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Forum for Multi-level Organizations – Who’s In Charge? Saturday June 22 nd , 2013, 10:15 to 11:45 Karen Fryday-Field Harvey Thomson Paul Shay As of June 19. IPGA 2013 . Forum Goals. Profile the challenges related to multi-level organizations - PowerPoint PPT Presentation
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IPGA 2013 Forum for Multi-level Organizations – Who’s In Charge?Saturday June 22nd, 2013, 10:15 to 11:45Karen Fryday-FieldHarvey ThomsonPaul ShayAs of June 19
Forum Goals
• Profile the challenges related to multi-level organizations
• Explore innovative applications of policy governance to address challenges within multi-level organizations re: ▫Delegation,▫Policy interpretation ▫Monitoring
The dilemma
“In any event, the board never delegates the same authority or responsibility to more than one point.”
Policy Governance® Source Document
And yet boards of many multi-level organizations delegate to more than one person or body: because the board delegates to subsidiary
organizations, in addition to its own CEO because outside authorities require it because the organization’s culture or
politics require it.
2 Types of Families of Boards*Federation
Holding Company
Holding Company
L* John Carver, Board Leadership # 25 May-June 1996oard 25
Member
Member
Member
Member
Federation
Subsidiary
Parent
4
Delegation Options in a Holding Company*
* John Carver, Board Leadership # 27 Sept.-Oct. 1996
Parent Board
Parent Liaison Member
Parent Chair Parent CEO Parent Board Committee
Subsidiary Board Subsidiary Board
Subsidiary CEO Subsidiary CEO
“In most cases, using the CEO… offers the most accountability”*
John Carver5
Delegation Pathways in an Organization with Branches
Board
CEO Branch
Board
(Branch Advisory Board)
Branch
CEO
BranchCEO
Board
CEO
6
Board
CEO
Branch
CEO
Discussion
Does your organization have multiple levels?
What are the challenges of such organizations?
Image courtesy of Stuart Miles, published on 17 August 2012 Stock Image - image ID: 10097472 at FreeDigitalPhotos.net
The Kidney Foundation of CanadaKFOC is people working together for
a common causeVolunteers, individuals affected by
kidney disease, care givers, donors, and staff
From all walks of life, all across Canada
Since KFOC’s creation in 1964….
It has helped millions of Canadians affected by kidney disease through the provision of Hope Support Empowerment and Engagement
It has invested more than $110 million dollars in kidney research
KFOC’s Structure
1 incorporation 1 National Board of
Directors 1 National Executive
Director
8 Branches across Canada each with a Branch Board each with a Branch
Executive Director
KFOC National Board of Directors1st row, left to right: Mike Sheppard, Dr. Manjula Gowrishankar, Faye Clark, Tetiana Gerych, Dr. Julian Midgley, Kathryn Richardson, Harvey Thomson, Terry Young, Marsha Wood 2nd row, left to right: Paul Kidston, Ron Walker, Chris Gobeil, Andrew MacRithchie, Guy Langlois, Kurtis Krug, Dr. James Zacharias, David Stack Missing: Jason Kroft, Ken Mylrea
KFOC National Office and BranchExecutive Directors
British Columbia Branch: Karen PhilpNorthern Alberta & Territories Branch: Flavia RoblesSouthern Alberta Branch: Joyce Van DeurzenSaskatchewan Branch: Joyce Van DeurzenManitoba Branch: Valerie DunphyOntario Branch: Jim O'BrienQuebec Branch: Martin MungerAtlantic Branch: Tracy Durkee Jones
Paul Shay National Executive Director
KFOC Need for Change
Strategic plan called for a governance review
Image courtesy of Stuart Miles, published on 06 March 2013Stock Image - image ID: 100144438
Symptoms
Tried to govern and manage by consensus
Authority and accountability was very diffuse and hence ineffective
Lack of clarity on who could decide what, who could take what risks, etc.
The national board and executive committee were tied up “managing” and “operating” KFOC, which was slow
Variety of opinions regarding priorities
Overall diagnosis
One legal organization with a confusion of practices and understandings that resemble in some ways
a federation a holding company, a single albeit multi-level
organization
Conclusion
The sum of the individual parts of KFOC were NOT leveraging KFOC as a whole to be more than the sum of the parts
Risk was higher than it should beForward progress was not optimal
Gualberto107, published on 21 May 2013Stock Photo - image ID: 100169245
Process
In-depth governance review Resulted in series of key statements
expressing values of National BoardReviewed delegation, but decided to
continue delegating to both Branch Boards and National Executive Director
Decided to use Policy Governance ®Retained Karen Fryday-Field of
Meridian Edge
Why Policy Governance for KFOC?
Principles, structure and policy templates offered a way to implement desired reform
Clear differentiation of governance and operations
Focus on endsLink between National Board and
“owners”Accountability for results
The Policy Governance Engine
Delegation InterpretationMonitoring
Simon Howden, published on 12 August 2009Stock Photo - image ID: 1007712
Challenge
Find a way to deal with delegation, interpretation and monitoring in a multi-level organization like KFOC
KFOC’s Solution
Standard Board–Operations Relationship policies delegate to both : National Executive Director and Branch Boards
Create several unique Limitations policies to provide necessary parameters on delegation, interpretation and monitoring
Lots of consultation & communication
KFOC’s SolutionBOARD-OPERATIONS RELATIONSHIP POLICIES Delegation to KFOC
Operations Policy (handout)
Policy for NBOD Monitoring of the NED and Branch Boards
UNIQUE LIMITATIONS POLICIES Delegation
Parameters Policy Policy for interpreting
NBOD Policies and for Developing KFOC-wide Operational Policies (handout)
Monitoring Parameters Policy
Delegation Parameters Policy
Defines parameters on National Executive Director and Branch Board roles
Requires National Executive Director and Branch Boards to clarify respective roles within these parameters
Requires them to respect each others roles
Requires each Branch Board, as a volunteer body that meets only occasionally, to hire a Branch Executive Director to whom it delegates strongly
Policy for interpreting NBOD Policies and for Developing KFOC-wide Operational Policies Requires National Executive Director and
Branch Boards to develop consistent and sufficient interpretation of board policies
Requires them to ensure timely and effective decision making Including requiring Branch Boards to
delegate strongly to their respective Executive Directors role in interpretation and developing KFOC-wide operational policies
Requires them to respect interpretations and KFOC-wide operational policies
Example using excerpt from ends policy “…2. SupportTo achieve optimal health status, all people affected by kidney disease have access to health care and to wellness, socio-emotional, and financial support including: 2.1. Equitable access to appropriate cost-
effective treatment, as close to home as possible, regardless of background and personal circumstances.
2.2 Timely access to successful long-term organ transplantation, if desired and appropriate.
2.3. Comfort for those who withdraw from or do not wish dialysis treatment. …”
Monitoring Parameters Policy
Requires National Executive Director to create monitoring system that synthesizes data from Branches
Requires Branches to provide the National Executive Director with monitoring data
Discussion
Do you think KFOC will be successful with this approach to implementing Policy Governance® in a multi-level organization?
Share suggestions for implementing Policy Governance® in multi -level organizations.