An effective partnership
The board is ultimately accountable for performance. It must ensure that the board, committees, and members work together effectively, and rely upon management to carry out the board’s direction. Management must look to the board for clear direction, and needed resources and support. An efficient and effective partnership, built upon trust, is established through facilitated discussions that result in partnership commitments.
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Dedication to the governance and management partnership.
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Roles of governance and management in the 51/49 partnership.
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Specific responsibilities of the board, committees, members and executive.
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Use of values and behaviors that support effective partnership work.
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Open and transparent partnership communication practices.
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A conflict resolution process.
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Partnership evaluation, recognition and accountability practices.
Partnership Focus
achieve six critical objectives
Partnership Practices
consider what works - adopt what works for you
A research process continually updates partnership practices shown by others to contribute to objective accomplishments. These practices are documented in a partnership manual that is reviewed with you to identify those practices, procedures and actions that can make an impact on performance in your organization.
Mission and Vision Practices
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Mission clearly states organizations purpose; it is concise, compelling
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Vision states how organization will be seen in 3-5 years; it is inspirational
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Mission and Vision are reviewed each year to ensure appropriateness
Mission and Vision Practices
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Mission clearly states organizations purpose; it is concise, compelling
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Vision states how organization will be seen in 3-5 years; it is inspirational
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Mission and Vision are reviewed each year to ensure appropriateness
Mission and Vision Practices
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Mission clearly states organizations purpose; it is concise, compelling
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Vision states how organization will be seen in 3-5 years; it is inspirational
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Mission and Vision are reviewed each year to ensure appropriateness
Mission and Vision Practices
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Mission clearly states organizations purpose; it is concise, compelling
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Vision states how organization will be seen in 3-5 years; it is inspirational
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Mission and Vision are reviewed each year to ensure appropriateness
Work culture values and behaviors
Best intended strategies and objectives fall short of what's intended if the work culture is a barrier. Value statements must be supported with a description of what an individual can do to demonstrate the commitment to each value and what actions would undermine.
Strategies, objectives, and dashboards
Strategies, objectives and milestones for accomplishing mission and achieving the vision are incorporated in dashboards as shown in the example below. The board dashboard provides a high level summary. Committee & management dashboards provide details. Color coding provides an awareness of status and needed focus.
Effective and efficient meetings
Partnership meetings must make the best use of always limited time. The greatest impact on performance can be made in the shortest period of time by considering the many practices that work for others in ensuring a focus on what is truly important, engaging in robust discussions, and making well informed decisions.
Continuous improvement
A commitment to continuous improvement ensures performance enhancement work is sustained and continually optimized. Many organizations have made a difference by utilizing practices that guide selection and orientation of the 'right' board and executive leaders, evaluate board, committee and member performance, and provide resources and support for continuous improvement.