Mentoring Canada - A service of Big Brothers and Sisters of Canada The fundamentals of effective board involvement
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1. Your Commitment
 
2. The Board's Context
 
Canadian Charitable Sector
Do You Know the Sector
Charities vs Non-Profits
Registered Charities
Non-Profits
Tax Status Test
Current Issues
Role of the Board
Governance Models
Spot the Style
Role of a Board Member
Check in With
    Carlos
    Debra
 
3. Board Accountabilities
4. Board Processes
5. Continuous Learning

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Check in With Your Classmates

Dialogue with Debra

If you haven't met Debra yet, it's not too late to hear her story.

Thanks a lot for the feedback about my disillusionment with my involvement in the Garden Town Family Services board. Acting on the advice I received, I had a discussion with the board President and Executive Director. I told them about the skills I could offer and the personal goals I'm hoping to achieve through my participation on the board. I think they have a better understanding now of my intentions, and they seem to think our goals, needs and assets are compatible. Going forward, I'm going to make sure that I take on mutually beneficial board assignments.

In doing the first module, I think I may have hit on two more reasons for my dissatisfaction. First, I realize that my board as a whole is not fulfilling its governance role. You see, when I signed on with the board, I was told it was a working board. This excited me because I was eager to reach out to the teen parents in a direct, meaningful way. I was also keen to perform some of the organization's leadership functions.

What I've found, though, is that the Executive Director ends up doing most everything. Don't get me wrong … she's a wonderful, dynamic woman with a heart of gold. But it seems like the board is short on ideas and follow-through, and long on procrastination and work avoidance. To be sure that the organization moves ahead, the Executive Director takes the ball and runs with it. She doesn't want the board to hold the organization back, so she just makes all the plans and decisions, does most of the work, and reports to the board after the fact.

To be sure I'm not mistaken, please tell me which of the following best describes the central role of the board:
(A) To govern the organization by setting major policies, planning and ensuring that the necessary structures and processes are in place to achieve the goals it has set.
(B) To carry out all day-to-day business of the organization.
(C) To approve all decisions and recommendations of the Executive Director.
(D) All of the above.

My second concern is whether some members of the board are fulfilling their individual role and responsibilities. There are two or three of us who take our commitment seriously, come prepared, and take on whatever work we can. But as I look around the board table, I see the majority who either aren't prepared, aren't willing or able to do the work, or drag everyone down with negativity.

Here some features that might be necessary for the board to fulfill its role. Please indicate those that you think are typically part of the individual board member's role and responsibilities. Review The Role of a Board Member in case you are unsure.
Demonstrating ethical behavior Yes No
Directing front-line staff in performing their duties Yes No
Making substantial monetary donations to the organization Yes No
Auditing the organization's books Yes No
Ensuring the organization and its board have the necessary structures and processes in place to effectively manage day-to-day operations Yes No
Reviewing board correspondence in advance of meetings Yes No
Reviewing the personnel files of all staff Yes No
Showing an eager, constructive, encouraging attitude Yes No
Requesting a report on the status of the organization's compliance with such legal requirements as payment of federal payroll taxes, submission of Canada Customs and Revenue Agency information returns and filing of annual provincial incorporation returns Yes No
Participating in the activities and events of the board and the organization Yes No
Thanks for clarifying that for me. I guess I am right ... my board and some of its members are not fulfilling their roles. What do you think could help to solve this problem?
Develop processes whereby the performance of the board and its individual members are evaluated.
Conduct board development sessions in which the role, responsibilities and expectations of the board and its individual members are clearly identified.
Develop a board mentoring program, whereby experienced, "high performance" members offer support and encouragement to new or struggling members.
Ensure that the roles and responsibilities are written into the board members' job descriptions.
Develop a thorough board member recruitment process that screens out candidates who do not demonstrate the qualities you require for an effective board.
Have the appropriate person(s) speak directly with those board members who are not fulfilling their role and responsibilities. Discuss ways in which they can be supported to either produce better results or to leave the board.
All of the above.

It's time now to move to the section on Board Accountabilities.

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