Beyond Oversight and Towards Impact: Values Based Governance
Serving on a board should be fun and engaging. At Vantage Point we’re passionate advocates for governance that goes beyond oversight. With a focus on impact, there are some great practices organizations can use to support meaningful governance In our work we often come across organizations that have developed or adopted unique governance practices that are aligned with their values.
Here are some of the practices these two organizations have in place to make their governance awesome!
1. Make information accessible before the meeting
Exchange Innercity is a community economic development organization comprised of individuals and community groups in Vancouver’s Downtown Eastside. The organization prides itself on taking direction and leadership from the membership as a whole. All members are invited to attend committee meetings. However, with a diverse and broad membership, ensuring meeting attendees have sufficient information to participate effectively is no small task. In order to achieve this, the coordinator makes herself available for 3 hours per month (1.5 hours on the second and third Wednesday of every month) at a local community centre where she provides printed meeting packages. Participants who don’t have access to a computer or email can get the information they need prior to any of the meetings.
HUB Cycling, uses a consent agenda. This tool requires a reading package to be sent out at least one week in advance, so that key information items are not reviewed at the meeting itself. Board members arrive prepared to delve into discussion.
2. Define “consensus decision-making” and dedicate time to “discursive” items
HUB Cycling has identified that board meetings are most effective when they allow for discussion and dialogue (instead of using meeting time to share information). To ensure this happens, the meeting agendas include a standing ‘discursive’ topic section, where rotating board members bring forward innovative, generative and diverse topics for dialogue at the board level. These items are for discussion only - decisions are not typically required - which opens up the meetings to generative reflection, discussion, and engaging new ideas at board meetings.
When it does come to making decisions, some groups use a ‘consensus-based’ decision making model. However, trouble arises when this is not defined; consensus means very different things to different people. To mitigate this challenge, Exchange Innercity proactively created a governing document that defines precisely how they can achieve a decision and the procedures to follow in order to empower members to raise and deal with conflicting viewpoints.
3. Mission first
For both organizations, keeping mission top of mind is a key feature of how they’ve structured governance practices. At the beginning of HUB board meetings a rotating board member will outline the mission and priorities of the organization, as they understand them. This grounds the subsequent discussions in what the board is there to achieve.
At Exchange Innercity, a key part of their mission is empowering individuals and organizations in the Downtown Eastside. They’ve given much thought to meeting processes as well as clear definitions to the roles of the staff, the executive committee, and committee members to ensure members have ample opportunities to contribute in different ways - which is a critical part of their mission.
How do your governance practices reflect the values of your organization, or the mission? Are there governance practices unique to your organization?