Hi Janet. Thanks for your post. I agree with your example, per emergency service work and risk management, having myself a background in emergency services.
My whole thinking on the matter of Director expertise was shifted after reading Mills (2015). Mills most notably presents a chain of accountability diagram (p. 113) that challenged my assumptions and connected with my experience on national Boards that presented issues of balance between expertise, representation, and member involvement (Birchall, 2015). We also need to be mindful, I believe, of what took place recently with the governance at UK Co-operative Group — precious lessons to be learned there about competency versus democracy, for sure (Birchall, 2017).
Birchall, J. (2017). The Governance of Large Co-operative Businesses (Manchester: Co-operatives UK), pp. 1-40.
Birchall, J. (2015). “The Design of Effective Democratic Governance Structures for Larger Organizations,” in S. Novkovic and K. Miner, Co-operative Governance Fit to Build Resilience in the Face of Complexity (Geneva: International Co-operative Alliance), pp. 23-31.
Mills, Cliff (2015). “Governing Resilient Co-operatives: A Competence-Based Model.” In Sonja Novkovic and Karen Miner (eds.), Cooperative Governance Fit to Build Resilience in the Face of Complexity, 104-116.
- This reply was modified 1 year ago by Louis-H. Campagna. Reason: typos