One of the principal responsibilities for the Board and for management is to identify and ensure explicit management of risks that are inherent to the nature of products and services delivered by the organization. Enterprise Risk Management (ERM) is a comprehensive, systematic and disciplined process for proactively identifying, assessing, managing, controlling and reporting on the significant strategic, business and process level risks inherent in the business strategy, products and operations.

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A new level of scrutiny on the governance level of all organizations is now a fact of life. A Board is only effective in the new regime if it has the right structure, roles, responsibilities, practices, and composition. Without regular, objective, outside performance reviews, Boards risk continuing historical but ineffective practices, that will not come to light until an irreversible crisis occurs. Fay has worked with numerous Boards, conducting education and coaching sessions. She has also conducted numerous governance reviews. Her reviews are objective, comprehensive, and her well-founded recommendations provide a roadmap to excellence.

How does CORPORATE GOVERNANCE provide for organizational effectiveness?
Do you have any of the following questions?

• How do we know if the governance structure provides for effective governance?
• How do we establish a governance structure that is appropriate for the mandate of our organization while also meeting the fiduciary and statutory obligations of the Board members?
• What is the role of the Board vis a vis management?
• What is causing tension between our Board and our CEO/Executive Director?
• Why is our organization struggling with Board recruitment and retention?
• How do we determine who should be on the Board?
• How can we ensure that our Board members are knowledgeable of the business of the organization?
• How can the Board evaluate its effectiveness?
• Our Board structure has been in place for the past 10 years, how do we know if it is serving the organization well today?
• What are the key responsibilities of the Board?
• How does the Board evaluate the CEO/Executive Director?
• What is the difference between a Governance Board and an Operating Board?
• How do we terminate Board members who are not fulfilling their obligations to the organization?
• How does the Board know what information it needs to receive to permit effective decision-making?
• Should the Board have a code of conduct and conflict of interest or is that just for staff?
• What should the Board's role be in communications to external parties and to stakeholders?
• Why are our Board meetings so poorly attended?
• What is the difference between Board policy and procedure?
• What should we be expecting of our external professional advisors, e.g. legal counsel, external auditors?
• What is the Board's responsibility in enterprise risk management for our organization?
• What should the Board's relationship be with staff?

Booker & Associates can assist you in dealing with any or all of these issues.

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Profit oriented organizations rely on customer reaction to alert them to issues. Member-based, not-for-profit, and government-funded organizations need a unique tool to assess their program delivery, their financial acumen and the supporting infrastructure. An organizational review will assess strategy through to delivery of programs and services and will identify opportunities for changes in the organization to better serve its stakeholders.

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