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CCA 2007 Coop Governance Practices
Instructions
Most questions can be answered by checking the box beside the appropriate response. A few questions will ask for a short explanation or statement.This is a survey of current practices, not policies or intentions. If you are unable or uncomfortable responding to a specific question, please leave it blank but complete the questions you are able to. We will protect the confidentiality of all responses. For questions based on an annual period, you can choose either the calendar year or your organization’s fiscal year. Please give compensation amounts of board or committee service for the year 2006; for specific data, the effective date should be January 1, 2007. This questionnaire must be completed in a single sitting, you may wish to review the survey before beginning data entry to ensure you have enough time, and the proper materials, for completion. To move between questions, use the 'tab' key or your mouseDo not use the 'enter' key or your response will be submitted in full
Please provide the following (*required)
First Name*
Last Name*
Title
Organization*
Address
City
Province
Postal Code
Phone
Fax
Email*
About your Co-operative or Credit Union
1.
Which one classification below best describes your sector?
Credit Union
Insurance
Retail/Wholesale
Agriculture/agri-food
Housing
DayCare
Production/Manufacturing
Service
Other:
2.
In what tier do you operate?
Tier 1 (primary co-op or credit union, retail, local housing or daycare co-op, etc)
Tier 2 (regional, district or provincial co-op typically owned by co-ops/credit unions)
Tier 3 (national co-op or credit union organization, typically owned by tier 2 co-ops)
3.
In response to specific and legitimate requests for information on comparative practices, may information contained in this questionnaire be provided to others?
Yes, and my co-operative or credit union may be identified
Yes, but the identity of my co-operative or credit union must not be revealed
No
Note: if you are a tier 2 or 3 co-op, please answer all questions based on your own organization itself, not the aggregate of your members. For example, in question 4, provide number of organizational members in your co-op, not individual members in your system.
4.
What is your total membership?
5.
What are your organization's total assets?
6.
What are your organization's annual sales or revenue?
7.
How many people does your organization currently employ? (Full time equivalents)
8.
Is some or all of your workforce unionized?
Yes
Leadership: Strategic Direction, Stewardship and Composition
Does your board explicitly [formally; intentionally; after having discussed responsibilities with management] assume responsibility for, or assign to a committee of directors, responsibility for:
9.
Developing the organization's approach to governance issues (e.g. selecting governance model, principles, practices, etc.)
10.
Corporate Strategy: Working with management to develop strategic direction
11.
Corporate Strategy: Identifying criteria for measuring the strategy (i.e. how you will assess whether you have the right strategy)
12.
Corporate Strategy: Monitoring the implementation of the strategy
13.
Assessment of management's success in implementing the strategy: Setting objectives to measure management's performance
14.
Assessment of management's success in implementing the strategy: Assessing management's success in meeting its objectives
15.
Managing the overall risks of the organization: Identifying the principal risks of the co-op/credit union's business
16.
Managing the overall risks of the organization: Ensuring the implementation of appropriate systems to manage these risks
17.
Ensuring that appropriate internal control and management information systems are in place: Verifying the integrity of data
18.
Ensuring that appropriate internal control and management information systems are in place: Ensuring compliance with accounting principles
19.
Management succession planning (appointment, training and monitoring of senior management)
20.
Succession/renewal of the board
With respect to board succession / renewal, does your board get involved at these stages?
21.
Assessment of organization's strategic needs
22.
Profiling skills, desired attributes, criteria for candidates
23.
Recruiting: identifying pool of candidates
24.
Selecting individuals to stand for election from the pool
25.
Election of board members
26.
How many board members would be considered independent?
27.
After election, identifying skills gaps and providing training
28.
Evaluation of board members' contribution as input to renewal
Employee directors: are current employees of the organization or employees of a parent, controlling or subsidiary company, who are voting members of the board of directors in addition to their regular duties. Non-employee directors: are non-employees of the organization who are voting members of the board of directors. Former or retired employees are considered to be non-employee directors.Independent directors: are free from any material interest, other than the ordinary interest of a member, that may affect their relationship with the organization. “Material” means that the consideration involved is significant in the hands of the individual. “Interest” may include contracts, payments (e.g. lease payments or services), an interest with a parent, subsidiary or affiliate company, an interest of a family member or associate, an interest that dates back within the past 5 years (e.g., current or former employee or consultant of co-operative or credit union, parent, subsidiary, auditor, law firm) or any other interest (e.g., foundation, charity or supplier materially dependent on organization)
29.
