Governance

North West Local Integrated Health Network (Thunder Bay, Ontario) – the scope of this work included facilitating and consulting with the North West LHIN Board of Directors as they developed a work plan to enhance their governance structure, build a Board of Directors policy framework and key policies, and develop a plan for Board effectiveness evaluation.   The plan was adopted by the Board of Directors in 2010.

South East Local Integrated Health Network – consulted to the Board governance development session.  The scope of work included:

·         Review Board meeting agendas, minutes, materials.

·         Observation of full Board Meeting  to provide feedback on Board process to address:

o   Board meetings continue to grow longer (up to full day).

o   Significant demands on Board as a whole and individual Board Members (with a new role, first time governing hospital contracts, many new governance processes) – the role at present is time consuming.

o   Process for Board Members to feel well informed to make decisions and to clarify what decisions the Board should be making.

·         Provide a brief verbal report at the end of the Board meeting to provide observations / preliminary recommendations.

·         Provide further consultation to the Board on recommendations for Board process to address these challenges.

The United Way of London and Middlesex Consultation - has involved the restructuring of the Board organization including a significant reduction in size.  The Board has been coached in mission focus, visioning, and in establishing clear priorities for the future.  The consultation currently involves development of a clear set of governing policies and restructuring critical Board Committees and Task Forces.

Women’s College Hospital – Toronto – this project involved evaluation, consultation, and facilitation to the design and implementation of a renewed governance approach, philosophy, structure, and governance processes.   An analysis was conducted regarding the governance model/approach, the Board structures and processes, the Board’s role in strategic leadership, and the differentiated role of the Board, Board Committees, and the CEO.  This project was initiated in response to the Women’ College Hospital separation from the Sunnybrook Health Sciences Centre.  The Board was challenged with determining the new strategic future and focus of Women’s College Hospital.  Board priorities were established.  As well, an approach to governance was developed which took into account this organization’s history of being highly consultative at all levels of the organization.

Victoria Hospital Corporation - Board of Directors Consultation - involved providing service as an internal consultant to the Board of Directors of this hospital as it implemented a policy driven governance model.  The Consultation included an overview of governance models, implementation strategies and education in policy governance, establishing Board orientation and training programs, Board effectiveness evaluation and facilitation of development of a Board policy manual. 

Development of Board and Board Committee Terms of Reference, Nomination and Election Process and Board Decision-Making Support Systems.

Chatham Public General Hospital Consultation - involved a visioning exercise with the Board as it considered strategies for rationalizing the hospital and community health services in its area.  Facilitation was provided to assist the Board in articulating its future vision and to develop key priorities toward achieving this vision.  The Board was also briefed in strategies to achieve effective governance including the policy governance model and a Board effectiveness evaluation.

College of Medical Laboratory Technologists of Ontario (CMLTO – Toronto, Ontario) – The scope of this project was to work with the Council Executive Committee and the Registrar & Executive Director (CEO) to evaluate the consistency and effectiveness of existing CEO evaluation and compensation processes.   The results of the project included:

·         Significant changes to the governance model;

·         Role clarification of the Council (Board), the CEO, and the Management Team;

·         Clear policies for desired outcomes and boundaries of Executive Authority;

·         A new ongoing monitoring system for organizational results within boundaries of authority; and

·         A clarified, streamlined CEO performance appraisal system.

Canadian Mental Health Association – Chatham-Kent Branch (Governance Assessment and Redesign) – This project involved evaluation, consultation, and facilitation to a governance evaluation and development process with the Board of Directors and Executive Director.   An analysis was conducted regarding the governance model/approach, the Board structures and processes, the Board’s role in thought-leadership and future thinking, the role of Board Committees and Task Forces, and the role of management.   The process also evaluated the Board’s monitoring mechanism and capacity to evaluate organization achievement.   This analysis involved Board self evaluation as well as consultant comparison to best practices in the sector.

