1. Learning for Leaders: Great Boards – The Video Course
Learningforleaders.ca
Learning for Leaders: Great Boards – The Video Course
What’s Operational and What’s Governance?

2. Assume your Board is a Policy Board …
So we know that the board governance model is one that is non- operational.
The most often asked question is “How do we know what is policy or “governance” and what is operational?”
Both board members and the executive director want and need to know the answer to this important question.
The board wants to stay out of operations and the ED would like this too …
And then some board members (who may not fully understand what is meant by “Policy Board”) unintentionally stray into operations with the questions they ask or suggestions they make.
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3. And THEN there may be one or two board members … (you know who I’m talking about …) who are perfectly clear on what is mean by “policy board” and deliberately want to be involved in operational work!
The answer to this question is of course going to be slightly different for each organization.
What I would recommend is that your board keep an open dialogue going whenever it seems that you are in a grey area and might be crossing the line into operational work. Take a few minutes to discuss and confirm whether your board is operational or policy governance.
And remind yourselves, that senior managers should not cross the line into doing board governance work either.
So, let me give you a few examples of a few things that sometimes come up.
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4. A board member asks for a copy of the organizational chart
A board member asks for a copy of the organizational chart. It’s a public document – put a copy in every board binder and keep it current.
A board member asks for a copy of the benefit package: Operational. Ask why this is important to him/her? If the member has expertise to share, the ED may choose to meet with him/her when the benefits are up for review.
A board member asks for a list of employees and what each person makes per hour. Operational. Add a copy of the salary ranges (by position, not by individual employee) to the operating budget each year. When the board approves the budget, they are approving the salary ranges. Individual employee compensation is confidential.
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5. A board member suggests that a committee be struck to look at employee morale. Operational. The board should pass a motion that requires management to conduct an employee satisfaction/engagement survey annually. A summary of the results, including an action plan by management for any areas requiring improvement, is shared with the board.
The AGM is coming up and the executive director has asked 3 people to come onto the board. The board has no nominating committee. Governance. The board must do it’s own recruitment. The ED may suggest names but should not be choosing new directors.
An employee complained to a board member on a recent tour of an agency program that the toilet was constantly running and had not been repaired. Operational. The board member should direct the employee to their manager or ED. It would be a courtesy to the ED to give her/him a quick to identify the concern.
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6. Remember: A GREAT board puts its arms around … not fingers in, the organization.
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7. Great Boards – The Video Course – 8 modules: (each module is minutes long and may be purchased separately or together) 1. Board Roles and Responsibilities (including 3 types of boards) 2. Board-Executive Director/CEO Relationship and Roles 3. Creating Board Governance Policies and Best Practices 4. Liability and Risk Management 5. Strategic Planning - It's NOT Rocket Science! 6. Code of Conduct and Conflict of Interest 7. Board Succession Planning, Recruitment & Orientation 8. Executive Director Performance Appraisals
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8. Sign-up for Free Board Development Videos!
Go to 3boardvideos.learningforleaders.ca to sign-up!
Manager and Supervisors on non-profits, sign-up at 3freevideos.learningforleaders.ca.
Send an with a question or comment to:
Go to learningforleaders.ca for more course information.
Copyright - Learning for Leaders 2016