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    • #7100
      Lori SandersLori Sanders
      Participant

      -At Sherwood Co-op in Regina, we have been working on developing our Governance structure over the past ten years. Previously, we were an operational board, however, with the change in CEO, the Board has developed significant trust in operations and we now consider ourselves a strategic board.
      -We now have a well-trusted Executive Leadership Team with a CEO dedicated to our cooperative. The relationship between the CEO and myself (Board Chair) is open and honest with communication to the rest of the board the same.
      -We have developed Board Committees to dig deeper into certain areas such as Finance, Risk, Audit and Governance with educational opportunities taken for Director development.
      -We are striving to be a Board with excellent Governance practices!

      • This topic was modified 1 year, 1 month ago by Lori SandersLori Sanders.
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    • #7106
      Tammy Van TighemTammy Van Tighem
      Participant

      This sounds like a highly effective board. Goals and responsibilities clearly defined.

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    • #7108
      Desiree VandenhovenDesiree Vandenhoven
      Participant

      I think a lot of us were ‘operational’ boards, but with growth and change of times we too moved towards being a strategic board. It takes time but if your relationship with your GM (or CEO) is good, this transition is easier.
      Communication and trust are key elements especially between the Board Chair and the GM.

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    • #7139
      Jen BudneyJen Budney
      Participant

      The transition from operational boards to governance board is a common to growing organizations and it sounds like you are managing this very carefully, Lori! Good work. I thought I’d share a few articles that may be relevant to your experience.

      Here’s a good article on board transitioning from a community land trust organization:

      https://www.landtrustalliance.org/news/advice-transitioning-governing-board

      Another one from Charity Village:

      And while this article does not examine the transition from operational to governance board, it does look at co-op growth and the need to remain alert to role clarification during times of expansion:

      https://www.grocer.coop/articles/clarifying-board-and-management-roles-expansionrelocation-projects

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“I thoroughly enjoyed the Good Governance Matters course offered by Co-operatives First. The course provided a solid background on governance generally and specific examples of good governance practices in co-operatives. It is uncommon to find governance training specific to co-operatives so this was refreshing.”

Janet Taylor (Corporate Secretary)

Libro Credit Union

“The Good Governance Matters Course was a valuable course. I shared it with the [Arctic Co-operatives Limited] Senior Leadership Team. If it ever comes up again, I highly recommend others to take it.”

Mary Nirlungayuk (Corporate Secretary and Vice-President, Corporate Services)

Arctic Co-operatives Limited

“The online course, Good Governance Matters was very informative, easy to navigate and discussed issues relevant to our needs as a Board of Directors. This course is a great tool for boards to build their knowledge to become strong, strategic boards.”

Lori Sanders (President)

Sherwood Co-op

“This course has greatly increased my understanding of what good governance could/should look like and how each part (boards, management, members) plays a vital role in the co-operative’s success.”

2017 PARTICIPANT

“This course was highly enjoyable, and relevant to working in not only the co-op space, but with any group that needs to make decisions.”

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