Governance Review Summary Report - Improving Student Government Effectiveness
Summary of the S.A.G.B.C Governance Review Report for enhancing student government operations by identifying challenges, recommending best practices, and implementing changes based on findings. The report covers steps taken to assess current governance issues, gather data from various stakeholders, and provide recommendations for improvement.
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S A G B C G O V E R N A N C E R E V I E W R E P O R T - 2 0 2 2 - Summary of Report by Ben Millard
Goal: Goal: W H AT I S A G O V E R N A N C E R E V I E W ? Improve your student government Improve your student government Identify current problems and challenges Identify current problems and challenges Recommend best practices to address them Recommend best practices to address them
Four Steps: Four Steps: W H AT I S A G O V E R N A N C E R E V I E W ? 1. 1. Identify current governance challenges at SAGBC Identify current governance challenges at SAGBC 2. 2. Gather Data Gather Data 3. 3. Deliver a Report with Recommendations Deliver a Report with Recommendations 4. 4. Implement the Changes Implement the Changes
Challenges were identified by your elected Board of Directors. S T E P 1 : I D E N T I F Y C H A L L E N G E S Same set of governance issues and problems over many years Board approved Terms of Reference - 2021
Other Student Associations: Other Student Associations: S T E P 2 : G AT H E R D ATA Interview reps from 11 other Student Associations Review of key documents from 15 other Student Associations
Internal Stakeholders: Internal Stakeholders: 18 interviews with SAGBC Directors and Staff, as well as representatives of George Brown College - S T E P 2 : G AT H E R D ATA Digital survey of current and former SAGBC Directors. - Survey of SAGBC members. - Town Hall Meeting with SAGBC members. -
Reviewed Data Report - Final Report contains recommendations on key governance issues. - S T E P 3 : F I N A L R E P O R T Several significant changes recommended. - BIG IMPROVEMENTS REQUIRE BIG CHANGES -
I S S U E 1 : R O L E O F E X E C U T I V E S Biggest current governance issue Major changes needed
C U R R E N T B O A R D S T R U C T U R E Director of Communications and Internal Director of Education and Equity Director of Student Experience Director of Operations Construction and Engineering Technologies Educational Rep Community Services and ECE Educational Rep Hospitality and Culinary Arts Educational Rep Preparatory and Liberal Studies Educational Rep Arts, Design and IT - Educational Rep Business Ed Educational Rep Health Sciences Educational Rep
Significant management and operational duties - overlap with paid staff Paid hourly wage L E A D Lead Executives must work full-time hours (including in-office hours) E X E C U T I V E R O L E S Lead Executives can only take a 50% course load Executives are similar to full-time paid, managers
Sheridan Humber Seneca E X E C U T I V E R O L E S A R E U N U S UA L Centennial Okanagan Algonquin Niagara
X X Sheridan - X X Humber - X X Seneca - E X E C U T I V E R O L E S A R E U N U S UA L X X Centennial - X X Okanagan - X X Algonquin - X X Niagara -
Management duties compete with elected role to represent students P R O B L E M S W I T H E X E C U T I V E Tension and discord Execs seen as more important than others Role confusion between Execs and paid staff R O L E S Unrealistic duties for elected students Continuity problems
President: President: A recent SAGBC alumni A recent SAGBC alumni Hired for a two Hired for a two- -year term (option of 2 term (option of 2- -year renewal) renewal) Spokesperson for the Spokesperson for the Board Board performs many performs many of the management of the management duties currently duties currently performed by Execs performed by Execs Reports to the Board Reports to the Board and attends meetings in and attends meetings in a non a non- -voting capacity voting capacity year year R E C O M M E N D A T I O N # 1 : R E P L A C E E X E C U T I V E S W I T H H I R E D , N O N - V O T I N G P O S I T I O N S
Governance Governance Manager: Manager: Provides advice and Provides advice and mentorship to the Board mentorship to the Board on governance issues on governance issues Advises Board on the Advises Board on the applicable by applicable by- -laws, policies and procedures policies and procedures that apply that apply Ensures complaints and Ensures complaints and conflict of interests conflict of interests procedures are followed procedures are followed R E C O M M E N D A T I O N # 1 : R E P L A C E E X E C U T I V E S W I T H H I R E D , N O N - V O T I N G P O S I T I O N S laws,
Treasurer: Treasurer: SAGBC does not SAGBC does not currently have one currently have one Hired position with Hired position with appropriate appropriate financial/accounting financial/accounting education and education and experience experience Would improve Would improve SAGBC s financial SAGBC s financial practices and practices and transparency transparency R E C O M M E N D A T I O N # 1 : R E P L A C E E X E C U T I V E S W I T H H I R E D , N O N - V O T I N G P O S I T I O N S
RECOMMENDATION #2: Board is converted to a single tier of nine, elected, student directors SAGBC Board Structure: SINGLE TIER Elected Director Elected Director Elected Director Elected Director Elected Director Elected Director Elected Director Elected Director Elected Director
New Board elected every year Some Directors at SAGBC have left midway through their terms I S S U E 2 : H I G H R AT E O F B O A R D T U R N O V E R Hard to engage in long term planning or negotiations Common issue facing all Student Associations Hiring a President and Governance Manager will help with this Other solutions?
