• Governance Documents: The Life and Health of an Association

    Association governance documents, including bylaws and policies, connect mission to operations. They link legal obligations to member values and represent the fundamental principles of associations: democratic engagement and collective goals. These documents also create the stable foundation for association growth and crisis survival. CSAE’s Competencies for Association Executives include an excellent visual model to reflect this foundation. Governance is the first-level context which encourages the healthy development of leadership, direction, operations and member value.

    When resources are tight, reviewing and maintaining governance documents doesn’t seem like a priority. Bylaws and policies are often seen as a mandatory legal requirement or just a set of rules to inform process. Regular reviews may be postponed indefinitely, since the bylaws don’t seem to have much relevance to day-to-day operations. Association leadership can even forget to refer to these documents in the daily churn of conflicting priorities.

    Democratic Principles and Collective Decision-Making

    An association is based on the principle of shared values and goals. It is organized to outlast any individual leader. Individual dedication and passion can shine brightly, and these can give strength to an association’s mission. However, the association belongs to its members collectively, and any individual member or employee is interchangeable. An association’s documentation provides continuity through any succession process, whether that succession is planned or unexpected.

    Collective ownership and purpose is identified through the association’s mission, bylaws and policies. These governing documents are developed collaboratively and guide the actions of the board of directors and association employees. These principles are consistent whether the association has a day-to-day working executive, a policy board or another governance model within that spectrum.

    Governing documents form the stable base of the democratic systems which associations champion. As someone who is passionate about all aspects of the governance process, I am regularly reminded that many people find bylaws and policy development boring and inscrutable. To be fair, I’ve seen governance documents that are boring and inscrutable! Governance processes can—and should—be used strategically to increase member engagement and to improve access for marginalized members. These documents level the playing field, since they’re available to every member of the association. Collective interpretation is built into them through the amendment process and governance oversight. They don’t need to be complex. In fact, any member of the association should be able to understand these documents.

    Association Governance During a Crisis

    Associations manage limited resources in the best of times, and a crisis demands additional resources and management on top of day-to-day responsibilities. While association executives are experts at managing competing priorities, the best leaders in a crisis are the ones who already had emergency documentation and processes in place.

    During a crisis, your decision-making abilities suffer. You go into fight, flight or freeze mode—none of which are helpful for the kind of thoughtful planning that leads to stable outcomes. Emergency response workers routinely practice so they can rely on their “muscle memory” in a crisis. Although lives are (usually) not at stake in association decision-making, governance development plays the role of emergency training in the life of the association. When youre in a crisis, panicked decisions can have a negative impact on your association’s reputation, members, staff and finances.

    The COVID-19 pandemic has emphasized resource competition within the association. It has also highlighted the importance of crisis planning, as literally everyone was plunged into crisis in early 2020. Several years ago I worked with an association to develop its emergency management policies. The “pandemic preparedness” section in particular provoked a chuckle during the summary review every six months—such a situation seemed amusingly implausible. Well, they sure felt proud and prepared when a pandemic was declared! Though the pandemic policy was simple, its existence eased the burden of research and decision-making during a stressful time. All members of the team understood the policy, and felt reassured that the decisions were thoughtful and in the best interests of everyone affected.

    Prioritize Association Principles

    When should you engage with your governing documents? There’s no answer that applies to every situation. A good rule is to conduct a formal review every five years, or whenever your association goes through a major change. Additionally, as part of your daily operations, routine environmental assessment and strategic plan reviews, you should consistently connect the day-to-day management with big picture governance. Note points of interest. Do they require prompt attention within the year, or can they be included for consideration during a full review?

    There’s never enough time to review your governance documents and the pandemic has further reduced association resources. But an association’s governance documents are incredibly important in terms of the basic democratic principles of an association, the life and health of an association, and the ability to find calm and clarity in a crisis. Save yourself time and stress in the long term, and dedicate some time to review your governance documents.

    For more helpful information, see Community Literacy of Ontario’s Board Governance Resource Guide.

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