Ensures the practice of good governance.
Overview Governance Structures and Practices Vision and Strategic Oversight Cooperative Outlook Personal Effectiveness
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PROTOCOL & PRACTICES
Engages in activities that support the board in determining its own priorities and information needs.[/column]
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Key Behaviors: Board
- Engages in civil, respectful and constructive dialogue with fellow board members, the CEO, staff and other agents of the board
- Regularly participates in board discussions.
- Contributes items to the board agenda when appropriate.
- Applies the seven cooperative principles to decision-making and interactions with memberthip.
- Recognizes the purpose and value of parliamentary procedure.
- Engages in strategic discussions rather than operational ones.
- Links the concept of enterprise risk management with the board’s strategic planning process.
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Key Behaviors: Board Chair
- Leads the board in its governance functions.
- Understands and supports the infrastructure of governance operations.
- Keeps the board focused on the board agenda.
- Works to ensures a common understanding among directors of the cooperative’s goals and strategies and guides the board to work together to achieve those goals.
- Ensures civil, respectful and constructive dialogue with fellow board members, the CEO, staff and other agents of the board.
- Enforces the cooperatives policies, bylaws, legal practices, and code of ethics.
- Ensures regular review of governance policies, practices, legal requirements, and code of conduct.
- Ensures recruiting, orienting, and developing new board members.
- Ensures proper use of parliamentary procedure.
- Ensures the board's fulfillment of risk oversight responsibility.
- Ensures a clear charter is drafted for all board committees.
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POLICY DEVELOPMENT
Establishes policies that provides guidance and sets expectations for performance.[/column]
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Key Behaviors: Board
- Demonstrates familiarity with the cooperative's governing policies.
- Distinguishes between governing and operating policies.
- Recognizes the importance of regular policy review in light of changing technology, regulations, legal requirements, member preferences, etc.
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Key Behaviors: Board Chair
- Leads the board in its governance functions.
- Understands and supports the infrastructure of governance operations.
- Keeps the board focused on the board agenda.
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BOARD ACCOUNTABILITY
Monitors board operations and takes responsibility for board actions and results.[/column]
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Key Behaviors: Board
- Recognizes the board's responsibility to oversee its own performance.
- Maintains confidentiality of boardroom deliberations.
- Demonstrates ethical behavior and legal compliance.
- Recognizes the purpose of basic parliamentary procedure.
- Recognizes that the board provides goals and parameters for results, but is not involved with the specific ways they are being achieved.
- Recognizes the value of diversity of age, race, gender, and thought in the composition of the board and the recruiting of director candidates.
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Key Behaviors: Board Chair
- Creates board agenda in collaboration with the CEO.
- Encourages diversity of age, race, gender, and thought in the composition of the board and the recruiting of director candidates.
- Ensures regular evaluation of board performance.
- Demonstrates an appropriate level of leadership to motivate director participation in board discussions.
- Demonstrates the ability to facilitate discussions to consensus.
- Enforces rules of decorum are adherred to in the boardroom.
- Coordinates a process for board self-evaluation.
- Demonstrates knowledge of basic parliamentary procedures for debating and voting motions.
- Ensures implementation of improvements identified in the board performance evaluation process.
- Ensures ongoing identification and recruiting of potential board candidates.
- Ensures that the right results are being achieved, and that the board is not involved with the specific ways they are being achieved.
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BOARD/MANAGER RELATIONSHIP
Builds a civil, constructive, mutually respectful relationship with the CEO.[/column]
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Key Behaviors: Board
- Asks questions and requests information of management to fulfill risk oversight responsibilities.
- Recognizes the roles and responsibilities of board officers.
- Distinguishes between the board's role and that of the CEO.
- Applies appropriate processes and tools for appraisal and compensation management.
- Maintains a "healthy skepticism" of management proposals.
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Key Behaviors: Board Chair
- Ensures regular feedback to and evaluation of the CEO.
- Serves as the point of contact for board members on requests for information from management.
- Ensures the creation of a "delegation of authority" policy (job description) for the CEO specifying the board's expectations for what roles have been delegated to the CEO, as well as the cooperative's culture and values.
- Ensures that the board speaks with "one voice" to the CEO.
- Ensures that directors and officers understand their respective roles.
- Acts as a sounding board for the CEO regarding emerging issues, strategies or potential problems.
- Ensures that the CEO performance criteria and compensation are aligned with the strategic plan and key objectives.
- Initiates and oversees the board performance assessment and CEO appraisal processes.
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