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    • #7190
      Carol RipleyCarol Ripley

      I believe our model of governance is very strong at both SCU and LSM, and follows much of the sample structure displayed in the Module. However, I do not believe that a strong model exists in all organizations. I think the corporate world has several challenges to attaining good governance, most notably the practice of having CEOs as Chairs of the Boards in many corporations.

      I believe the Diefenbaker Clinic will also be challenged in their structure. The Board seems to be made up of many directors that will have their own very specific agendas. I do not think that good decisions will always be made when staff/doctors that work in the Clinic also sit on the Board. Furthermore, the dedicated seats on the Board certainly would come with their own agenda that may not always be in the best interest of the Clinic as a whole.

    • #7275
      Jen BudneyJen Budney

      Carol, you are correct that problems arise when board members come to meeting wearing the “hat” of self-interest. This has negative effects on all sorts of co-operatives, not just multi-stakeholder co-ops like the Diefenbaker Clinic. It requires a good Chair and good CEO (with a good working relationship between them) to keep Board members focused on the common, shared goals and vision. That’s the board member’s job- not to advocate for themselves. A good onboarding process for new board members can help reinforce this.

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