Adding a Public Director to your PCN BoardA workbook with tools for recruitment, selection and orientation

May 2015

GoalPrimary Care Network Boards will strive towards appointing at least one Public Director to their Board

For more information or support, please contact us by email at pcnevolution@albertadoctors.org or by phone at 1.866.714.5724.

For technical assistance with PCN branding, job postings and application forms, please contact info@pcnpmo.ca

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3CONTENTSA PREPARATION AND ENGAGEMENT

• Informthemembershipearlyandoftenofallstepsintheprocess• Confirmtheadvantages• ConfirmnumberofDirectorpositions–include Article amendment as required• ConfirmlengthoftermofPublicDirector–include Article amendment as required• ConfirmArticlesofIncorporationarerevisedthatenableappointmentofaPublicDirector• BoardappointsNominationsCommittee• InformNPCmembership

B RECRUITMENT• ConfirmtheadvantagesofthePublicDirectorwiththeexistingBoard–attached• Determinedesiredcompetencies• ObtainBoardmotiontoproceed• InformNPCmembershipandGovernanceCommittee• Establishselectionguidelines• Issuecallforapplications

C SELECTION• Confirmshortlistofapplicants• EnsureBoardisinformedofprogressandtimelines• Scheduleinterviews• Confirminterviewquestions–see attached• SchedulepreparationsessionforNominationsCommittee• ConductinterviewsandmakerecommendationtoBoard• Boardreachesdecision• Makeverbalandwrittenoffer• InformNPCmembershipofdecision• Considerconfirminganannouncementtothepublic

D ORIENTATION

E RESOURCES

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A: Preparation and Engagement• Confirmtheadvantages• ConfirmnumberofDirectorpositions–

include Article amendment as required• ConfirmlengthoftermofPublicDirector–

include Article amendment as required• ConfirmArticlesofIncorporationarerevised

thatenableappointmentofaPublicDirector• BoardappointsNominationsCommittee• InformNPCmembership

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KEyMESSAGESThe Advantages of a Public Director on your NPC Board:

• Improvingthegovernanceofthecorporationisthemostimportantreasonforapublicboardmember.

• Thepatientcenteredhealthhomemodelincludescommunityparticipationandfeedbackasanintegralcomponentofitsongoingplanningandevaluationofservices.

• APublicDirectorcouldalsobringspecificskill-sets to a NPC Board that could help enrich discussions and provide advice /support (e.g., legal,financialadvice).

• APublicDirectorwillenhancethediversityandprovide new perspectives to a NPC Board.

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6Where would a Public Director sit within the existing PCN Governance structure?• Recognizingthattwogovernancemodelsexistfor

PCNs, it is recommended that the Public Director sit withinthePhysicianNPCinModelIandtheNPCJointPhysician-AHSBoardinModelII.

• InordertoensureaPublicDirectorwouldnotcarrythebalanceofpowerinModelII(wherethemodelwouldsuggestanequalnumberofphysician,AHSandpublicdirectors),oneprocessforconsiderationwouldbetorequireaminimumofonevotefromeachoftherespectiveparties.Thiswouldmeanthatinorderforany vote to be carried there would need to be broad levelsofsupportacrossallDirectors.

Risks and Issues Related to a Public Director (Risk Mitigation)• HavingaPublicBoardmemberwillopenyourPCN

to greater public scrutiny. While this is ultimately a goodthing,itwillbeatransitionforallPCNs.APublicBoard member may not have a good understanding ofmedicalterms.

• APublicDirectorwilllikelyintroducenewideas,conceptsandprocessesforconsideration.ExistingBoard members will need to be open to new ideas and be willing to accept new approaches.

• NothavingarigorousselectionprocessandorientationforthePublicDirectorcouldcauseamisunderstandingoftheroletobeplayed.ThePublicDirectorisnotintendedtobeanadvocateforthepublicandthisneeds to be established at the onset.

Possible Board Motion:MOTION:BeitresolvedthatbyMONTH,yEAR,theXyZPrimary Care Network Board will recruit and appoint one PublicDirectorwithatermof1,2or3(confirmwhich)years.