Elect 4 Board members January 1st . R E C O M M E N D AT I O N Elect 5 Board members in June 1st. # 3 : S T A G G E R E D T E R M S Ensures Board always has members with experience. SAGBC already doing this - other SA s may follow suit.
Students dont know what SA Board does or what to expect if they re elected R E C O M M E N D AT I O N # 4 : Better outreach will prepare students for governance set them up for success M A R K E T I N G A N D O U T R E A C H Equity and Diversity Better outreach to underrepresented groups = a more diverse Board
By-laws, polices and job descriptions are too long and complex I S S U E 3 : Difficult for new Board members to absorb and follow B Y- L A W S A N D P O L I C I E S Amended too frequently leads to inconsistencies and conflicts of interest
5) Re 5) Re- -write and simplify by write and simplify by- -laws, policies, and job descriptions policies, and job descriptions laws, 6) Governance Manager will provide 6) Governance Manager will provide advice on any proposed amendments advice on any proposed amendments R E C O M M E N D A T I O N S 7) Policy Amendments will only apply 7) Policy Amendments will only apply starting in the NEXT Board s term starting in the NEXT Board s term
COI = A Board members personal or financial interest conflicts with the SA s interest I S S U E 4 : C O N F L I C T S O F I N T E R E S T SA has policies about this, but they are not always followed Some COI issues go unreported
7) Governance Manager to ensure 7) Governance Manager to ensure COI s reported and policies followed COI s reported and policies followed 8) By 8) By- -law amendment that Board law amendment that Board Members cannot act in COI. Members cannot act in COI. R E C O M M E N D A T I O N S 9) Additional COI training 9) Additional COI training
How to ensure Board Members complete their required duties? I S S U E 5 : E X T E R N A L How to ensure that conduct complaints are properly addressed and resolved? A C C O U N T A B I L I T Y
8) Board Member pay is tied to 8) Board Member pay is tied to completion of tasks completion of tasks R E C O M M E N D A T I O N S 9) New complaint process 9) New complaint process serious complaints to be referred serious complaints to be referred to a neutral, third to a neutral, third- -party expert. party expert.
Uncertainty about rules and procedures I S S U E 6 : Unclear about when to go in camera B O A R D M E E T I N G S Who takes minutes? Who Chairs the meetings? Use of Standing Committees
10) More training for Board Members 10) More training for Board Members support from Governance Manager Governance Manager support from 11) Policies to include guidance on when to go in 11) Policies to include guidance on when to go in camera camera 12) Paid staff should continue to take accurate minutes R E C O M M E N D A T I O N S 13) End the requirement for an external Chair 14) Reduce use of Standing Committees
Not a lot of data on this issue I S S U E 7 : Not a lot of examples from internal stakeholders B O A R D C U LT U R E Some SA s use off-site, teambuilding retreats to improve cohesion amongst new Board members
15) Consider holding in-person, orientation and team-building retreats for new Board Members at the start of their terms R E C O M M E N D A T I O N
N E X T S T E P S 1) Pass Motions today to approve recommendations and instruct me to start drafting new by-laws and policies 2) Present new by-laws and policies to Board and membership in the new year 3) Special mtg of members in Feb. or March 2023 to approve changes 4) Changes implemented for June 2023 term