How many board members are male non-employee Directors?
30.
How many board members are female non-employee Directors?
31.
How many board members are male employee Directors?
32.
How many board members are female employee Directors?
33.
How many of your board members are fully independent?
Please indicate if any of the following procedures, which are designed to ensure the independence of the governance system, are in place in your organization.
34.
Policy in place indicating that the board chair not be a member of management
35.
Sessions at board meetings are regularly held without management present
36.
Responsibility for administering the board's relationship with management is assigned to: The chair of the board who is independent of management
37.
Responsibility for administering the board's relationship with management is assigned to: A committee of the board
38.
System in place which enables an individual director to engage an outside advisor/consultant
39.
Independent external auditor in place
40.
Audit committee consists entirely of independent directors
41.
The Chair of the Board is:
Male
Female
42.
Full-time (spend more than 35 hours a week)
Part-time
43.
Current CEO
Outside
CEO/officer of parent
Independent
Former CEO
44.
Are directors elected for a specific term?
No (Skip to Q. 46)
Yes (How Long):
45.
If yes do you have a maximum number of terms for which your directors are elected?
Yes (# Terms):
46.
What is the average tenure of the directors on your board? (Years)
47.
Does your organization have an official retirement age for directors?
Yes (Age):
48.
If you donĆt have delegates, skip to question 48, If you have delegates, are they elected for a specific term?
Yes (Years):
49.
Check those with the most influence in the selection process of board members:
(Select all that apply.)
Nominating Committee
Governance Committee
Board Chairperson
Board as a whole
Management
Membership
Delegates
Search firm
50.
Check those criteria that you believe have the most effect on the selection of new board members:
Experience in the industry
Character and personal qualities
International experience
High profile person
Experience with co-ops/credit unions
Gender Representation
Financial knowledge and experience
Active member
Geographical representation
Specific skill set to complement the board
Knowledge about the membership
For Tier 2 and 3 co-ops: Size of the co-op(s) / constituency represented
51.
On a scale of 1-5, where 1 means "not at all", and 5 means "a great deal", is there sufficient turnover among your board of directors?
1
2
3
4
5
Stewardship: Delineating, Functioning, Accountability
Please answer the following questions as they apply to the CEO, the board, the directors and the committees in your co-op/credit union.
52.
Is there a position description/mandate statement for the CEO?
53.
Is there a position description/mandate statement for individual directors?
54.
Is there a position description/mandate statement for the board as a whole?
55.
Is there a position description/mandate statement for board committees?
56.
Is there a position description/mandate statement for delegates?
57.
Are there formal written limits to authority levels delegated to the CEO?
58.
Are there formal written limits to authority levels delegated to individual directors?
59.
Are there formal written limits to authority levels delegated to the board as a whole?
60.
Are there formal written limits to authority levels delegated to board committees?
61.
Are there formal written limits to authority levels delegated to delegates?
62.
How many regularly scheduled board meetings are held annually?
63.
Average hours in length:
64.
Average % attendance:
65.
Are directors paid for serving on your board?
No (Skip to Q. 71)
66.
Are directors paid for serving on your board in the form of an annual retainer (flat fee paid yearly for service on the board)
Yes (How Much):
67.
Are directors paid for serving on your board in the form of a per-meeting fee (fee paid for attending each board meeting)
68.
Are directors paid for serving on your board in the form of a per diem (fee paid for each day spent at board meetings)
69.
Are directors paid for serving on your board in the form of a honorarium (How much for what period?)
70.
Other (please describe)
71.
In addition to meeting attendance, do you compensate directors for or with.. (check all that apply)
Meeting preparation
Orientation
Mileage
Travel Time
Training
Waived/reduced service fees
Discounts on products/services
Life insurance
Medical/other insurance
Other (Specify):
72.
If you donĆt have delegates, skip to question 78, if you have delegates, are they paid for serving?