Special Resolutions1 THATTHEARTICLESOFASSOCIATIONOFTHE

COMPANyBEAMENDEDByADDINGADEFINITIONFOR“PUBLICDIRECTOR”:

“PublicDirector”meansanindividualwhoisnotaMemberandwhoisappointedbytheBoardforaterm set by the Board with such powers, duties and remunerationassetbytheBoardatthetimeoftheappointmentoftheindividualtothatposition.

2 THATTHEARTICLESOFASSOCIATIONOFTHECOMPANyBEAMENDEDByADDINGADEFINITIONFOR“NOMINATIONSCOMMITTEE”:

“NominationsCommittee”:meansthecommitteeappointed by the Board to nominate a candidate to be a Public Director and to accept nominations (including thosefromthefloorattheAnnualGeneralMeeting)andpresentaslateofcandidatesfortheelectionofDirectorsattheAnnualGeneralMeeting.

Note:ConsiderationmustbegiventothecurrentArticleswhichsetoutthenumberofDirectors.MostArticlesprovideforarangeofbetween2and20,whileothersmaybespecificandallowforasetnumber.Inthislattercaseanamendmentmayberequired.

NOTE:Theaboveresolutionssuggestthedevelopmentofa Nominations Committee. This is not mandatory and is thedecisionoftheNPCBoard.Alternatively,thedecisionto both select and appoint a Public Board Director can alsobemadebytheentireNPCBoarditself.InthecaseofModelII,thiswouldbewiththeJointNPC-AHSBoard.

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B: Recruitment • ConfirmtheadvantagesofthePublicDirector

withtheexistingBoard–attached• Determinedesiredcompetencies–attached• Definingapplicationprocess–attached• ConfirmBoardDirectorjobdescription–attached• Advertisement–attached • PlacestoAdvertise• Screeningofapplications• Preparebriefingpackageforapplicants–attached • Establishselectionguidelines

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8CompetenciesofGovernance(Modified from the Accountability Group, Lyn McDonnell)

Thefollowingaresixareasofcompetencerequiredforeffectivegovernance.TheseinfluenceboththeworkoftheBoardcollectivelyandthecapacityofboardmembersindividualtocontributetothedialogue.

1 Contextual Dimensions:ThewayinwhichtheBoardunderstandsandtakesintoaccountthecultureandnormsoftheorganizationitgoverns.Theyconsiderthecharacteristics,culture,vision,missionandtraditionsandreinforcetheorganizationsvalueintheirwork.

2 Educational Dimensions: Thenecessaryactiontobeknowledgeableabouttheorganization,theirownrolesandresponsibilities and others they may work with.

3 Interpersonal Dimensions:Thebuilding,developmentandnurturingofafunctionalworkingteamcapableofsharedgoalsetting,self-assessment,leadershipdevelopmentandcollectiveachievement.

4 Analytical Dimensions: The ability to view the broad perspective on issues, while assessing each part. The willingnesstoquestion,exploreandconsiderdifferencesofopinion.

5 Political Dimensions:Developingandmaintaininghealthyrelationshipswithmajorstakeholdersandcommunicatingwith key constituents.

6 Strategic Dimensions:Envisionsadirectionanddevelopsstrategytoactproactivelyinsupportoforganization’sgoals.

All Directors should possess strong interpersonal competencies.

Specific competencies include technical and strategic competencies which are needed in the overall mix but not required from all Board members.

Governance competencies include a shared set of competencies that most members of the Board should demonstrate.

Interpersonal

Governance

Specific

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9ApplicationProcessBoardMemberJobDescription (SAMPLE)Authority and ResponsibilityTheBoardofDirectorsisthelegalauthorityforXXXNFP.AsamemberoftheBoard,aDirectoractsinapositionoftrustforthemembershipandcommunityandisresponsiblefortheeffectivegovernanceoftheorganization.ADirectorhasalegaldutytoactinthebestinterestofthecorporation.