Following the detailed analysis, a governance development process was tailored to the needs of the organization, its stakeholders, its ownership, and its clients.   This governance development process resulting in significant positive change, including:

·         A new mission and high level outcomes Board policies;

·         An amended Board structure including refining Board Committees under their mandates;

·         Clarification of the approach to governance and the roles of the Board, Board Members, Board Officers, Board Committee Chairs, and the Executive Director;

·         Revised and renewed Board policies;

·         A clear mechanism for the Board to monitor organizational outcomes and CEO performance; and

·         Increased linkages with community partners.

The overall organization bottom line also significantly improved based on these and related strategies.

Family Services Thames Valley - engaged to that advance the governance work of the Board of Directors.   The organization is an experienced user of Policy Governance.  Facilitation included: a governance refresher session for the Board, review of FSTV’s governance policy framework and critical policies, and preparation of a policy blitz session.

 Hospice of London - facilitated development and implementation of a new model of governance addressing the key goals of the organization, Board structure and process, linkage with staff and operations, critical policy development and a Board Information System to ensure accountability and achievement of the organization objectives.

St. Leonard’s Society – this organization which serves to prevent crime and assist offenders to re-enter society, was focused at implementation of Policy Governance and focusing on development of Ends policies and strategic agenda for the Board.    This organization will focus on the Ends monitoring policy and process over the coming period.

London District Catholic School Board (LDCSB, London, Ontario) – this consultation was initiated by the Board of Trustees in order to clarify their governance approach and policies.  Two specific challenges led to the Board of Trustees and Director of Education seeking governance consultation including:

1. The introduction of the Ontario legislation requiring increased focus of the governing body on student success and monitoring by the Board of Trustees.
2. An anticipated significant change over in the Trustees due to expected retirements of several long-standing Trustees.

The consultation focused first on clarification of the LDCSB governance approach and development of key governing policies (including a strategic outcomes policy defining the results associated with student success).  The first stage of the project also involved work on the Board of Trustees’ decision-making processes and policies on delegation to the Director of Education.  The work by the Board of Trustees, the administration, and the consultant was then used to create a formal orientation program for the incoming Board of Trustees.

Thames Valley District School Board (TVDSB, London, Ontario) – this consultation took place over a series of several working sessions with the Board of Trustees and the senior administration.  The goals of the process were to establish a go-forward governance approach which included key governing principles and the application of policy driven governance to address role clarity of the governing body, delegation to the Director of Education, and decision-making processes.  Once the governance approach was clarified, the Board of Trustees and senior administration were then facilitated as they developed a planning document to set priorities and desired outcomes for the Board.

Capacity Waterloo Region (Waterloo, Ontario) – this project involved being a member of the faculty for a governance development seminar co-sponsored by Capacity Waterloo Region and Laurier University Economics Department.   The Meridian Edge Senior Consultant provided in-depth workshops to Board Chairs and CEOs of community based health care and social service agencies and organizations.  The topics presented included:  strategy and governance, case studies in applying governance methodology, and key lessons learned in the field of applying governance in community organizations.

Northern College (Timmins, Ontario) - This project involved Board continuing education regarding Policy Governance with the Board of Governors who is moderately experienced users of the model.  Many new Board Members required a rapid introduction to the model while achieving practical knowledge and competencies in using the model.  The scope of work involved development of a process and tools for the Board to self evaluate its progress in applying the model and in adding value as the governing body.

The Michener Institute of Applied Health Science (Toronto, Ontario) –   This consultation was launched as a detailed governance assessment of the Board make-up, the governance framework, the Board’s relationship to the President & CEO, and the effectiveness of the Board to make well informed, critical decisions.  This consultation over a three year period facilitated the Board and its committees, clarified policies, developed a new recruitment process, defined Desired Outcomes Policies, and Executive Limitations Policies.   At present, the Board is focusing on developing the Board monitoring policy and processes and exploring strategic thinking around further developing their Outcomes Policies.  This Board has twice won the runner up for the Spencer Stuart National Award in Governance for the public section.