No (Skip to Q. 79)
73.
If you have delegates, are they paid for serving in the form of an annual retainer (flat fee paid yearly for service )
74.
If you have delegates, are they paid for serving in the form of a per-meeting fee (fee paid for attending each delegates meeting)
75.
If you have delegates, are they paid for serving in the form of a per diem (fee paid for each day spent at delegate meetings)
76.
If you have delegates, are they paid for in the form of an honorarium (How much for what period?)
(Provide up to three responses.)
77.
Other ways of paying delegates (please describe)
78.
In addition to meeting attendance, do you compensate delegates for or with.. (check all that apply)
79.
Does your chair receive additional compensation beyond other directors?
No (Skip to Q. 82)
80.
Additional compensation of how much
81.
per what period? (year; meeting; day; hour?)
82.
Does your board have any committees in place?
No (Skip to Q. 167)
83.
Do you have a Audit/Finance committee?
No (Skip to Q. 89)
84.
Audit/Finance Committee: If yes, how many meetings are held annually?
85.
Audit/Finance Committee: Is extra pay given to non-employee directors for committee service?
86.
Audit/Finance Committee: Annual Retainer
Yes $:
87.
Audit/Finance Committee: Per meeting fee
88.
Audit/Finance Committee: Per diem fee
89.
Do you have a CSR (Social Responsibility) committee?
No (Skip to Q. 95)
90.
CSR Committee: If yes, how many meetings are held annually?
91.
CSR Committee: Is extra pay given to non-employee directors for committee service?
92.
CSR Committee: Annual Retainer
93.
CSR Committee: Per meeting fee
94.
CSR Committee: Per diem fee
95.
Do you have a Compensation committee?
No (Skip to Q. 101)
96.
Compensation Committee: If yes, how many meetings are held annually?
97.
Compensation Committee: Is extra pay given to non-employee directors for committee service?
98.
Compensation Committee: Annual Retainer
99.
Compensation Committee: Per meeting fee
100.
Compensation Committee: Per diem fee
101.
Do you have a Environmental Issues committee?
No (Skip to Q. 107)
102.
Environmental Issues Committee: If yes, how many meetings are held annually?
103.
Environmental Issues Committee: Is extra pay given to non-employee directors for committee service?
104.
Environmental Issues Committee: Annual Retainer
105.
Environmental Issues Committee: Per meeting fee
106.
Environmental Issues Committee: Per diem fee
107.
Do you have a Ethics/Conduct committee?
No (Skip to Q. 113)
108.
Ethics/Conduct Committee: If yes, how many meetings are held annually?
109.
Ethics/Conduct Committee: Is extra pay given to non-employee directors for committee service?
110.
Ethics/Conduct Committee: Annual Retainer
111.
Ethics/Conduct Committee: Per meeting fee
112.
Ethics/Conduct Committee: Per diem fee
113.
Do you have a Executive committee?
No (Skip to Q. 119)
114.
Executive Committee: If yes, how many meetings are held annually?
115.
Executive Committee: Is extra pay given to non-employee directors for committee service?
116.
Executive Committee: Annual Retainer
117.
Executive Committee: Per meeting fee
118.
Executive Committee: Per diem fee
119.
Do you have a Governance committee?
No (Skip to Q. 125)
120.
Governance Committee: If yes, how many meetings are held annually?
121.
Governance Committee: Is extra pay given to non-employee directors for committee service?
122.
Governance Committee: Annual Retainer
123.
Governance Committee: Per meeting fee
124.
Governance Committee: Per diem fee
125.
Do you have a Human Resources committee?
No (Skip to Q. 131)
126.
Human Resources Committee: If yes, how many meetings are held annually?
127.
Human Resources Committee: Is extra pay given to non-employee directors for committee service?
128.
Human Resources Committee: Annual Retainer
129.
Human Resources Committee: Per meeting fee
130.
Human Resources Committee: Per diem fee
131.
Do you have a Investment/Risk Management committee?
No (Skip to Q. 137)
132.
Investment/Risk Management Committee: If yes, how many meetings are held annually?
133.
Investment/Risk Management Committee: Is extra pay given to non-employee directors for committee service?