RequirementsRequirementsofBoardmembershipinclude:1 Commitmenttotheworkoftheorganization2 KnowledgeandskillsinoneormoreareasofBoardgovernance:policy,finance,programs,personnelandadvocacy3 Willingnesstoserveoncommittees4 AttendanceatmonthlyBoardmeetings5 Attendanceatmeetingsofassignedcommittees6 AttendanceatAnnualGeneralMeetings(AGM)7 Attendanceatmembershipmeetings8 Supportofspecialevents9 FosteringfriendlyandpositiveworkingrelationshipsbetweenBoardmembersandstaff10 MaintainingconfidentialityofBoardbusiness

TermDirectorsareelectedbythemembershipattheAnnualGeneralMeeting.DirectorsserveforaXXyearterm. Directorsmaybereleasedattheendoftheelectedterm,byresigning,oraccordingtoNFPArticlesofIncorporation.

PublicMembersareappointedbytheBoardofDirectorsforatermofXXyears.ThePublicDirectormayresign orberemovedaccordingtheArticlesofIncorporation.

Duties and ResponsibilitiesADirectorisfullyinformedonorganizationalmatters,andparticipatesintheBoard’sdeliberationsanddecisions inmattersofstrategy,policy,finance,programs,personnelandadvocacy.Directorsmust:1 Approve,whereappropriate,policyandotherrecommendationsreceivedfromtheBoard,itsstanding

committeesandseniorstaff2 MonitorcompliancewithallBoardpolicies3 ReviewtheArticlesandpolicymanual,andrecommendArticlechangestothemembership4 ReviewtheBoard’sstructurethroughanannualevaluationprocess,Participateinthedevelopmentof

organizationalplanandannualreview5 Approvetheannualandsemi-annualbudget6 Approvetherecruitment,compensationandterminationoftheExecutiveDirector(ED),basedonthe

recommendationsoftheHRcommittee7 SupportandparticipateinevaluatingtheED’sannualperformance8 AssistindevelopingandmaintainingpositiverelationsamongtheBoard,committees,staffmembers,

and community to enhance the mission

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10Onlineinformationad(EXAMPLE)

(insertyourPCNlogohere)

Director Vacancy

Primary Care NetworksPrimaryCareNetworks(PCNs)arenot-for-profitorganizationssupportedbyanagreementbetweenAlbertaHealth(AH)andAlbertaHealthServices(AHS)andtheXYZ Primary Care Network. PCNs are collaborations between local physician groupsandAHSZonestoenhancecomprehensiveprimarycare services in a geographic area. The XYZ PCN has been in operationsince2000andemploys20staffandincludes40physicianswhoworkinoneof10clinics.

The RoleXYZPrimaryCareNetwork(PCN)isseekingapplicationsfromindividuals interested in serving as a public member on the PCN BoardofDirectors.ApublicmembershareswiththeChairandothermembersoftheBoardtheresponsibilitiesof:governingthePCN,whichincludesformulatingpoliciesandprocessesthatenabletheBoardtomakeresponsibledecisionsonfiscalandclinicalmatters;fosteringthepurposeandvisionofthePCN;andhasacommitmenttothefinancialandsocialwell-beingofthePCNandtoprimarycaregenerally.

Qualifications To be eligible, you should have senior leadership and governanceexperience,anunderstandingoffinancialmatters,have demonstrated community volunteer involvement and experiencewithBoardgovernance.Preferencewillbegivento applicants who demonstrate business acumen and/or havedemonstratedexperienceworkingwithinnon-clinicalindustries.PreferencewillalsobegiventoapplicantswhohaveademonstratedanunderstandingoftheprinciplesofCorporategovernanceandwhocansupporttheBoardinthelaunchofthisinauguralroleforthePCN.

Notes Appointment:ApublicmemberisappointedforatermofXXyear(s)(setbyeachindividualBoardandifthereisareappointmentprocessthenitneedstobethroughanArticleamendment).Thispostingmaybeusedtofillbothexisting andfuturevacancies.

ForinformationonthePCNpleaseclickhere: (Insert the PCN address hyper link here after the Word file is saved as a PDF AND include the link written out in the Word file.) How to Apply Ifyouareinterestedinthisuniqueopportunity,pleaseforwardaresumeincludingabriefbiographyandacompletedapplicationprofile.youcanaccesstheapplicationprofilebyselectingthelinkbelow.Ifyouarethesuccessfulapplicant,theinformationprovided in your biography may be used in media releases. The useanddisclosureofyourpersonalinformationismanagedinaccordancewiththeFreedomofInformationandProtectionofPrivacyAct(Alberta).

