAILMENT?

  4. Primary Causes Individually and/or collectively; • Simply do not know what their job is

  5. 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?

  6. An exercise in analogies….. A Board is to an organization as a ______ is to a ____________.

  7. Lack of clarity or differing understandings can lead to; • A problem of board performance generally • And a confusion of roles and responsibilities specifically

  8. “Broken” Boards & the Impact on Board/Staff RelationshipsCarter McNamara • Detached Board • Servant Board • Personalities Board • Micro-managing Board

  9. Optimizing the Board/Staff Relationship The Need for Structure

  10. 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 models constructive partnership model Or • A blend

  11. 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

  12. 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.

  13. The Board: Respecting the Boundaries • Tell them • Teach them • Train them

  14. And • Conduct routine Board self-assessments • Have on-going Chair/ ED communication • Conduct a periodic governance model “review”

  15. A Final Thought The role of the Chair & the role of the Senior Executive officer

  16. For at the end of the day….

  17. Speaker Contact Information Claudia Newman, MSW, RSW Principal, NCA Associates 222 Somerset St. West, Suite 300 Ottawa, ON K2P 2G3 613.692.1879 cnewman@ncaassociates.com www.ncaassociates.com

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