134.
Investment/Risk Management Committee: Annual Retainer
135.
Investment/Risk Management Committee: Per meeting fee
136.
Investment/Risk Management Committee: Per diem fee
137.
Do you have a Member Relations committee?
No (Skip to Q. 143)
138.
Member Relations Committee: If yes, how many meetings are held annually?
139.
Member Relations Committee: Is extra pay given to non-employee directors for committee service?
140.
Member Relations Committee: Annual Retainer
141.
Member Relations Committee: Per meeting fee
142.
Member Relations Committee: Per diem fee
143.
Do you have a Nominating committee?
No (Skip to Q. 155)
144.
Nominating Committee: If yes, how many meetings are held annually?
145.
Nominating Committee: Is extra pay given to non-employee directors for committee service?
146.
Nominating Committee: Annual Retainer
147.
Nominating Committee: Per meeting fee
148.
Nominating Committee: Per diem fee
149.
Do you have a Resolutions committee?
150.
Resolutions: If yes, how many meetings are held annually?
151.
Resolutions Committee: Is extra pay given to non-employee directors for committee service?
152.
Resolutions Committee: Annual Retainer
153.
Resolutions Committee: Per meeting fee
154.
Resolutions Committee: Per diem fee
155.
A non-listed committee (please specify)?
156.
Other Committee: If yes, how many meetings are held annually?
157.
Other Committee: Is extra pay given to non-employee directors for committee service?
158.
Other Committee: Annual Retainer
159.
Other Committee: Per meeting fee
160.
Other Committee: Per diem fee
161.
162.
163.
164.
165.
166.
The Co-operative Identity: Member, Stakeholder and Community Relations
167.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Ensuring conflict of interest guidelines
168.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Ensuring code of conduct
169.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Working with management to develop a member relations and engagement strategy
170.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Identifying criteria for measuring the member relations and engagement strategy (i.e. assessing whether you have the right strategy)
171.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Monitoring the implementation of the member relations and engagement strategy
172.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Working with management to develop a corporate social responsibility strategy
173.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Identifying criteria for measuring the corporate social responsibility strategy (i.e. assessing whether you have the right strategy)
174.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Monitoring the implementation of the corporate social responsibility strategy
On a scale of 1-5, where 1 means “not at all”, and 5 means “a great deal”:
175.
To what extent does your organization conduct organized inquiries to find out what members/owners think? (e.g. surveys, focus groups, townhalls)
176.
To what extent does your organization have a clear sense of the members'/owners' values, vision, concerns, and expectations?
177.
To what extent does your organization distribute information to members/owners about the strategic issues or choices it faces, prior to making a decision?
178.
To what extent do the strategic focuses of your organization (its key activities) reflect things that are important in the lives of your members/owners?
179.
To what extent do the services or products offered by your organization reflect co-operative values of self-help, self-responsibility, democracy, equality, equity, solidarity, honesty, openness, social responsibility and caring for others?
180.
How (please give examples)?
181.
To what extent are your staff members effective in explaining to others (e.g. clients or users) the distinctive values and purpose of your organization?
182.
183.
When your organization thrives (has surplus or expanded resources) to what extent do the members/owners experience improved benefits?
184.
185.
When your members/owners thrive (have surplus or expanded resources), to what extent does the organization experience improved benefits?
186.
187.
To what extent are the board members of your organization chosen in an open and transparent way?
188.
Does your organization permit/allow: Proxy voting?
189.
Does your organization permit/allow: Board members who are not members of the co-op?
190.
Does your organization permit/allow: Members to add items to the AGM agenda
191.
Does your organization permit/allow: Members to propose a resolution to the AGM?
192.
Does your organization permit/allow: Members to nominate a candidate to the board?
193.
Does your organization permit/allow: Members to recall/dismiss a director during their term?
194.
How does your organization's AGM voting structure work?
1 member, 1 vote directly
Voting delegates are selected based on region/district/geography
Voting delegates are selected based on size/assets/membership/dues
195.
Can a minority of voting delegates control a majority of the votes at the annual general meeting?
196.
In addition to the AGM, in what ways are members\owners encouraged to participate in direction and/or control of the organization?