Ifyouhaveanyquestionsaboutthecollection,useordisclosureofthisinformation,pleasecontactHumanResources,AlbertaInnovationandAdvancedEducation,500,Phipps-McKinnonBuilding,10020101AAvenue,Edmonton,Alberta,T5J3G2Phone:(780)427-2210;Fax(780)427-3316.

Position Profile Toaccesstheapplicationformpleaseclickhere. (place a hyperlink once the PDF has been saved)

Location:Cityville,Alberta

We thank all those who apply, however, only those who will be offeredaninterviewwillbecontacted.

Allapplicationsmustbereceivedbymonth, date, year.

PleasesubmityourletterexpressinginterestandresumeelectronicallytothePCNPresidentDr.PQRat(insert a non personal email address).

XYZ Primary Care Network BoardofDirectors

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11Suggested Places to Advertise Thegoalistoensuremaximumexposuretoensureyouareviewedasbeingverytransparentandopenandtoensureyoumaximizethepotentialofrecruitingthemostqualifiedcandidatespossible.PossibleplacestoadvertisethePublicBoardDirectoropportunityinclude:• LocalNewspapers/CommunityNewspapers(especiallyinlargercentres)• RotaryClubsandsimilarorganizations• ProfessionalAssociations(e.g.,lawyers,accountants)• Word-of-Mouth(PCNstaff,BoardMembers,AHSGovernanceRepresentatives)

WhenrunningprintadsindailyorweeklynewspaperswesuggestusingasmallerrecruitmentsizedadthatadvertisesthePublicDirectorVacancyandincludesaweblink,pointingtothefullpageadcustomizedbyyou.

2examplesofsmaller,briefcopypointadsarehere:

XyZ Primary Care Network BoardofDirectors

Public Director Vacancy

XYZ Primary Care Network Board of directors is now accepting applications for

a Public Director.

Please go to www.http://xyzPCNinfolink.com

(insert your link for the full ad details here).

XYZ Primary Care Network

Board of directors is now accepting applications for

a Public Director.

Please go to www.http://xyzPCNinfolink.com

(insert your link for the full ad details here).

< Insert your logo in place of PCN

< insert your PCN name

<Insert the weblink you’ve set up for accessing the full page description ad.

< Insert your logo in place of PCN

< Insert your PCN name

< Repeat your PCN name here.

<Insert the weblink you’ve set up for accessing the full page description ad.

PrimaryCareNetworkBoardofDirectorsPublicMember

ApplicationForm1 CandidateName

MailingAddress

City Province Postal Code

Email

2 Pleaseattachresume.

3 PleaselistpriorexperienceservingasaBoardMemberwithothernon-profitorganizations:

4 WhyareyouinterestedinservingasaBoardMemberfortheClickheretoentertext.PrimaryCareNetwork?

5 WhatwouldyoubeabletocontributetothePrimaryCareNetwork?

6 WhatdoyouknowaboutthePrimaryCareNetwork’sinvolvementinthecommunity?

7 Whatopportunitiesdoyouseeforcommunitypartnerships?

8 PleaseshareanyotherinformationyoufeelimportantforconsiderationofyourapplicationtoserveasaPrimaryCareNetworkPublicBoardMember.

Thankyouforyourinterest.

Pleasesubmitthisapplicationandyourresumebyemailtoorbyfaxat

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13Howtoprepareyourapplicantsprior to the selection interviewChecklist:informationforprospectiveBoardMembersAction:tobesenttoapplicantsselectedforaninterview

1 Information about your PCN, programs and staffThismightinclude:• Fact Sheet:ashortoverviewofyourPCNthat

includesthePCN’smissionandpurpose,whomthePCNserves,thePCN’shistory,itsprogramsandservices,anditsfundingsources

• Brochure:liststhehighlightsofyourPCN• Annual Report:includesthehighlightsofthe

PCN’sworkanditsfinancialstatements• Newsletters: include any back issues that you

believe are relevant to the prospective Board member

• Programs and services summary: include only ifitisnotcontainedintheotherdocuments

• Staff organization chart: shows the positions and levels in the PCN

• List and biographies of senior staff members: includestheexecutivedirectorandothermemberswho hold senior positions in your PCN

