Transcript Now that you’ve been elected what did you really sign up for?

Now that you’ve been elected…
what did you really sign up for?
Your role and responsibility
as an executive member
David Do – NZUSA Co-President
Rawa Karetai – ASA President
2010 NZUSA January Conference
What are we doing?
• This workshop outlines…
– The roles you play as part of a team;
– Your responsibility to your Associations
membership; and
– The expectations and things you should think
about while being on executive.
What are we doing?
• Broad outlines of governance and
management, and your role as an exec
• More details about specific things to be
aware of as an executive member
The Need For Leadership
•
•
•
•
Complex and demanding environment
Part-time, voluntary work
Need for best use of scarce resources
All the rules are the same, whether you’re
paid or not!
What are we doing here?
• Why are you here?
• How did you get here?
• Why did you want to get
involved?
You have been
elected to serve and
represent students
As a member of the executive
Your own
portfolio
responsibilities
and tasks
Part of a team
responsible for
association’s
governance
The Role of Executive
Governance
The Role of Executive
Student Issues
The Role of Executive
Discussion and ideas
The Role of Executive
Be a happy team
For example, in a Constitution
• 23(i) – The conduct and control of the business
and affairs of the Association shall be vested in
the Executive except as to such matters as are
specifically reserved by these Rules to the SRC
or a General Meeting.
• 30(i) – the Executive shall have and is hereby
given full and complete power over and control
of all business and activities of the Association.
The Role of Executive
Governance
Governance
Members/Students
Committee/Board/Exec - GOVERNANCE
General Manager - MANAGEMENT
Staff
The Role of the Board
•
•
•
•
•
•
•
•
•
Understanding the environment
Stakeholder management
Policy setting
Appointing, supporting and monitoring the GM
Setting KPIs, resourcing and monitoring them
Risk management
Statutory compliance
Evaluating own performance
Succession planning
What the Law says…
• Elected Governor of the Association.
– You must act in a responsible and professional manner at all
times.
• “Apart from the usual potential liability of an officer
committing any crime, such as theft, officers may
also be personally liable to third parties for
breaches of trust or fiduciary duty, where they act
outside the society’s rules and objects, and for
property conversion.”
– Companies Office
Governance/Management split
• The board provides direction and
leadership, e.g. by stating strategic
objectives or goals, adopting strategic and
annual plans, articulating organisational
values.
• The board appoints and dismisses a CEO
Governance/Management split
• The CEO manages operations (including
hiring and firing other staff) to achieve the
strategic objectives and complete the
approved plans.
• The board to oversees the CEO’s
performance, e.g. by reviewing regular
reports.
The Board and the CEO
•
•
•
•
•
Selection
Defining delegations
Constraining GM freedom to act
GM/President relationship
Evaluating GM performance
Governance
Members/Students
Committee/Board/Exec - GOVERNANCE
General Manager - MANAGEMENT
Staff
Application to your SA
• SAs are more complex than most
organisations.
• Exec can choose how it relates to staff
(within limits of contracts, law, etc).
• SA may not have a GM. President may fill
that role.
• Some “management” tasks are reserved
to Exec and committees (e.g. re clubs).
• Exec composition changes frequently.
Governance/Management split
• Another possible diagram
Some more issues
•
•
•
•
•
•
•
Policy
Strategy
Legal issues
Financial responsibility
Risk
Good process
Monitoring and evaluation
Policy
• Formal statements reflecting the Board’s
values and perspectives – an agreed basis
for organisational action
– Ends policies
– Board/GM policies
– Executive limitation policies
– Governance process policies
• Can be initiated, altered or deleted by
Board as required
Strategy
•
•
•
•
•
•
•
•
Purpose/reason for being
Essence/ethos/spirit of organisation
What is important to us?
What do we want to become?
What is our mission/vision?
Is it still relevant?
Who should benefit?
How do we want to interact with each other & the outside
world?
• Have we done what we set out to do?
• What next?
Legal Issues
• Incorporated societies/charitable trusts
• Governance structures should define roles and
accountabilities clearly
• Only one staff member appointed by and directly
accountable to the Board – The General
Manager
• Structure should be kept as simple as possible
• Fiduciary duty
Financial Responsibilities
In terms of risk management, the Board has
a special responsibility to provide
assurance of the financial integrity of the
organisation
All Board members are accountable for
financial stewardship, not just those with a
relevant formal qualification
Risk Management
• What is risk?
• Strategic risk management
– Countering losses
– Reducing uncertainty
– Taking advantage of opportunities
– Being a good corporate citizen
– Fulfilling a worthwhile purpose
• Clarifying the Board’s responsibility for risk
Processes and Practices
•
•
•
•
•
Board membership
Conflicts of interest
Board meetings
Agenda design and meeting content
Board committees
Processes and practices
• Board members as volunteers
• The role of the Chair
• Board performance evaluation
Monitoring and Evaluation
•
•
•
•
Measuring outcome, not effort
Monitoring systematically
Ensuring Board has the right information
Organisational learning
Conclusion
• Focus on what is really important to the
organisation, e.g. strategic direction, risk
management.
• Set clear, realistic & measurable expectations.
• Let managers manage, but review their
performance.
Conclusion
• It ain’t any easier just because you don’t
get paid
• Make sure you know what you’re getting
into
• Remember your duty of care – that covers
everything