1. Governance Issues in Professional Regulation CLEAR Seminar Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 © CLEAR 2011 Optimizing the Board/Staff Relationship Claudia Newman, MSW, RSW NCA Associates

2. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 OPTIMAL BOARD/STAFF RELATIONSHIPS Why is it important and what does it look like?

3. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 WHAT CAN CAUSE DERAILMENT? The Board/Staff Relationship

4. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Primary Causes Individually and/or collectively; Simply do not know what their job is

5. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 A Problem of Purpose From an individual perspective - why am I here? From a collective perspective – why are we here? What is our place in this organization?

6. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 An exercise in analogies….. A Board is to an organization as a ______ is to a ____________.

7. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Lack of clarity or differing understandings can lead to; A problem of board performance generally And a confusion of roles and responsibilities specifically

8. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 “Broken” Boards & the Impact on Board/Staff Relationships Carter McNamara Detached Board Servant Board Personalities Board Micro-managing Board

9. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 THE NEED FOR STRUCTURE Optimizing the Board/Staff Relationship

10. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Schools of Thought: Governance Models John Carver’s policy governance model strong board/strong executive model Executive focus models strong executive/passive board model Balanced partnership models constructive partnership model Or A blend

11. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Defining the Boundaries Develop policies that support/reflect the governance model chosen, Clearly define and formalize roles for both the Board and the chief executive officer/staff

12. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Defining the Boundaries Continued Outline expectations that each will bring to their respective responsibilities and authority, Articulate goals clearly with corresponding performance measures or outcome indicators, Establish constructive processes for resolution of conflicts.

13. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 The Board: Respecting the Boundaries Tell them Teach them Train them

14. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 And Conduct routine Board self-assessments Have on-going Chair/ ED communication Conduct a periodic governance model “review”

15. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 THE ROLE OF THE CHAIR & THE ROLE OF THE SENIOR EXECUTIVE OFFICER A Final Thought

16. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 For at the end of the day….

17. Council on Licensure, Enforcement and Regulation Toronto, Ontario March 24, 2011 Speaker Contact Information Claudia Newman, MSW, RSW Principal, NCA Associates 222 Somerset St. West, Suite 300 Ottawa, ON K2P 2G3 613.692.1879 cnewman@ncaassociates.com www.ncaassociates.com