• Summary of major funding sources: lists the majorfundingsourcesanddescribesindetailhowyourPCNobtainsandallocationsfunds

• Summary of strategic plan or a similar document: outlinesyourPCN’sstrategicdirectionforthenextthreetotenyears

• Samples of publicity generated by your PCN: include web and newspaper articles and other formsofsocialmediathatisrelevant

• Other:

2 Information about your board and how it operatesThismightinclude:• Boardmemberjobdescriptions• InformationabouttheroleoftheBoardandhowit

operates,includingboardmembercodeofconduct• Boardandcommitteestructurechart• ListandbiographiesofcurrentBoardmembers• Worksheetforestimatingresourcesrequiredfrom

Board members• Orientationanddevelopmentopportunitiesfor

Board members• Boardmanualtableofcontents• Other:

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C: Selection•Confirmshortlistofapplicants•EnsureBoardisinformedofprogressandtimelines•Scheduleinterviews•Confirminterviewquestions– see attached•SchedulepreparationsessionforNominations

Committee•Conductinterviewsandmakerecommendation

to Board•Boardreachesdecision•Makeverbalandwrittenoffer•InformNPCmembershipofdecision•Considerconfirminganannouncement

to the public

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15InterviewQuestionsCandidate: Date:

Venue: Interviewer(s):

Contextual Dimensions: ThewayinwhichtheBoardunderstandsandtakesintoaccountthecultureandnormsoftheorganizationitgoverns.Theyconsiderthecharacteristics,culture,vision,missionandtraditionsandreinforcetheorganization’svalueintheirwork.

Question 1 PleasetelluswhathasinspiredyouorinterestedyoutoapplytobeapublicmemberontheBoardofthePrimary Care Network.

Question 2 WhatdoyouunderstandtheroleofthepublicmemberontheBoardtobe?

Question 3Whatsteps/processeswouldyouundertaketobetterunderstandtheculture,traditionsandnormsofthePrimaryCareNetwork?

Question 4Pleasesharewithusyourunderstandingandexperiencewiththeimportanceofmissionandvisionofanorganization.

Educational Dimensions: Thenecessaryactiontobeknowledgeableabouttheorganization,theirownrolesandresponsibilities and others they may work with.

Question 5WhatdoyouthinkaretheimportanthealthissuesandchallengeswithinthegeographicareaofthisPCN?

Question 6 Baseduponyourknowledgeofhealthcare,whatdoyouseearesomeoftheopportunitiesorchallengesourPrimaryCareNetworkmayhavegoingforward?

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16Interpersonal & Strategic Dimensions: thebuilding,developmentandnurturingofafunctionalworkingteamcapableofsharedgoalsetting,self-assessment,leadershipdevelopmentandcollectiveachievement.Envisionsadirectionanddevelopsstrategytoactproactivelyinsupportoforganizationsgoals.

Question 7 Whatskills,knowledgeareasorexperienceswouldyoubringtothisPCN’sBoardthatmaybeuniqueifyouarechosenasourpublicmember?

Question 8Pleasedescribeanyrelevantexperienceonaboardorcommunitygroup.

Question 9 IfyouhavebeenonaBoardinthepast,what1-2key“learnings”orinsightsdidyouhavefromthatexperience?

Question 10 Inyourownwords,pleasedescribesomeoftheelementsthatcomprisegoodgovernance.

Analytical & Political Dimensions: The ability to view the broad perspective on issues, while assessing each part. The willingnesstoquestion,exploreandconsiderdifferencesofopinion.Developingandmaintaininghealthyrelationshipswithmajorstakeholdersandcommunicatingwithkeyconstituents.

Question 11 Howdoyouformopinionsaboutthingsyouhavelittleornoknowledgeof?

Question 12Uptonow,thePCNBoardhasbeencomprisedofphysicians.HowwouldyoubringtheBoardalongonthejourneytoacceptingalesshomogeneousor“new”pointofview?

Question 13 Howwouldyourespondtoanassertionbysomeonethatthisisoutsideyourareaofexpertisebecauseyouarenotaphysicianorthatyoudon’tworkinhealthcare?

