Governance vs. Operations vs. Kittens

Welcome back to the second installment of Delegate Duties, the most exciting thing to hit the blogosphere since the launch of WordPress.com!  If you missed the first go-around, start there.  It’s not necessary to read them in order, but if you’re new to the delegate scene, it’s probably a good idea.

If there is one topic that I think trips up delegates the most and causes everyone the most frustration, it’s the Governance vs. Operations issue.  It’s something that’s usually covered in most delegate trainings, but I think it tends to go over delegates’ heads for a couple of reasons.  I’ll go into that later after defining the difference.

So what exactly IS the difference and why is it important?  (Note:  I’m just going to refer to annual meetings or governance meetings as “delegate meetings” from here on out.  Your council may call them something different).   Governance topics are the only ones that are usually discussed at these business meetings.  From what I can tell, most boards and councils are very adamant about this point and enforce it if someone brings up an operational issue.  If delegates are not educated about the difference and their question is dismissed due to this technicality, they in turn become frustrated and feel as if they are being brushed aside and ignored.  Many times this leads to them giving up with the misconception that they aren’t making a difference since no one listens to them.  Hard feelings, discouragement, hostility, apathy, or an “us vs. them” type relationship develops.

But it doesn’t have to be this way!  You too can be an educated delegate that board members and CEOs all over the country will love to interact with!  😉

So what is governance?  The simple definition from Merriam-Webster is “the way that a city, company, etc., is controlled by the people who run it.”  Operations, on the other hand, is defined as follows:  “a set of actions for a particular purpose.”  Governance does not involve specifics.  It’s about ensuring that the overall purpose of the organization stays on course.  Here’s a great summation from the North Carolina Coastal Pines council about governance and what it does:

• Provide policies that assure the success of the organization and its membership
• Ensure the financial health of the council
• Maintain the not-for-profit status
• Report to the membership and community
• Evaluate and deliver on bylaws requirements for participation in the council governance process

Does this sound kind of vague?  Yes, it does.  But think of it this way.  Back in 1787, the Constitutional Convention established our Constitution and our current system of government.  They were concerned about the overall policy and structure – not how specific laws and acts would carry it out.

Operations, on the other hand, are the details.  They are the ways that policies and strategies are implemented.  Now back to the Coastal Pines website – here are some examples of operational roles:

• Plan and maintain program
• Respond to concerns of the staff and volunteers
• Provide learning opportunities to volunteers
• Represent Girl Scouting in the community
• Employ, direct and conduct performance reviews of the staff
• Prepare performance reports and exhibits as required by the board or committees

There are also some duties that are both governance and operational in nature.  They might depend on how your council defines them, so if you’re not sure, ask.

Ready for a quiz (and a lot of examples of each)?  This is pulled from the North-Central Alabama council’s delegate handbook:  Operations vs Governance Quiz

So, why does this trip up delegates?  I think it’s because the vast majority of questions and complaints that delegates deal with from their service units are operational issues, so that’s where their focus is.  Let’s be honest – no leader in a service unit is going to ask about the council’s strategy for diversifying finances (well, maybe me 😉 ).  They’re going to ask why they can’t use cookie dough when they register online for a program.

I believe another reason is because delegates don’t get much face time with the people in charge.  These business meetings are most likely their only interaction with the board and the council staff all in one place at one time, and they are only held two or three times a year.  It might be that a council does not have an adequate system in place to listen and respond to feedback from volunteers, so delegates feel like this is their only opportunity to raise these issues.

So what do you do if you’ve got an operational question and you REALLY want to ask the big brass about it or at least bring it to their attention?  Rephrase it into a governance one.  This will take some forethought.  Preface your question with the operational issue by using it as an example, and then tie it into one of the overarching governance topics like finance or ensuring the success of the council and volunteer experience.  Read back through the quiz to find tasks that are categorized as either governance or shared.

Here’s an example.  Say there’s talk that Camp Krazy Kitten is getting run down and there’s no regular maintenance.  If you ask specifically about problems with the cabins or the dining hall, then it’s going to get shot down as an operational issue, as it should be.  Instead, back it into a broad issue like so:  “There has been some concern from volunteers about property upkeep.  For example, the cabins at Camp Krazy Kitten are showing their age like broken boards, and troop leaders are beginning to worry that this might turn into a safety issue for girls.  Are we maintaining and improving our properties on a regular basis and therefore ensuring that the council’s investments in camps are effectively and safely utilized?  If so, what is this policy and how much is budgeted for it each year?”

But use this sparingly and only for major issues that you feel are causing some mega-pain to volunteers and if you feel like these questions and concerns are being ignored through the regular channels.  Also, if something is truly a specific operational issue (especially if it’s small and/or very specific), then don’t bring it up at a delegate meeting.  If you’ve got a lot of operational issues that you feel aren’t being answered appropriately in an alternate forum, then ask what you should do about it!  Example:  “I realize that questions of a operational nature are not appropriate at this time, but the vast majority of issues we receive as delegates are just that.  However, currently there is not an adequate venue where volunteers feel like their concerns and questions are being answered satisfactorily.  What do you suggest we do at this time, and what can you do to ensure that this problem will be solved going forward?”  If someone says that’s an operational question (which I doubt, because probably everybody will just be staring at you), respond that you’re asking because you feel that this issue is causing negativity that is affecting the health of the council (which is true).  Like I stated earlier, it will require forethought and planning.  This exercise is worth the time, because eventually, you’ll begin to see the big picture when you start thinking this way – and it’ll make you an even better delegate who can understand and respond to what’s being presented at meetings.  And this is what everybody wants, right?  🙂

I hope this has been helpful, especially the kitten pictures.  More about question and answer sessions will be discussed in the future.  Next up – Robert’s Rules.