SPORT GOVERNANCE AND LEADERSHIP TREND REPORT 2021-2022BOARD ON BOARD I N GWHAT’S BOARD ONBOARDING?Board onboarding is the formal or informal way toget new board members up-to-speed, engaged,and contributing as early as possible to the board’sgovernance and to the organization’s mission.Board onboarding is the way to get newboard members up-to-speed, engaged,and contributing as early as possible.The onboarding process starts before newmembers are selected. It begins with theirrecruitment and application for the board position.Then, there’s the actual orientation process.Finally, an evaluation of the overall onboardingprocess should happen a few months after the newmembers have started their position.PROBLEMS THAT HAPPENWHEN THERE’S NO PROPERONBOARDING PROCEDUREIt’s already hard for sport organizations tofind quality board members. Poor onboardingprocedures hurt organizations even more. Someproblems include:DISENGAGEMENTNew members can feel lost joining an establishedboard team because everyone else is familiarwith one another and knows what’s what. Withoutproper onboarding, the new members can loseinterest and disengage rapidly. In such instances,new board members don’t contribute to the boardor organisation as much as they should or could.1BREACHES TO CODES OF CONDUCTOR ETHICSWithout proper training or onboarding, newboard members may unknowingly infringe on theorganization’s code of conduct or ethics. Thisinfringement may have severe consequences orliabilities for the organization.AMBIGUITY OF ROLES ANDRESPONSIBILITIESNew members may be unclear as to their specificroles and responsibilities on the board. Thisleaves them wondering how they can contribute tothe board’s functioning and performance. In turn,this means they can’t contribute effectively to theorganization’s success.TURNOVERIf engagement isn’t fostered, then the organizationmay lose the board member (lack of retention,higher turnover). This differs from intentionalturnover to refresh board membership.BY THE END OF THE END OF ONBOARDING,NEW MEMBERS SHOULD UNDERSTAND:The organization’s mission, vision, and valuesThe challenges and opportunities the organization facesThe key stakeholders and relationshipsThe roles and responsibilities of the board versusthose of the staffTheir roles and responsibilities as a board memberOther board members’ roles, responsibilities, skills,knowledge, backgrounds and experienceBoard procedures (for example, how meetings are run)and policies (for example, codes of conduct and ethics)as well as any particularities (for example, culture) thatdifferentiate this board from othersSPORT GOVERNANCE AND LEADERSHIP TREND REPORT BOARD ONBOARDING

BEST PRACTICES AND RECOMMENDATIONS FOR EFFECTIVE ONBOARDINGTo improve the chances of succeeding at board onboarding, sport organizations should consider a 3-stepprocess. Step 1 covers board member recruitment, application, and selection. Step 2 is new memberorientation and step 3 is onboarding evaluation (see Figure 1).STEP 1BOARD MEMBER RECRUITMENT, APPLICATION, AND SELECTION Have a formal onboarding process to ease the new member’s transition onto the board,thereby setting up the board and organization for success. Have a governance or nomination committee oversee the selection process for new members. To find new board members, consider your volunteers, donors, key partners, academics, and eventhe broader sport or business community. Throughout this step, consider:o The applicant’s expertise and skills, focusing on those which would be particularly valuable forthe board or organization to function properlyo The challenges and upcoming projects or opportunities for the organization as a wholeo Offering information early (during the recruitment process) about the potential member’s rolesand responsibilities as a board member and the time commitment that would be required of themSTEP 2NEW MEMBER ORIENTATION After selecting board members, their orientation should include one or more specialmeetings to let new members:o Obtain a board manualo Meet the board chair and CEO or Executive Director to learn about the board’s role, decisionmaking processes, meeting procedures, board culture and practices, board-staff relationship,the staff’s responsibilities, key stakeholders and relationships, strategic priorities and goals, andupcoming major projects and initiativeso For members less comfortable with the financial and budgeting side, consider a meeting withthe Chief Financial Officer, Treasurer or other individual in charge of budgeting for an overviewof finance-related key principles and processeso Meet the other board members (a get-to-know-you session) and get set up with a mentor(a more senior member of the board)2SPORT GOVERNANCE AND LEADERSHIP TREND REPORT BOARD ONBOARDING

Consider having the newmember sign a boardmember agreement orcontract that spells out themember’s responsibilitiesto the organization and theorganization’s responsibilitiesto the member. This agreementshould also consider theorganization’s code of conduct,ethics and potential conflicts ofinterests. Depending on the extent ofinformation in the board manual,the new member may wish toconduct their own additionalTHE BOARD MANUAL OR BINDER SHOULD INCLUDE:ValuesOrganizational constitution and by-lawsList of abbreviations or acronyms commonly used by theboard and organizationBoard member job descriptionBoard chair job descriptionCEO or Executive Director job descriptionBoard member biographiesBoard meeting calendarBoard meeting processesCodes of conduct and ethicsCommittee list and descriptionsBoard terms of referenceOrganization’s current strategic planPrevious year’s annual report and audited financialstatements as well as current budgetself-directed researchOrganizational chartabout the organization orsport. For example, reviewingthe organization’s website,consulting the organization’snewsletters or accessingnews articles. Such researchcan further develop the newmember’s understanding ofthe organization and the sport.Recent board meeting agendas and minutesRelevant policies like those for public relations, media(including social media), travel and reimbursementList of government laws or other policies relevant to theorganizationSport-specific information (for example, sport disciplines,rules, culture, competition format)Details about key partners and stakeholders (for example,sport government authorities) and context (for example,national versus provincial or territorial versus community)STEP 3ONBOARDING EVALUATION About 2 to 3 months after onboarding, the board chair should follow up with the new member for adebrief on and evaluation of the onboarding process (their experience, what worked, what could beimproved). In this way, the board can learn how the process may be improved for the next time theboard selects new members.3SPORT GOVERNANCE AND LEADERSHIP TREND REPORT BOARD ONBOARDING

