Most association boards meet quarterly. If your last meeting was less than effective consider these quick tips for improvements in board service.
Mission Statement: Everything we do, discus,s and spend should advance our mission--the stated purpose of your organization, which has been approved by the IRS. If and when it needs updating, plan a retreat to discuss its relevance. A mission statement may also be supported by vision and values (guiding principles) statements.
Strategic Thinking: The strategic plan serves as a road map for board, committees, and staff. If the plan has been put on a shelf, dust it off or budget time to create a new one at a board retreat. For the board to govern and soar at a 50,000-foot perspective, it needs a plan of action directed at the future. The aim is to stay out of the weeds. For long-term efforts, you may have to think beyond your term of office.
Agendas: Align the agenda with the goals in the strategic plan. Use a consent agenda to expedite reports that don't require action. Learn how and when to add items to your agenda; avoiding last minute additions and surprises. To stay on schedule, indicate time frames to agenda items. Some boards project the agenda and support documents on a screen during the meeting to help directors follow discussions (rather than shuffling through stacks of paper.)
Committees: Be sure each committee has an understanding of expectations, including specific deadlines and metrics. Provide linkage to committees though staff and/or board liaisons. Doing committee work at the board table can waste time and disrespect committee authority.
Knowledge: Request the documents you need. Knowledge is power, and there is plenty of information to help you be successful in your term. As a member of the board, you have access to nearly every document except personnel files. Knowledge is the cornerstone of fiduciary responsibility.
Prepare: Information should be provided in advance. By reading and understanding before the meeting, the reports can be accepted (consider a consent agenda) and the mega-issues can be solved. It is disheartening to realize a director did not read his or her board information in advance; it becomes obvious by his or here questions at the board meeting.
Fiduciary Duty: Directors have a fiduciary duty of complete loyalty and care in connection with the organization. It requires you to be fully engaged and to perform your duties to the best of your ability.
Confidentiality: All discussion and documents are treated with confidentiality. The place to debate is inside the boardroom, not in the parking lot or by e-mails after the meeting.
Finances: The budget is approved by and belongs to the board. It is your responsibility to understand and monitor finances; ask for help if you don't understand any aspect. When viewing financial reports, focus on the big picture rather than nit-picking line item expenses. You may be asked to help to raise funds in the forms of dues, exhibits, advertising, and/or sponsorships.
Risk Management: Know the areas that can trigger trouble, i.e. antitrust, conflicts of interest, harassment and discrimination, and know how to avoid them. Be sure safeguards are in place such as insurance for the board, financial audits, and conflict of interest disclosure.
Authority to Speak: Before you speak, know your authority. Don't assume authority unless it has been specifically delegated to you. Generally, the chief elected officer speaks for the organization. When asked your opinion, start out with, "I can't speak for the board but I can give you my personal opinion." Don't assume you can add an e-mail signature indicating you are a director on the board.
Organizational Structure: Understand the structure and lines of authority. Know if there are subsidiaries and affiliated organizations for which you have some degree of responsibility. An organizational chart depicts relationships and proper communications between offices, directors, committees, staff, and consultants.
Accountability: Take responsibility and be accountable for commitments. Ask for and adhere to deadlines and performance standards. When decisions are made and no performance measure is offered, ask, "how will we recognize or measure out success?"
Interim Work: Between meetings of the board, you can accomplish tasks by using technology (virtual meetings, webinars, website) and conference calls. Don't make commitments at the board table and forget about them until the next meeting. Keep the chair and staff informed of project progress.
Rules of Order: Understand the basics of parliamentary procedure. The agenda and the process of motions, seconds, and discussions are intended to streamline the meeting. Always show respect for the chair of the meeting.
Govern: The board governs, and the staff manages. The role of the staff is to implement the decisions of the board and committees. It is not your role to direct or manage the staff.
Celebrate Leadership! Service on the board is rewarding. Celebrate achievements, tell members of successes, recognize the volunteers, and thank the workers. Keep stakeholders informed of leadership by publishing bios and providing contact information.
These are quick tips for improving governance. By your next meeting, it is possible to implement changes from this list.
Bob Harris, CAE, teaches association management and facilitates strategic planning. He can be reached at bob@rchcae.com or through his website at www.rchcae.com.