Fanshawe College Board of Governors Consultation (London, Ontario) – this consultation initially involved education for the Board who had decided to implement policy governance.  Strategies for achieving effective governance were provided.   The Board underwent a detailed analysis of governance effectiveness and with the consultant identified 4 key approaches to enhance governance effectiveness.  The Board organization was restructured streamlining the Board’s operations and reducing bureaucracy.  The Board was coached in effective policy development and decision-making processes which resulted in the creation of clear Board leadership and policies related to the results to be achieved by the College.  The Board structure was redesigned ensuring that Board sub-groups (committees and task forces were focused on critical, value-added tasks).  

Six Nations Polytechnic (Ohsweken, Ontario) – The Council had a series of very specific objectives including:

1.       A vision for an effective governance philosophy.

2.       A governance system or model which will meet the new challenge of the Six Nations Council as it moves toward implementing a clarified shared vision of the future.

3.       A clear outline and Board policy about the expected results of the Six Nations Council.

4.       An identification of the strategic priorities to be addressed in the next one to three years.

5.       Recommendations (and implementation strategies) regarding the Council’s composition, recruitment, retention, and orientation strategies.

6.       An effective Council structure and supporting structure which recognizes the environmental influences on the organization and which is functional in producing the necessary governance results.

7.       A preliminary set of revised Council policy decisions which reflect the new directions of the Council.

Grand River Employment and Training (Ohsweken, Ontario) – facilitated one day session designed to:

1.       Fine-tune and refresh the knowledge of experienced Board members.

2.       Provide further orientation for newer Board members.

3.       Identify ways to further implement the policy governance framework while conducting Board business at Board meetings.

4.       Review some of the newer policy governance tools and methods for consideration for use at the Board meetings.

Thunder Bay International Airport Authority – facilitated this experienced Board in identifying key opportunities and threats within their governance processes and links to their CEO.   This project is currently underway.

Jewelers Mutual Insurance (Wisconsin) – Consultation and facilitation to the Board and Senior Management with regards to expanding knowledge, methodology, and implementation of the Policy GovernanceÒ approach to governance.  The scope of work includes:

·         Coaching the CEO and Senior Management Team with regard to roles, concepts, methodology, tools, approach to preparation of Monitoring Reports to assist the CEO with CEO Monitoring Reporting to Board under the Policy GovernanceÒ approach to governance.

·         Consulting to the CEO and the Management Team regarding the approach, content, methodology of the CEO Interpretation of Board Policy under the Policy GovernanceÒ approach including Ends operating definitions, outcomes/results, milestones, and related metrics to produce evidence for the CEO to demonstrate reasonable Ends achievement and Management Limitations policies compliance.

·         Developing the Balanced Scorecard (BSC) Strategic Management methodology for use by Jewelers Mutual Management Team and staff as the framework for implementation of Policy GovernanceÒ strategic intent within Jewelers Mutual.

·         Consulting to / coaching CEO, Management Team, Middle Managers, and Staff regarding concepts, strategy, framework, tools, and processes for full Balanced Scorecard implementation.

·         Support the CEO and Strategy Management Office as they implement this next phase of Strategy Management at Jewelers Mutual.

·         Consult to the development, planning, implementation and application of the Jewelers Mutual Balanced Scorecard Strategy Management Approach, over the next year, to contribute to long term success of the framework within Jewelers Mutual’s success.

·         Work with the CEO, Senior Management Team, and Staff as they identify key areas for strategic change and or development based on feedback and learning from the BSC metrics and follow-up evaluation.

·         Facilitate the bridging and awareness of how day-to-day operations are achieving the Ends (outcomes) articulated by the Board of Directors.

·         Maintain a project plan throughout the initiative.

Essex Power Corporation – facilitated the development of a governance philosophy, board policies on expected results of the organization, board process policies, and executive limitations policies.  Policy development has been completed through a series of facilitated Board working sessions.  This work has assisted the new Board in determining its role as the new power corporation faces significant change in the market pressures and practices in the energy sector.

Elgin, Middlesex, Oxford Local Training Board - educated this a newly formed Board on the basis of policy governance.  Assisted it in developing a new governance philosophy, model, and system that will ensure a clear understanding of roles and responsibilities of the Board of Directors.