1 The 7 Habits of Highly Effective Boards! Riverdale Community Association Board Development Workshop Nov. 23, 2013 Whitehorse, Yukon Sue Meikle Consulting (“Building Better Boards”)

2 Welcome RCA Board! Facilitator Intro Overview of Workshop Folder Contents Sticky Notes Agenda

Purpose of Workshop To help RCA Board Members become more effective in delivering RCA’s purpose/mandate. 3

4 Roundtable Intro/Discussion 1. Position on Board 2. Board experience 3. Why are you on this Board? Board? 4. Anticipated outcome of this Workshop? of this Workshop?

5 What does an effective Board look like? “An effective Board creates a setting which “An effective Board creates a setting which enables it to successfully accomplish the enables it to successfully accomplish the Organization’s mandate/purpose.” Organization’s mandate/purpose.” working as a team for the common goal working as a team for the common goal conflict within the Board conflict within the Board

6 What creates this Setting? Understanding the Mandate/Purpose Understanding Board Roles & Responsibilities Appropriate Governance (Bylaws; etc.) Effective Communication Team Work Purposeful & Productive Meetings Managing Risk

7 1. Understanding the Mandate As stated in RCA’s Constitution & Bylaws: “Represent Riverdale residents by: Serving as a non-partisan contact for obtaining and presenting input from Riverdale residents about programs, services or activities affecting the community. Serving as a non-partisan contact for obtaining and presenting input from Riverdale residents about programs, services or activities affecting the community. Supporting community ideas for projects and activities that will preserve or improve the quality of life in Riverdale. Supporting community ideas for projects and activities that will preserve or improve the quality of life in Riverdale. Producing a newsletter at least twice yearly on matters of interest to Riverdale residents. Producing a newsletter at least twice yearly on matters of interest to Riverdale residents.

8 2. The Role of the Board The 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. Directors are accountable to: a) The general public under the Yukon Societies Act/Regs b) The membership under the Society’s Constitution & Bylaws c) Funders under specific agreements d) Donors who donate funds to advance the Mandate of the Society

The Board’s Duties Fiduciary Duties (act in best interest of RCA) (a) Duty of Care (skill & due diligence) (b) Duty of Loyalty (honesty & good faith, no conflict of interest or personal agenda) interest or personal agenda)Stewardship (a) Taking care of the organization (b) Financial, etc. * Refer to handout from YG Corporate Affairs

10 10 Basic Responsibilities 1. Determine Purpose/Mandate 2. Ensure effective organizational planning 3. Ensure adequate resources 4. Manage resources effectively 5. Determine and monitor programs & services 6. Enhance public image 7. Provide clear policies & procedures 8. Assess its own performance 9. Select the Staff (E.D. or other) 10. Support the Staff and review performance * Refer to handout – Sample Board Job Descriptions

11 3. Appropriate Board Governance GOVERNANCE: Latin: “to steer, guide or direct” Refers to the way in which authority/power is assumed, conveyed 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 Tools 12 The 3P’s: POLICIES + PROCEDURES + PRACTICES Policies (examples): Code of Conduct Confidentiality Conflict of Interest Financial (budget, signing authority, purchasing, etc.) Membership Committees – Terms of Reference Board of Directors Job Descriptions Communication (media, etc.)

Procedures (examples): Meeting Agendas & Minutes Information Management (membership dbase) Annual Board Timelines Volunteers – training/recognition Communication Risk Management Plan Practices (examples of good practices): Board Orientation 1 st meeting after AGM Board of Directors Handbook Organizational Structure/Communication Document Annual Board Planning Workshop Celebrate Successes Public Image (Facebook, Logo, etc.) 13

4. Effective Communication a) With whom do you communicate? b) How do you communicate? __________________ * Internal Communication (Board, Membership…) * External Communication (Residents, Committees…) 14

Communication: A “word” about s… Interpretation of intent (role play) 2. Punctuation is powerful ________________________ *Facilitation: RCA Organizational Structure & Communication Model

5. Team Work Board Orientation right after AGM Annual Planning Meeting Celebrate Successes Board Development work/training Recognize the value each member brings (even in the face of conflicting views) 16

17 Team Work - What Doesn’t Work! Outward and direct criticism vs. constructive help Talking behind each other’s back - gossiping Withholding information from each other Having personal agendas beyond the vision & goals of the organization Making assumptions before getting the facts There is no trust – suspicion

6. Purposeful & Productive Board Meetings 18 Agendas Develop procedures on Agendas and Minutes Agendas out ahead of time with accompanying documents Outline purpose of meeting via agenda items = direction Agenda Items by priority Meetings Board Members come prepared Respectful dialogue No new items that require decisions by Board Set time limits if required Robert’s Rules of Order Minutes Record all decisions; record “Action Items” Do not record ‘personal opinions’ Distribution to membership

7. Managing Risk 19 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 Steps Action Items arising from Workshop (Timelines) 2.RCA Organizational Structure Communication Model

In closing……… 21 All the very best as you continue to work towards building good quality of life for Riverdale Residents!