THE ONE VISION/ONE VOICE OF GOVERNANCE Lloyd Cowin,

THE ONE VISION/ONE VOICE OF GOVERNANCE Lloyd Cowin,

THE ONE VISION/ONE VOICE OF GOVERNANCE
Lloyd Cowin, Executive Director; Julie Tubman, Board Chair
Rogers House, 399 Smyth Rd, Ottawa, ON K1H 8L2
BACKGROUND

GOVERNANCE MODEL
ROLES OF THE BOARD

Governance is the strategic leadership, stewardship and oversight of an organization. It
provides direction & accountability to an organization.
- David O. Renz, Philanthropy in the U.S.: An Encyclopedia, 2004

ROGERS HOUSE Is an 8-bed pediatric residential hospice set in a homelike, family environment providing:

w
Te
a

m

Define who the organization is: mission, vision, values
Develop a common understanding and expectations among board members
Clarify roles of the board vs. staff
Educate the board about the organization and hospice care

Members
Julie Tubman, Chair*
Ray Byrne, Vice Chair
Erin Crowe, Treasurer

Governance

Susan Richardson,
Secretary
Lloyd Cowin, E.D.*
Ian Hendry, Chair
Ray Byrne

SELECTION
Skills required:
Board experience
Finance/accounting
HR
Legal
Family perspective
Clinical
Business/management
Construction/project management
Community/public service
Marketing

EDUCATION

Various roles of the Board
Role of individual board
members
Policies: confidentiality, conflict
of interest, attendance, code of
conduct
Committees and reporting
structure
Board member orientation
resources
Time at the hospice

Barry Turner

Finance & Audit Erin Crowe, Chair
Ian Hendry
Les Bell

Quality

Susan Richardson,
Chair
Ginette Champagne
---------Barb OConner
Ex-officio
Ron Higgins
community
members (Quality) Marion Rattray
Anne Jones
Family Advisory Ruth Hartanto, Chair
(FAC)
-----------Ex-officio
community
members of FAC

Nancy Graham
Nora Ullyot
Franois Dumont
Osama Abdali
Georgina Neville
Mathoni Sanson

Communications Chad Schella, Chair

EVALUATION

Form completed anonymously by individual board members
Compiled by administrative assistant
Results reviewed by Governance Committee first, followed by discussion with
entire board
Plan of action developed by Governance Committee

Tami Mlakar
Jeff Polowin

Media Advisory
Includes
Communications
Committee and
these ex-officio
community
members

Max Keeping
Rick Gibbons
Susan Dagg Fulton
Stephanie Egan
Sandra Blaikie
Lynne Clark
Jennifer Graves

Fiduciary
Trust

Skills/Experience
Former Chair CHEO Board
Owner, Tubman Funeral Homes
Executive Coach
Former VP Bell Canada
CFO Ottawa Senators
CHEO Board member
VP CHEO
Ex-officio member
Partner, Hendry Warren LLP
Accountant & Financial Planner
Executive Coach
Former VP Bell Canada
Former MP,
Director of Government Relations,
Ducks Unlimited
CFO Ottawa Senators
CHEO Board member
Partner, Hendry Warren LLP
Accountant & Financial Planner
Ex-officio community member
Dealer Principal, Lincoln Heights Ford
VP CHEO
VP CHEO
Former E.D. Hospice at May Court
President, The Wren Group
Manager, Rogers House
RN, Rogers House
Member of the Canadian Family
Advisory Network;
Family uses respite services
Rogers House employee
CHEO Palliative Care Team employee
Parent rep
Parent rep
Parent rep
Youth rep
Director Player Services, Ottawa
Senators
Former VP, Los Angeles Lakers
Senior VP, Hill & Knowlton
Ex-officio community member
CJOH TV
Ottawa Sun
Ottawa Sun
Formerly with CFRA
A Channel Ottawa
Ottawa Citizen
Director, Sens Foundation

* The Board Chair is a member of all Board committees.
E.D. member of all committees except Quality and Family Advisory Committees.

n
io

1.
2.
3.
4.

Committees
Executive

Strategic

at

ESTABLISHING A NEW BOARD

ROGERS HOUSE BOARD COMMITTEES

ov

THE BOARD

Generative

Executive(s) and board collaborate from a perspective of high
engagement
Focuses on framing the problem rather than solving it
Encourages a plurality of opinion
Cultivates the intellectual, reputational, political and social capital
of board members

n
In

or

k

Temporary respite (planned and emergency)
Acute pain and distressing symptom management
Holistic end of life care
Temporary transition to home care
Grief and bereavement care

GENERATIVE ROLE

- Jim Nininger as adapted from R. Chait et.al., Governance as Leadership, 2002

STRATEGIC ROLE

Align internal strengths & weaknesses with external opportunities
& threats
Are services meeting needs?
What do families want?
Where does the organization have a competitive advantage?
What are the organizations core competencies?

FIDUCIARY ROLE
Prevent theft, waste or misuse of resources
Ensure resources deployed effectively & efficiently to advance the
mission
Maintain focus on mission, vision & values
Ensure directors and staff are operating in the best interests of the
organization

GOVERNANCE COMMITTEE

Develops board policies
Orients new board members
Develops Board member reference binder
Responsible for Training and educating board members
Evaluates board performance
Recruits and nominates new board members
Grooms potential new board members (committee work)

REFERENCES:

1.

The High Performance Board: Principles of Nonprofit Organization Performance, Pointer and Orlikoff, Jossey-Bass, 2002

2.

Board Work: Governing Health Care Organizations, Pointer and Orlikoff, Jossey-Bass, 1999

3.

Governance as Leadership: Reframing the Work of Nonprofit Boards, Chait, Ryan and Taylor, Wiley, 2005

4.

Guide to Good Governance, Ontario Hospital Association, 2005

5.

Auditor General of Ontario Annual Report 2007-08, Chapter 3, Section 3.11Hospital Board Governance

6.

www.rogershouse.ca

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