Member meetings (eg. District or branch meetings)
Member Surveys (print or online)
Member focus groups
Member site visits by directors
Member site visits by organization staff
197.
To what extent do your board members effectively take into account the interests of the members/owners while acting in the interests of the organization?
No Opinion
198.
Voluntary and open membership
199.
Democratic member control, including member engagement
200.
Member economic participation
201.
Autonomy and independence of the co-operative
202.
Education, training and information
203.
Co-operation among co-operatives
204.
Concern for community, including volunteerism
205.
To what extent does your board ensure that employees are oriented and educated in co-operative principles and values?
206.
To what extent does your board ensure that members are oriented and educated in co-operative principles and values?
207.
If you donĆt have delegates, skip to question 223. To what extent does your board ensure that delegates are oriented and educated in co-operative principles and values?
No Delegates
208.
DelegatesĆ roles and responsibilities include: Succession / renewal of the board
209.
DelegatesĆ roles and responsibilities related to stages of board succession include: Assessment of organization's strategic needs
210.
DelegatesĆ roles and responsibilities related to stages of board succession include: Profiling skills, desired attributes, criteria for candidates
211.
DelegatesĆ roles and responsibilities related to stages of board succession include: Recruiting: identifying pool of candidates
212.
DelegatesĆ roles and responsibilities related to stages of board succession include: Selecting individuals to stand for election from the pool
213.
DelegatesĆ roles and responsibilities related to stages of board succession include: Election of board members
214.
DelegatesĆ roles and responsibilities related to stages of board succession include: After election, identifying skills gaps and providing training
215.
DelegatesĆ roles and responsibilities include: Evaluation of board members' contribution as input to renewal
216.
DelegatesĆ roles and responsibilities related to stages of board succession include: Developing the organization's approach to governance issues (e.g. selecting governance model, principles, practices.)
217.
DelegatesĆ roles and responsibilities related to corporate strategy include: Representing the interests of segments of the membership to the organization (e.g. regional, branch, pre-merger co-op)
218.
DelegatesĆ roles and responsibilities related to corporate strategy include: Working with board to develop strategic direction
219.
DelegatesĆ roles and responsibilities related to corporate strategy include: Assessment of board's success in implementing the strategy
220.
DelegatesĆ roles and responsibilities include: CEO succession planning (appointment, training and monitoring of senior management)
221.
DelegatesĆ roles and responsibilities include: Auditor oversight: receiving and asking questions of the auditor; appointing the auditor
222.
DelegatesĆ roles and responsibilities include: Other responsibilities:
223.
Please specify
Monitoring: Measurement, Accomplishment, Evaluation
224.
Which non-financial performance measures are currently reported to your board?
Quality of products/services
Value (based on member/customer perception)
Environmental
Member participation
Member retention
Member loyalty
Social/community responsibility
Image and professionalism
Customer satisfaction
Employee satisfaction
Customer loyalty
Employee retention
Knowledge/continuous learning
Innovation
Gender representation in management
225.
Does your Board ensure the organization completes a social accountability or social responsibility report?
226.
Is this externally verified or audited?
227.
Does your organization conduct an evaluation of performance for: CEO
228.
Does your organization conduct an evaluation of performance for: Individual Directors (self-assessment)
229.
Does your organization conduct an evaluation of performance for: Individual Directors (peer-assessment)
230.
Does your organization conduct an evaluation of performance for: Board as a whole
231.
Does your organization conduct an evaluation of performance for: Board committees
232.
Does your organization conduct an evaluation of performance for: Delegates
233.
Do evaluation results affect compensation levels for: CEO
234.
Do evaluation results affect compensation levels for: Individual directors
235.
Do evaluation results affect compensation levels for: Delegates
236.
Do evaluation results affect the renewal (re-appointment, re-election, etc) of: CEO
237.
Do evaluation results affect the renewal (re-appointment, re-election, etc) of: Individual board directors
238.
Do evaluation results affect the renewal (re-appointment, re-election, etc) of: Individual committee members
239.