Figure 1. New board member onboarding processBoard memberrecruitment,application and selection Formal process developedand led by a governance ornomination committee Consider your volunteers,donors, key partners,academics, and the broadersport or business community Consider the applicant’sskills and experience,organizational information(for example, currentchallenges), the potentialresponsibilities and timecommitment for the newboard memberNew memberorientiation New board member manualor board binder Meetings with the board chairand key staff (for example,CEO or Executive Director,Treasurer or Chief FinancialOfficer) as well as with theother board membersOnboardingevaluation Conduct a debrief andevaluation of the process 2 to3 months after completing theonboarding Consider the new member’soverall experience, whatworked, what could beimproved and how Board member agreement orcontract signing New member self-directedresearchA proper onboarding process for newboard members deepens understanding ofroles and responsibilities, fosters deeperengagement, helps respect the codesof conduct and ethics, and boosts thelikelihood of retaining board members.This report was prepared for SIRC by MilenaM. Parent and Erik L. Lachance.4SPORT GOVERNANCE AND LEADERSHIP TREND REPORT BOARD ONBOARDING

Key resources for further readingon board compositionAssociation des architectes paysagistes du Canada. (2021,23 mars). Politique et procédure d’orientation desmembres du conseil d’administration. rationBayle, E. (2010). La gouvernance des fédérationsd’associations chargées d’une mission de service public:le cas des fédérations sportives françaises. Politiques etManagement Public, 27(1), 121-142.Boardable. (2022, January 20). Welcoming new boardmembers: Tips for successful onboarding. Source. (2016). Board member orientation orientationchecklist/CogsBooks, A. T. Engage (and retain) board members withawesome onboarding. Volunteer Vibe. members-withawesome-onboarding/Cuskelly, G., & Hoye, R. (2004). Board member selection,orientation and evaluation: Implications for boardperformance in member-benefit voluntary sportorganisations. Third Sector Review, 10(1), 77-100.Dion, M. (2007). Les conseils d’administration degrandes entreprises canadiennes et les directives degouvernance (1997-2005). Droit et Société, 3, 695-711.Genovese, M., & Vanderhoof, D. (1996). Comment obtenirle conseil d’administration dont on a besoin : Leprocessus de recrutement et de mise en candidature.Orchestres Canada. a-besoin-.pdfGuindon, S. (2006). Les conseils d’administration dans lesecteur public au Québec : Déséquilibre de l’informationet effet sur la qualité de la participation des membresà la prise de décision [Master’s thesis, Universitédu Québec à Montréal]. Theses Canada. Libraryand Archives Canada. TC-QMUQ-2978&op pdf&app Library&oclcnumber 757398444Hare, K. (2015, November 3). Good governance – What it isand how to do it. nd-how-to-do-it/Judo Canada. (2022). Board orientation manual/Manueld’orientation du conseil d’administration. /Orientationpackage EN Jan 22.pdf (EN) Board-orientation-packageFR Jan 2022.pdf (FR)MacDonald, E. G. (2016). A guide to board orientation.Institute of Corporate Directors. rdOrientation.pdfMasaoka, J. (2009, October 9). A board member “contract”.Blue Avocado. member-contract/Nonprofit Finance Fund. (2022). Glossary: Nonprofit financeterms and concepts. Nonprofits. (2022). Balance sheet cheat sheet. -sheetcheat-sheet/Ridley, E., & Barr, C. (2006). Les bénévoles des conseilsd’administration au Canada: Leurs motivations et lesdifficultés qu’ils rencontrent. Imagine Canada. /files/imaginebenevoles des conseils rapport.pdfSecrétariat à la Jeunesse Québec. (2017). Guidepour favoriser le recrutement et l’intégration desadministrateurs de relève au sein des conseilsd’administration d’OBNL. Secrétariat à la JeunesseQuébec. 01/guide-secretariat-jeunesse-qc.pdfSport For Life. (n.d.). Effective board governance catalog detail.php?courseid 114Stenling, C., Fahlén, J., Strittmatter, A. M., & Skille, E.(2020). Hierarchies of criteria in NSO board-nominationprocesses: insights from nomination committees’ work.European Sport Management Quarterly, 20(5), 204Stenling, C., Fahlén, J., Strittmatter, A. M., & Skille, E.Å. (2021). The gatekeepers of sport governance–nomination committees’ shaping potential in nationalsport organizations’ board composition processes.European Sport Management Quarterly, 1-18. Advanceonline publication: ce Santé Québec. (2018). Guide d’orientation etd’intégration des membres du conseil d’administrationd’Urgences-santé. Urgences Santé .pdfSPORT GOVERNANCE AND LEADERSHIP TREND REPORT BOARD ONBOARDING

Board onboarding is the formal or informal way to get new board members up-to-speed, engaged, . o Meet the board chair and CEO or Executive Director to learn about the board's role, decision-making processes, meeting procedures, board culture and practices, board-staff relationship, . Board member orientation checklist. https .