This is a challenging time to be a board member or senior staff in organizations. The charge to oversee and drive quality is changing the role and responsibility of a board. It must ensure the quality of service or programming as a fundamental function of governance. This performance oversight fits into the larger onus boards have in governance -- to ensure the organization works towards its objects and achieves its purpose. In addition, organizations must steward what are usually scarce resources. So, as well as overseeing finances -- a traditional "must" for a board -- there is the oversight of the performance of the organization's programming and activities.
While a board member may know the responsibilities of the board, it is critical that, in real time at meetings, they know what questions to ask. Good questions help assure a board that the strategies being considered are sound, there is a capacity for execution, programs are effective and generally that the organization's potential is being optimized. What questions does a director ask that gets at this information in a way that is sufficiently exploratory and respectful of everyone's roles? We can help you learn the right way to probe, test, clarify, verify and elicit facts to have the right governance-level conversations at the board table. We provide an oversight framework that explores various dimensions from values, stakeholder perceptions, to return on investment, risk and more.
We adapt our sessions to your group and its specific needs. So while these sessions listed below are ones that we do often, there need not be a "cookie-cutter" approach. Instead, we design the experience that your group needs. Sometimes different elements are combined depending on what is required and the session time available. In all cases, the sessions blend presentation and information with activity and dialogue to maximize learning.
Session Topics May Include (see session descriptions below):
Who Is It For?
- Boards that want to ensure that individual members are contributing to their capacity as directors
- Directors who know their responsibilities but not what to ask in real time
- Boards that get "Into the weeds"
- How directors can enact their fundamental roles and responsibilities with critical and better questions
- How to use a framework of oversight questions as a basis for diligence
- Case examples
This session is a "new take" on the standard board orientation. You will gain assurance that the board is doing its job to ensure the organization is performing well, resources are optimized and that plans are sound and aligned. Practical meeting competencies of individual directors improve as they learn what questions to ask in areas of board responsibility.
Who Is It For?
- Boards and Quality Committees who want to incorporate quality into their leadership role
- How to promote a quality culture and pursuit of excellence.
- Client centred approaches - understanding what clients value
- The development of a quality plan aligned with the organization's strategic and operational plans
- Streamlined, meaningful measurement in support of the board's oversight role
- Casework to optimize learning
Opportunities are provided for participants to reflect and self-assess on current as compared with leading practices. Directors are oriented to the necessity of developing a quality plan with meaningful measures.
Who Is It For?
- Boards and staff teams experiencing confusion in who is responsible for what
- People or workgroups working on the same task unknowingly or unnecessarily
- People or committees not clear on what authorities they have and the board re-hashing committee or staff work unnecessarily
- Board distracted by misalignment and silo politics
- Challenges and opportunities of your organization going forward - business goals clarification
- Clarifying focus on people and committees: their accountabilities and expected governance or business results
- Building an accountablity framework including staff and committee delegations
- Next steps going forward
You will gain a better grasp of roles in your organization and the relationships of mutual support. This is the basis for increased internal cooperation and coordination with less silo politics and wasted effort, time and resources. Clarity on roles and responsibilities helps motivate people and committees to do their best and achieve more for the organization.