Do evaluation results affect the renewal (re-appointment, re-election, etc) of: Delegates
Reporting: Transparency, Communication, Information
240.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Ensuring there is a communication plan/policy in place
241.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Ensuring effective communication between the organization and its members/owners
242.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Ensuring effective communication between the organization and other stakeholders
243.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Ensuring effective communication between the organization and the public in general
244.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Ensuring that appropriate information flows to the board
245.
Does your board explicitly assume responsibility for, or assign to a committee of directors the general responsibility for: Reporting the adequacy of internal controls as part of the annual report
246.
Do you make the following information available on your website: Annual report, including externally verified financial statements?
247.
Do you make the following information available on your website: Governance structure, including delegate structure (if any)?
248.
Do you make the following information available on your website: By-Laws of the organization?
249.
Do you make the following information available on your website: Committees' terms of reference/mandates?
250.
Do you make the following information available on your website: Committees' composition?
251.
Do you make the following information available on your website: Board agendas?
252.
Do you make the following information available on your website: Summary of board's decisions and/or minutes?
253.
Do you make the following information available on your website: Information on disclosure and privacy policies?
Innovation: Learning, Human Resources, Change Management
254.
To what extent does your organization recognize, reward, or celebrate new ideas?
255.
To what extent are your staff members a source of new ideas (innovations)?
256.
257.
To what extent are your board members adequately prepared to fulfill their responsibilities (e.g. recruitment, training, site visits, townhalls)?
258.
Do you have a formal orientation program for: CEO
259.
Do you have a formal orientation program for: Individual Directors
260.
Do you have a formal orientation program for: Board as a whole
261.
Do you have a formal orientation program for: Board committees
262.
Do you have a formal orientation program for: Delegates
263.
Do you have an ongoing education program for: CEO
264.
Do you have an ongoing education program for: Individual directors
265.
Do you have an ongoing education program for: Board as a whole
266.
Do you have an ongoing education program for: Board committees
267.
Do you have an ongoing education program for: Delegates
268.
Is the ongoing education program for directors:
Voluntary?
Mandatory?
Priorities
269.
What was the total dollar amount invested in your board of directors for your most recent fiscal year: Compensation of Board/Committee members
270.
What was the total dollar amount invested in your board of directors for your most recent fiscal year: Training/development of Board/Committee members?
271.
What was the total dollar amount invested in your board of directors for your most recent fiscal year: Communications, information for Board/Committee members
272.
What was the total dollar amount invested in your board of directors for your most recent fiscal year: Meetings of Board/Committee members (excluding compensation)
273.
What was the total dollar amount invested in your board of directors for your most recent fiscal year: Travel, expenses of Board/Committee members
274.
What was the total dollar amount invested in your board of directors for your most recent fiscal year: Legal, insurance, compliance costs of Board/Committees
275.
What was the total dollar amount invested in your board of directors for your most recent fiscal year: Other costs of Board/Committees
276.
Total cost of Board/Committees
277.
(for Tier 2 or 3 co-ops, what is the total cost of system governance?)
278.
If you have no delegates, please skip to question 284. What was the total dollar amount invested in your most recent fiscal year: Compensation of delegates
279.
What was the total dollar amount invested in your most recent fiscal year: Training/development of Delegates?
280.
What was the total dollar amount invested in your most recent fiscal year: Communications, information for Delegates
281.
What was the total dollar amount invested in your most recent fiscal year: Meetings of Delegates (excluding compensation)
282.
What was the total dollar amount invested in your most recent fiscal year: Travel, expenses of Delegates
283.
What was the total dollar amount invested in your most recent fiscal year: Legal, insurance, compliance costs of Delegates
284.
What was the total dollar amount invested in your most recent fiscal year: Other costs of Delegates
285.
Total cost of Delegates
286.
What are your board's top director training/education priorities?
CUDA
Governance effectiveness
Director roles & responsibilities
Financial management
Succession planning
Leadership
Member relations
Risk management
Legislative Compliance
Others:
287.
Other comments
288.
What governance issues are your top priorities today?
Board evaluation
Director evaluation
Policy development/renewal
Accountability
Director Recruitment
289.
290.
What strategic issues will be the top priorities for your organization over the next 3 years?
Growth
Mergers
Communications & Branding
Profitability
Human Resource Development
Market Share Retention
Financial Stability
291.