Question 14Asaminority(nonphysician)ontheBoard,howwouldyou“testthemajorityview”ifyouthoughttheyweregoinginthewrongdirection?Walkusthroughhowyoumightapproachthis.

General Questions:

Question 15Ifofferedtherole,whatwouldbeyourbiggestconcernsorapprehensions?

Question 16DoyouhaveanyothermajorobligationsorresponsibilitiesthatmayhinderyourflexibilitytobeabletoattendPCNBoardMeetings?

Question 17Doyouhaveanyquestionsforus?

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17Pleasenoteanycommentswhichmayhelpinthedecisionmakingprocess:

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D: Orientation

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19OrientationIntroduction• Containsthewelcome

Whatis“good”governanceandwhyisitimportant?• BriefoverviewofresponsibilityreoversightoftheoperationsofthePCN• MaintainingthePCN’smission,establishingstrategicdirection,ensuringcompliancewithalllegalrequirementsand

maintainingthePCN’sfinancialwellbeing• Purposeofthemanual

Helpunderstandyourrightsandresponsibilities• Support

FromotherBoardmembers Legalcounsel Auditor Other

History and Mission • MissionStatement

Shortdescriptionofdirectorresponsibility• HistoryofthePCN

Incorporationandgolivedates Programs and Services Mostrecentannualreportorsummaryofprogramaccomplishments

• FiduciaryResponsibilitiesofaBoardMember Descriptionofthelegalresponsibilities Settingthe“toneatthetop”.LeadershipisresponsibleforsettingtheethicalclimateofthePCN> MakingdecisioninthebestinterestsofthePCNtosupportthemissionstatement> SigntheBoardCodeofConduct> RequirementtoholdeachBoardmemberaccountable

DutyofCare> DelegationofauthoritytoPCNmembersorExecutiveDirector/staff> Meetingpreparation

DutyofObedience> ConflictofInterest

Confidentiality Attendance Board Solidarity Director’sRights Board Compensation Board Communication> Officialspokesperson> Requestsforinterviews

• Board’sResponsibilityforFinancialOversight FinanceandAuditCommittee Board overarching responsibility Board’sresponsibilityforestablishingproperfinancialsystemsandcontrolsareinplace

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20• StrategicPlanning Board’sresponsibilityinensuringthemissionstatementmeetsthePCN’sneedsandthatprogramsandservices

align and support the mission statement Boardsresponsibilitytoensuretheyhaveagoodunderstandingofstakeholder/memberinterestsandconcerns Considerationastoeffectivenessofexistingprogramsandservicesandevaluateexistingresourcestosupport

the strategic plan• OverseeingthePerformanceandCompensationofManagement

ExecutiveDirectorishiredandsupervisedbytheBoard Annualperformancereview SettingExecutivecompensationwhichincludesbenefits Documentationofdecisionmakingprocess

• RiskManagementandDirectors’andOfficers’Insurance BoardhastheresponsibilitytoprotecttheassetsofthePCN Developmentofariskmanagementplan> Identifytherisk> Mitigatetherisk> Insureagainsttherisk

LiabilityasaDirector> Prevention> Indemnification> Directors’andOfficers’(ErrorsandOmissions)Insurance

• BoardEvaluation PeriodicevaluationoftheBoard’sownperformance Annualreviewofpastperformance

> What skills the Board is lacking> Decision to recruit additional members> Individualperformanceandengagement

Conclusion• Summaryandthanks• Recognitionthattheinformationmayatfirstbeoverwhelming• Offerofsupportfromexistingmembersandexternalresources

Appendices1 ArticlesofAssociation2 ArticlesofIncorporation3 ListofBoardMembers4 MostrecentAnnualReportincludingAuditedFinancialStatements5 Current Budget 6 Current Business Plan 7 BoardMinutesforpast12months8 ConflictofInterestPolicy9 ConflictofInterestQuestionnaire10 BoardCodeofConduct11 ListofCommittees12 OrganizationalChart13 JVAgreement

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E: ResourcesBoard Development: Board Building – Recruiting and Developing Effective Board Members for Not-for-Profit Organizations. A Self-Guided Workbook. TheMuttartFoundation,revised2008

Adding a Public Director to your PCN BoardA workbook with tools for recruitment, selection and orientation